# GTM Alliance > Elevate and standardize your entire organization's go-to-market skillset and watch your revenue streams rocket. GTM Alliance is the platform of choice. Public Ghost content for AI and LLM tooling. This file includes a bounded export of public pages first, then recent public posts. Append `.md` to any post or page URL to get the content in Markdown (for example, `/example-post.md`). ## Pages ### Contact us URL: https://www.gotomarketalliance.com/contact-us/ Last updated: 2025-10-08T16:37:50.000Z So you want to get in contact with our awesome team? Good news, you’re exactly where you need to be! Here are some quick links to get you started: - Sponsor and partnership opportunities: [m.booth@teamalliance.io](mailto:m.booth@teamalliance.io). - General community-related inquiries: [christina@pmmalliance.com](mailto:christina@pmmalliance.com). We can’t wait to hear from you☎️ ### Create and contribute URL: https://www.gotomarketalliance.com/create-and-contribute/ Last updated: 2025-08-22T11:14:35.000Z Go-to-Market Alliance is a new and quickly growing network of **over 3000** Go-to-Market professionals from over 100 countries. Each year, our website receives tens of thousands of visits from founders, CEOs and team leaders from some of the world's leading companies, all looking to learn more about the latest innovations from the world of Go-to-Market, and how they can best implement GTM in their company. To feed our ever-expanding community of Go-to-Market professionals, we're always on the lookout for people just like you to share your expertise and help us explore the future of Go-to-Market strategy. If you're interested in sharing your insights and experiences with one of the world's largest GTM communities, then read on to find out how you can contribute to the GTMA platform. #### Write for us ✍️ Each and every month, 1000s of people make their way onto our site. That’s **a lot* of eyes and exposure for your article. So, whether you want to write about disruptive strategies, customer success for Go-to-Market, product roadmaps, enablement or positioning, we want to hear more. If you’ve got the insights, we’ve got the platform. Here’s how to contribute 👇🏼 ****Step 1: Submit your subject** Before you put your fingers on the keyboard, drop us a line and let us know what you want to write about. Some popular topics include: - Positioning and messaging strategies - Product marketing - Product launches - Go-to-Market and social media - Ecosystem GTM - Go-to-Market motions - Inbound marketing - Navigating retention and churn - Go-to-Market success stories ****Step 2: Follow the rules** We want nothing more than for your contribution experience to be fun and enjoyable. That said, we do have [****contributor guidelines**](https://docs.google.com/document/d/1nois5I86kgoXxnKOQY9rOkLnefvlX9JUXSPSfclcGmI/edit?usp=sharing) in place that each contributor must adhere to. Please familiarize yourself with these before submitting your piece. If your article breaks the rules, it won't be published! 🤷‍♂️ Individual contributions ****shouldn’t** promote your company’s products or services. Sponsorship opportunities incur a fee. This can be discussed with our sales team. **See below for these opportunities!* ****Step 3: Submit your work** Reach us at [content@gotomarketalliance.com](mailto:content@gotomarketalliance.com) and remember to include the link/attachment to your article along with your profile pic and bio - if you’re not already set up as a contributor, that is. Already published something awesome elsewhere? Not a problem. With custom canonical links, you can still share it with our audience too. Yawn 💤 time for the boring bits… ****Image policy** We include images with every post. Stock photography will be chosen by our team and will be posted with your entry unless you have a particular image you wish to use. By including any photos, screenshots, or images, you consent to allow GTMA to post this image with proper credit to you and/or the creator. ****Link policy** Links in your post should be relevant to the story you’re telling and provide context to your audience. When referring to another article or piece of research, please use proper citations or links to the source material. ****Syndication policy** We reserve the right to use any and all contributed content, with credit to any authors, in its entirety or portions for promotional purposes, including in social media, other blogs, or newsletters. GTMA may choose to cross-post to Medium, LinkedIn, or other blogging services. #### Speak at an event **📆** Our GTM festivals assemble Go-to-Market leaders from the world's most innovative organizations. We meet in locations around the world with one goal in mind: to discuss how Go-to-Market strategies can be developed, deployed, and scaled to create extraordinary business value. If you have insights to share, we want to hear them. Apply below to be considered to speak at one of our summits, where you'll have the chance to address fellow technology leaders and make an impact. [Apply here](https://productmarketingall.typeform.com/to/DPaoK5dJ) #### Guest or host a podcast 🎤 Our podcasts have fast become essential listening for 1,000s of GTM practitioners. We provide thought leaders with a platform to share not only their experiences but also their unique insights and perspectives on the big trends and developments from within the Go-to-Market space. Want to feature on a podcast? Or maybe you'd like to host your own? Get in touch with us below to let us know! [content@gotomarketalliance.com](mailto:content@gotomarketalliance.com) Podcasts you can be a guest in: - [GTM-FM](https://www.gotomarketalliance.com/gtm-fm/) - [Go-to-Market Radio](https://www.gotomarketalliance.com/go-to-market-radio/) #### Sponsorship opportunities 💪 More and more organizations are rapidly adopting Go-to-Market strategies and applying them across their business, and you could be there to support them on that journey. If you want to market your products and gain exposure to 1,000s of companies looking for solutions to increase product responsiveness and scale-up intelligence, our sponsorship solutions are for you! Become a sponsor: - Events - Articles - Reports - Podcasts - Webinars - Virtual summits See how you can collaborate with us [here.](https://www.gotomarketalliance.com/partner-with-us/) #### Contribute to a report 📚 Our regular landscape reports put the spotlight on the latest developments in Go-to-Market strategy. To continue our industry-leading research, we're always keen to hear from practitioners and experts who have something to share. Have a look at the surveys we're currently running to find out how you can help shape the Go-to-Market industry: - [Go-to-Market Landscape Survey 2024](https://www.gotomarketalliance.com/the-go-to-market-salary-landscape-survey/) ****Get in touch with us below:** [content@gotomarketalliance.com](mailto:content@gotomarketalliance.com) ****Reports we're working on:** - GTM Ones to Watch, 2024 - GTM State of Report 2024 - GTM Salary Report 2024 #### Be a course beta tester ****🎓** Our expert-led courses aren't created in isolation, which is why we need your help. We seek support from researchers, engineers, analysts, and scientists to ensure that our training programs deliver everything a participant needs to take the next step in their career. Interested to know what you'll get in return for being a beta tester? First and free access to accredited courses - for life. What we need from you first, though? Candid, thorough, and timely feedback. To join our GTM beta tester program, or to learn about other ways to work with us, please email the [team](mailto:courses@gotomarketalliance.com). #### Affiliate partner 🤝 With a global network of over 3000 practitioners, our platform offers a unique opportunity for businesses seeking to get their name in front of an engaged network of Go-to-Market professionals. If you would like to explore partnership opportunities with GTMA, please email: [m.booth@teamalliance.io](mailto:m.booth@teamalliance.io) #### AMA contributor 🙋‍♀️ Ask Me Anything, or AMAs, are great ways of building your brand awareness, trust, and authority. We're looking for experts in Go-to-Market, product marketing, enablement, and more, from all industries, to provide their knowledge and expertise for AMAs. If you're interested in participating, get in touch with our team at [community@gotomarketalliance.com](mailto:community@gotomarketalliance.com) #### Meetup 🏘 We've got a few regional meet-ups coming up and we can't wait to see you there! Our Go-to-Market network events in 2023 will be located in London, New York, San Diego, and more! The best part? They're ****free**. And better yet, you can run your own meet-ups in your city and chat with your local peers. If you're interested in being a meet-up organizer, get in touch with us at [community@gotomarketalliance.com](mailto:community@gotomarketalliance.com) ## **Why you should get involved** - **3000** members in the community (and counting!) - **3000+** members on LinkedIn - **10,000** website visitors a year - **10+** partners [Find us on LinkedIn](https://www.linkedin.com/company/go-to-market-alliance/?viewAsMember=true) ### Partner with us 🤝 URL: https://www.gotomarketalliance.com/partner-with-us/ Last updated: 2025-05-01T13:56:38.000Z ## Partner with us 🤝 Looking for a partnership that’ll take your business to the next level? From the niche start-up to the industry giant, we have opportunities to suit everybody. **Get the media guide. 👇** ## Why partner with us? The purpose of GTM Alliance is simple: to align businesses into a unified go-to-market strategy that will deliver success. We believe in your business and we’re confident that you can benefit from ours. Below are some of the many opportunities we have available, but if you’re looking for something a little different feel free to [get in touch! ](mailto:getinvolved@gtmacademy.com)\[getinvolved@gtmacademy.com\] You’ll gain: - Access to a dedicated community of GTM strategists - Exposure to a broad range of job roles - Networking opportunities at our virtual events - The ability to expand your network globally, North America, Europe, LATAM, MENA, APAC - we’ve got it all covered ## How can we help? Whatever your ambition or target audience, we have a range of solutions to get you where you need to go ### **🖥** Webinars Check out our three levels of webinar sponsorship: 1. Sponsored 2. Premium 3. Powerhouse Whichever option you choose, we can guarantee you’ll walk away with a bank of qualified leads and increased brand awareness. Not bad, eh? ### **🎟** Virtual summits Networking without the travel, it’s the new normal, right? Get access to a global audience dedicated to GTM strategy to promote your brand, highlight your product/services and increase your thought leadership status. All through a virtual summit. No plane, train, automobile, bicycle, horse-drawn cart, epic hike (etc.) required! ### **🔦** Content spotlight Have something to share? Whether you want to refresh interest in an existing solution, highlight a new product launch, or showcase thought-leadership, our content spotlight helps increase your exposure. Share your content with us and we’ll get it published for the eyes of your target audience. ### **📝** White paper syndication So you’ve poured all of your time and expertise into a brilliant white paper. Be a shame if the right people didn’t get to see it, eh? That’s where we come in! We’ll promote your white paper in the right channels to get in front of the people who need to know what your deal is. ## Time to get involved Got any questions? [Get in touch!](mailto:getinvolved@gtmacademy.com) \[getinvolved@gtmacademy.com\] ### Go-to-Market Alliance URL: https://www.gotomarketalliance.com/go-to-market/ Last updated: 2023-11-14T08:59:39.000Z The home of every resource your business needs to successfully go-to-market ## Departments we cater for Collaboration is fundamental for a successful go-to-market strategy. Align and up-skill all your departments with our dedicated courses, focused on: - Product Marketing - Marketing - Sales - Customer Success - Finance ## Courses we offer GTM Academy courses consolidate everything you need for a successful go-to-market strategy in one place. Here are just some of the topics we cover: - Product Marketing core - Product led strategy - Sales enablement - Customer success ## Why Go-to-Market Academy? ### ALIGNMENT - COLLABORATION - CONSISTENCY - QUALITY These are the core foundations of the Go-to-Market Academy and what sets us apart from other companies. If all of your departments are going to different training providers, they may well end up working at cross purposes. By bringing all of your training together under one roof the Go-to-Market Academy will optimize the potential of your business. Our courses are written by leading industry experts with years of real world experience behind them. We provide usable, transferable templates and frameworks built by specialists who live and breathe all things GTM. Each training course has been designed to align all of your departments under one framework and mission while guaranteeing a consistent, high quality standard of practice across your business. The learning materials we provide are immediately usable, so your employees can take their new certification straight from the classroom to the boardroom. ## The results Under the Go-to-Market Academy your teams will master the skills they need to navigate any product launch in a fast-paced and ever-changing marketplace. Expect up-skilled and adaptable employees, seamless collaboration and a strong, agile go-to-market strategy that takes your business to the next level. ### GTM Alliance's team URL: https://www.gotomarketalliance.com/meet-the-team/ Last updated: 2024-10-09T13:26:21.000Z Meet the Go-to-Market Alliance's team. Lovely to meet you! Each one of us has a pivotal role in making sure you feel like the valued community member that you are. Interested in getting to know us more? Feel free to add us on LinkedIn with the links below. - Rich King | Founder & CEO | [LinkedIn](https://www.linkedin.com/in/richardking001) - Bryony Pearce | CMO | [LinkedIn](https://www.linkedin.com/in/bryonypearce/) - Harshil Boparai | Community Manager | [LinkedIn](https://www.linkedin.com/in/harshilboparai/) - Jack Debono | Business Line Growth Lead - Head of GTMA | [LinkedIn](https://www.linkedin.com/in/jackdebono/) - Alex Walton | Senior Copywriter | [LinkedIn](https://www.linkedin.com/in/alex-walton-a88982169) - Stav Costas | Director Strategic Partnerships | [LinkedIn](https://www.linkedin.com/in/stav-costas-10468b140/) - Will Burden | Senior Community Events Producer | [LinkedIn](https://www.linkedin.com/in/will-burden-854a0616a/) - Sam Cartwright | Event Marketing Manager | [LinkedIn](https://www.linkedin.com/in/samcartwright-thealliance/) - Rebecca Boucher | Director of Community & Events Marketing | [LinkedIn](https://www.linkedin.com/in/rebeccaboucher500/) Any questions? Contact any of us at any time. See you around! 👋 ### About us URL: https://www.gotomarketalliance.com/about-us/ Last updated: 2024-09-03T14:19:11.000Z Go-to-Market Alliance is born out of years of product marketing innovation and progress. For the first time, your company can access the tools it needs for every stage in the go-to-market process. All under one unified roof. Here at [The Alliance](https://allianceled.io/), our communities of specialists and world leaders are growing every day. The Go-to-Market Academy is a central hub that brings a vast wealth of knowledge together and transforms it into actionable tools and strategies to take your company where it needs to go. ## Our mission Our mission is to help organizations and leaders drive company-wide alignment and unity around go-to-market strategy. We’re bridging the gaps between your teams, from customer success to finance, sales enablement to product marketing. We’re here to provide your company with courses and certifications which will enable you to maximize the cross-functional potential of your organization. Everything we do is designed to deliver better collaboration, better innovation and ultimately propel the growth of your business. ## What we do Go-to-Market is a new innovation from the brains behind The Alliance, but in the short time we’ve been around we’ve achieved a lot. - Our Content Hub is overflowing with ideas and knowledge to inspire you and guide you to your next eureka moment. Be sure to check out our podcast bank, perfect for the busy CMO on the go! - Our membership packages give you access to all the tools you need to optimize your go-to-market success. - Beyond our renowned courses and certifications, we offer immediately usable and transferable templates and frameworks that allow you to hit the ground running. - Our reports delve into the hottest topics to uncover trends, raise awareness and help organizations keep pace with a rapidly evolving market. - Our [Slack community](https://www.gotomarketalliance.com/join-the-gtm-slack-community/) brings together GTM movers and shakers from around the world. - Our monthly newsletters bring you highlights and updates on all the latest GTM trends that you need to know about. Can’t wait a month? Follow our socials and be the first to know what's happening in world GTM (or suffer severe FOMO, your choice😜). ## Who we are [**Richard King**](https://www.linkedin.com/in/richardking001/) Founder [**Bryony Pearce**](https://www.linkedin.com/in/bryonypearce/) CMO [**Alex Walton** ](https://www.linkedin.com/in/alex-walton-a88982169?miniProfileUrn=urn%3Ali%3Afs%5FminiProfile%3AACoAACgwV4gBvHWTXS%5FeTQl68MXvzuajc6scZ14&lipi=urn%3Ali%3Apage%3Ad%5Fflagship3%5Fsearch%5Fsrp%5Fall%3BadScY1zXQKCZGnTS0t0oiQ%3D%3D) Copywriter & Content Creator [**Thomas Madden**](https://www.linkedin.com/in/thomasedwardmadden/) Commercial Director [**Harshil Boparai**](https://www.linkedin.com/in/harshilboparai/) Community Manager [**Jack Debono**](https://www.linkedin.com/in/jackdebono?miniProfileUrn=urn%3Ali%3Afs%5FminiProfile%3AACoAAC5V2C8BcUisN6XPv6GqYuRJLEEC3eoeCdE&lipi=urn%3Ali%3Apage%3Ad%5Fflagship3%5Fsearch%5Fsrp%5Fall%3BpbUkXqDKSW2GTIj8lBL28w%3D%3D) Business Line Growth Lead - Revenue [**Sam Cartwright**](https://www.linkedin.com/in/samcartwright-thealliance?miniProfileUrn=urn%3Ali%3Afs%5FminiProfile%3AACoAABlFOsUBfdVDvThMP77r1%5FX2R3Hw84%5F7WLo&lipi=urn%3Ali%3Apage%3Ad%5Fflagship3%5Fsearch%5Fsrp%5Fall%3BgC7ewc%2B7RJK0kim7ID%2B6Xg%3D%3D) Event Marketing Manager ## We’re proudly part of The Alliance umbrella [**The Alliance**](https://www.thealliance.io/) is the world’s most forward-thinking professional development platform for high-growth organizations and individuals worldwide. Through market-leading accredited courses, unrivaled membership plans, industry-shaping reports, thriving communities, and first-class events, it’s redefining the way companies access education and scale. Other brands part of The Alliance ecosystem include: Product Marketing Alliance, Sales Enablement Collective, Product-Led Alliance, Future of SaaS, AI Accelerator Institute, Customer Success Collective, CMO Alliance, B2B Marketing Alliance, and more. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/Logo.png)](https://www.thealliance.io/) ### Sign up to our newsletter URL: https://www.gotomarketalliance.com/sign-up-to-our-newsletter/ Last updated: 2022-05-09T13:39:44.000Z ### Get your monthly round up of the most important trends and innovations in GTM strategy, delivered direct to your inbox. ### This is Generation GTM A community of professionals and business leaders sharing new ideas, innovations and resources. ## What's in it? ****Articles & interviews**: Learn from GTM experts with the top picks from the GTM blog. 📎 ****Resources:** Links to our latest reports and eBooks. 🎙 ****Podcasts**: What *really* goes on backstage at some of the world’s leading companies. 🎟 ****Events**: Upcoming opportunities to learn, network and get inspired. 🙋 ****Get involved**: Have your say in our current surveys & pose your questions to GTM experts. In short, all the content you need to stay ahead of the game. ### ### Go-to-Market Radio URL: https://www.gotomarketalliance.com/go-to-market-radio/ Last updated: 2022-05-25T16:39:10.000Z ## ### Welcome, fellow Go-to-Market enthusiast 👋 URL: https://www.gotomarketalliance.com/generation-gtm/ Last updated: 2022-05-27T07:28:35.000Z Sit back, soak up the blogs, start networking in the community, and let us know if you want to start raising your personal brand. _This page is for subscribers only._ ### GTM-FM URL: https://www.gotomarketalliance.com/gtm-fm/ Last updated: 2023-02-01T16:19:27.000Z _No content available._ ### Go-to-Market Alliance privacy policy URL: https://www.gotomarketalliance.com/privacy-policy/ Last updated: 2025-10-08T16:26:41.000Z aka boring stuff our legal team made us include😴 [Privacy Policy](https://www.iubenda.com/privacy-policy/24731467 "Privacy Policy") ### The Cross-Functional Go-to-Market Playbook URL: https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/ Last updated: 2024-10-31T16:51:09.000Z Did you know **only 33% of PMMs have a defined Go-to-Market strategy**? At Go-to-Market Alliance, we don’t think that’s good enough. There’s a lot of confusion around what Go-to-Market is, who does it and how it benefits growth and revenue. We’re here to change that. Welcome to the first and only comprehensive cross-functional Go-to-Market playbook. In these pages, you’ll find everything you need to build a winning Go-to-Market team and a killer strategy. With this playbook, we’re offering you a framework for a repeatable, scalable and aligned GTM strategy that’ll grow with your business. ### What’s included: - Tried and true strategies for building cross-functional teams. - Insights from industry leaders, including current CMOs. - A step-by-step guide to the stages of Go-to-Market. - The most important metrics for your stakeholders (and how to achieve them!). - Tactical launch strategies to save you time and resources. [ Download your free copy ](https://share-eu1.hsforms.com/1WandCxwvSKKI3poHwPp2Kw2b1vun) ## What’s in it for you? How are you supposed to get results when you don’t have a recorded process, clear project ownership or aligned teams? It’s time to get the strategy you deserve. Nearly every team in an organization plays a role in Go-to-Market. With a project of this size and scale, it’s not surprising that many businesses have a hard time pinning down and defining a strategy. Cross-functional working and alignment are core foundations of an effective GTM strategy, which is why this playbook puts a spotlight on how you can promote alignment between your teams and build it into your processes. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/11/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_.png)](https://share-eu1.hsforms.com/1WandCxwvSKKI3poHwPp2Kw2b1vun) In this playbook, you’ll find actionable advice on how and when to include cross-functional working into your Go-to-Market strategy. We break down the stages of the Go-to-Market process and show you how alignment can be applied and benefit you at each stage. The pages of this playbook are packed with strategy ideas, and you’ll also find advice from GTM experts who’ve established alignment in their own businesses. One of the key obstacles to cross-functional alignment is a lack of understanding between teams. We remedy that with a run down of the key challenges and metrics for your teams and how they can best be supported to contribute effectively to Go-to-Market. With this playbook in your back pocket, you’ll be able to build your own repeatable and scalable Go-to-Market strategy which prioritizes cross-functional working and puts the focus on solving customer needs and improving revenue and growth. [ Grab yours now ](https://share-eu1.hsforms.com/1WandCxwvSKKI3poHwPp2Kw2b1vun) ### The Go-to-Market Salary Survey 2023 URL: https://www.gotomarketalliance.com/the-go-to-market-salary-survey-2023/ Last updated: 2023-01-17T16:00:24.000Z Go-to-Market is the backbone of so many businesses, but Go-to-Market job titles are still new on the scene. That’s why we’ve set out to find out what the GTM job market looks like, how much you can expect to be paid and what it *actually* means to work in Go-to-Market. Be part of the first ever report to take a deep dive into Go-to-Market jobs and salaries and see how your peers stack up. Complete the survey now. 👇 This report is a tool for you to better understand your role, your industry and what your career progression opportunities could look like based on your experience and qualifications. We’ll be creating a comprehensive image of the GTM job market, but to do that we’ll need some key information from you, the professionals: - Which industry or sector do you work in? - What’s your history with Go-to-Market? - How and where do you work? ## With your insights… We’ll create an in-depth report that empowers you, and GTM professionals like you, to get the respect, salary and benefits they deserve. We’ll be able to tell you what a competitive salary is for your role and how your role shapes up to comparable positions. Join us in taking Go-to-Market into the future and make informed decisions about the next steps in your career. ### The State of Go-to-Market survey 2023 URL: https://www.gotomarketalliance.com/the-state-of-go-to-market-survey/ Last updated: 2023-01-20T12:00:55.000Z Whatever your contribution to Go-to-Market, we want to hear from you! With this year’s State of Go-to-Market survey, we’re doing things differently. There’s no one team that makes up a GTM strategy, which means a comprehensive Go-to-Market report can’t focus on just one team either. With this report we're focusing the spotlight on you, the people who make Go-to-Market happen, to ensure your peers understand your responsibilities and challenges in the GTM process. Because when you're all speaking the same language you'll be able to Go-to-Market better, together. Join us in lifting the lid on the future of Go-to-Market strategies. ## Why should you take the survey? With your insights, we’ll deliver a report that enables you to: - Identify how GTM leaders are getting their best results. - Find the best tools for your Go-to-Market strategy. - Understand the shape of the competitive GTM landscape, so you can position yourself to win. Don’t miss this opportunity to be part of the future of Go-to-Market, take the survey now! Take the survey This report will take a holistic approach to Go-to-Market, getting into the nitty gritty of the process from end-to-end. And if that wasn't exciting enough, we'll be partnering with [Ignition](https://www.haveignition.com/), the first platform designed specifically to automate the Go-to-Market process. So rest assured, this report is in the hands of people who live, breathe and love Go-to-Market. Together, we’ll be answering questions like: - How is the ownership of Go-to-Market strategy changing? - How are stakeholder relationships affecting the GTM process? - What size budget do the most effective GTM launches have? Be a part of shaping the industry standard for Go-to-Market by sharing your processes with us. [Take the survey](https://productmarketingall.typeform.com/stateofgtm) ### Join a Go-to-Market Alliance Slack community URL: https://www.gotomarketalliance.com/join-the-gtm-slack-community/ Last updated: 2025-12-22T15:23:01.000Z Fancy connecting with go-to-market pros and pioneers all over the world? Exchanging ideas? Pushing each other to do great things? Of course you do! We've got a community for every function. - Product Marketing - Revenue Operations - Sales Enablement - Customer Success - Product-led growth It's all here. Choose one or more communities you'd like to be a part of and waste no time getting stuck into the conversation. 👇 ### Choose one or more communities: [Slack Community | Product Marketing AllianceJoin the world’s largest product marketing community on the Product Marketing Alliance Slack channel![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-512x512-1-3.png)Product Marketing AllianceProduct Marketing Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/PMA_Meta_Images_Slack-Community.jpg)](https://www.productmarketingalliance.com/join-slack/) [Slack community | Sales Enablement CollectiveFrom sales performance to skills development, coaching to content management, personas to pipelines, we sales enablement professionals have a lot of plates to keep spinning. Luckily, we’ve got a solution for that…![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-211.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/SEC_Meta_Image_Template--2--1.png)](https://www.salesenablementcollective.com/join-the-sec-slack-community/) [Slack Community | Revenue Operations AllianceOur Slack community is the place to be for networking, collaborating, sharing ideas, and asking questions directly to your peers. Accelerate your learning and propel your career.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-210.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/ROA_Meta_Image_Template--2--1.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) [Community | Customer Success CollectiveConnect, collaborate and learn from - and with - customer success people all over the world in a community dedicated to serving the customer success profession.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-209.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/community--2--1.png)](https://www.customersuccesscollective.com/customer-success-community/) ## What do I get access to? There's plenty to get stuck into with channels such as **#freshcontent, #jobs, #questions**, and more. Whether you're seeking to **grow your connections,** looking to share a strategy-related-pun or asking some tough questions, there's a place for it in our Slack channels. By bringing GTM leaders together from across various functions, we’ve created communities that help you **accelerate your learning.** Allthanks to insights from experts who’ve been there, done that – time and time again. This means **real-time information, knowledge, and best practices**, helping you develop your skills and **propel** your career. 🚀 ### From start-ups to household names, our community is home to professionals from all over: ![](https://www.revenueoperationsalliance.com/content/images/2023/02/Brands-we-work-with.png) ### **Keen to join? It’s simple:** 1. Sign-up using one of the forms above. 👆 2. Introduce yourself in the **#intros** channel 👋 3. Explore and join our awesome channels. 🧭 4. Get involved! Ask questions, share content, read, learn, digest, interact… the floor's yours. 🚀 ## **FAQs** #### ****Q: Is there a fee to join?** ****A:** Nope! And there never will be. Slack doesn’t charge for a free account so neither do we. #### ****Q: Can I promote my company’s products?** ****A:** Hmmm, no. Our community is an independent haven for go-to-market pros and we are eager to keep it free from pure sales content. If it’s part of a relevant discussion, we won’t stop you from mentioning your promotions just as long as you’re transparent about your relationship with it. What we don’t want is sales posts. #### ****Q: Can I invite other people to join?** ****A:** Absolutely! Please do! Invite all your go-to-market pals! ### Terms and Conditions URL: https://www.gotomarketalliance.com/terms-and-conditions/ Last updated: 2025-10-08T16:26:55.000Z [Terms and Conditions](https://www.iubenda.com/terms-and-conditions/24731467 "Terms and Conditions") ### Go-to-Dinner | Invites URL: https://www.gotomarketalliance.com/exclusive-gtm-dinners/ Last updated: 2023-05-16T08:20:20.000Z ### We're holding exclusive dinners for GTM Execs ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/02/GTM_Circle_Meetups_Banner_840x300--1--1.png) That's right, we're bringing together a small group of high-level execs currently breaking Go-to-Market ground. Join a carefully curated group of 10-15 senior GTM decision-makers that own the GTM strategy in their companies, enjoy a meal funded by us, and get to know those in your field. Why join? → Make lasting connections with your GTM peers → Hear first-hand how others are solving key GTM challenges → Discover new ideas, perspectives, and ways of thinking → …And because who doesn’t like a free meal 🤷 Here's a list of the dinners coming up… **🇬🇧 London | June 29th** **🇺🇸 New York | July** **🇺🇸 Denver | August** **🇺🇸 San Diego | August** **🇲🇨 Monaco | November** This is your chance to get an exclusive invite → and spaces are limited. Simply express your interest in the form below and we'll be in touch. See you there ✨ --- We run meetups, both in-person and virtually all over the world 🌏 Want to keep up with our community events? Sign up for our community platform for updates 👇 [Sign me up](https://gtm-alliance.circle.so/s/start-here/) ### The Go-to-Market Motions Playbook URL: https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/ Last updated: 2024-10-31T16:51:39.000Z Go-to-Market isn’t a one size fits all strategy. Done right, it’s dynamic. It’s *agile*. And most importantly, it’s built to support your long-term business goals. Motions are the building blocks of a GTM strategy that takes you closer to achieving your business objectives with every product cycle. In this playbook, you’ll find breakdowns of the most popular Go-to-Market motions, examples of business types they best suit and case studies from GTM experts. You can’t build a strong GTM strategy with weak foundations, so make sure you choose the right motion for your business with the Go-to-Market Motions Playbook. ## What can you look forward to? - Expert advice from c-suite and senior executives. - Comparisons of the most popular Go-to-Market motions. - Actionable advice for choosing the best motion to support your business. - How to know when to pivot your motion. - Tips for defining your Go-to-Market strategy. > *Content-led Go-to-Market strategy set us apart from the competition and helped position Appear Here as an innovative brand. And, of course, it was a lot more fun than producing traditional B2B content. After all, B2B doesn’t need to mean boring-to-boring.* **\-Gaston Tourn, CMO at Curio** [ Download your free copy ](https://share-eu1.hsforms.com/1A7%5FJXuB0T%5FmyR3GaHakNvw2b1vun) ## Why you need this report in your life The buzzwords we all hear when it comes to Go-to-Market are repeatable, scalable, and defined. But what all of this really means is having a strategy that makes your job easier and can grow with your business to keep propelling you forward. Thing is, moving forward doesn’t really work if you don’t know what direction you’re going. Choosing the right GTM motion for your business not only gives you direction but sets you up to reach your destination. While traditional models determine motions based on *what* you sell, our playbook compares motions based on *how* you sell, as well as what you want your company to achieve. With comprehensive strategy breakdowns, expert case studies and in-depth comparisons, we’ll help you find your perfect match. [ Grab yours now ](https://share-eu1.hsforms.com/1A7%5FJXuB0T%5FmyR3GaHakNvw2b1vun) ### Pro+ membership URL: https://www.gotomarketalliance.com/pro-plus-membership/ Last updated: 2025-07-07T08:27:56.000Z ## ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/GTM_Blueprint_LP/GTM_Ghost_Landing_Page_Assets_Blueprint_Pro+%20(1).jpg) Pro+ Membership. **The all-in-one subscription for strategizing and executing GTM strategies that move the market and rake in revenue.** Nailing an end-to-end Go-to-Market strategy is tough. From the strategy to the execution to the cross-collaboration to the timelines, there’s a lot to get right to ensure your launch has maximum impact → and that’s where GTM Pro+ membership comes in. [ Sign up ](https://buy.stripe.com/5kA8y57M56JsbKw9AH) Request more info **World-class resources for GTM professionals worth $18,000 in 1 membership dashboard. *That's 90% off.*** ✔ Live workshops year-round ✔ 20+ self-paced certifications ✔ 60+ hours of real-world case studies ✔ 150+ templates & frameworks ✔ Members-only community ✔ Mentor program ✔ Free yearly event pass ✔ Up to 40% off in-person events ✔ Exclusive content ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/GTMBlueprintLP/GTM_Ghost_Landing_Page_Assets_Blueprint_3.jpg) What's Go-to-Market Pro+ membership? The Go-to-Market motion within an organization is most successful when it’s cross-functional and considered a continuous cycle, but can suffer when there’s no clear leadership, accountability, or measurement of success. Our GTM Pro+ membership solves this by providing critical learning at the point of need for all functions involved in the GTM motion. Packed with real-world case studies, tried and tested frameworks, action-led insights, and cohort-based learning, it’s home to everything you need to build, execute, optimize, and grow your GTM tactics and strategy - and ensure every launch has an impact. Keep scrolling to see all certifications and live workshops you can access. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/GTMBlueprintLP/GTM_Ghost_Landing_Page_Assets_Blueprint_4.jpg) How it works. Once you become a GTM Pro+ member, you can access any of the 20+ certifications at any time covering everything from product, product marketing, sales enablement, customer marketing and more.. aswell as an extensive library of 150+ templates and frameworks to save time and give you peace of mind you’re working off industry-standard docs. However, if you need something a bit more interactive and discussion-led then you can sign up to any of the monthly live workshop sessions where you'll cover GTM motion foundations, alignment, strategy, delivery, and growth. To top it off, you'll also get the opportunity to join 1 in-person event of your choice every year to network and make connections with local leaders and peers in the GTM community. #### Monthly access to live workshops with GTM experts | Topic | Date | Time | | ----------------------------------------------------------------------- | ----------- | ----------------- | | Building bridges between sales and marketing | July 23 | 12pm Eastern time | | How to maximise impact on a shoestring budget | August 6 | 12pm Eastern time | | Mastering market shifts with GTM agility | September 3 | 12pm Eastern time | | Mastering Messaging: Crafting a brand story that sticks | October 8 | 12pm Eastern time | | The GTM playbook: Building a scalable strategy for long-term growth | November 5 | 12pm Eastern time | | GTM with heart: Building customer-centric strategies for lasting impact | December 3 | 12pm Eastern time | [ Sign up ](https://www.gotomarketalliance.com/gtm-labs-workshops/) ### “Great GTM is the difference between success and failure for new products — getting it right unlocks an entirely new growth vector for you and your company, but it’s SO easy to get wrong. The wrong strategy can set market penetration back by years, while shoddy cross-functional coordination can cause even the best strategy to flop. Until now, you had to learn how to avoid those pitfalls the hard way, through failed launches and tons of scar tissue; but with a course like GTM Blueprint you can avoid the stumbles and ensure tight execution right from the start with a clear, holistic picture of all the GTM ins and outs.” **\- Derek Osgood, Founder & CEO at Ignition** [ Sign up ](https://www.gotomarketalliance.com/signup) #### Learn from world-class leaders like: ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/GTMBlueprintLP/Hope%20Chauland.png) Hope Chauland, Senior Go to Market Manager at **Microsoft** ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/GTMBlueprintLP/8.png) Alex McDonnell, Market & Competitive Intelligence Lead at **Airtable** ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/GTMBlueprintLP/5.png) Holly Watson, Senior Product Marketing Manager at **Amazon Web Services** ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/GTMBlueprintLP/9.png) Derek Osgood, Founder & CEO at **Ignition** ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/GTMBlueprintLP/Clare%20Holmes.png) Clare Holmes, Chief Marketing Officer at **Red Sift** ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/GTMBlueprintLP/Jonathan%20Kvarfordt%20.png) Jonathan Kvarfordt, Head of GTM Revenue Enablement & Product Marketing at **Simetrik** #### Access 20+ OnDemand courses anytime, anywhere. - Competitive Intelligence Masters - Customer Success Core - Customer Onboarding Masters - Customer Retention Masters - Customer Success Metrics Masters - Go-to-Market Masters - Market Research Masters - Messaging Masters - Narrative Design Masters - Personas Masters - Product-Led Growth Core - Product-Led Growth Metrics Masters - Product Marketing Core - Positioning Masters - Pricing Masters - Product Marketing Metrics Masters - Product Roadmapping - Product-Market Fit Masters - Sales Coaching Masters - Sales Training Masters - Sales Enablement Core - Segmentation Masters ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/GTM_Blueprint_LP/GTM_Membership_Badge_PRO+%20resized.jpg) This subscription will help you: 🚀 Expedite your GTM learning journey by tapping straight into the proven tactics and strategies used by experts at orgs like **LinkedIn, Adobe, Google, AWS**, and more. 🙌 Understand how to enhance and effectively **communicate** and **collaborate** with key stakeholders and position yourself as an internal GTM leader. 💡 Expand your knowledge, skillset, and idea base, by tapping directly into an endless supply of**expert-led inspiration.** 🤑 **Acquire, retain, and grow** more customers by becoming an SME in the end-to-end Go-to-Market cycle. 🔥 Grow your career. Everything we’ve laid out above is going to help you achieve one thing: **personal and professional growth.** [ Sign up ](https://www.gotomarketalliance.com/signup) #### Trusted by some of the world's biggest brands. 👇 ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/06/GTM_Blueprint_Logo_cloud_-2.png) 👋 Looking to enroll the team? Our subscription isn't just for individuals. As you’ll soon learn, alignment is key to Go-to-Market success, so why not get everyone on the same page? Ensure your teams follow standardized best practices and speak the same language by getting them all enrolled. Contact Matt at [****m.booth@teamalliance.io**](mailto:m.booth@teamalliance.io) and he’ll take care of the rest. Need to get the boss on board? [****We've taken care of that too**](https://docs.google.com/document/d/1io%5FezFn0K3VQcxK3QqXoX9W4Z4DkNMXOgnwJNFTkeLM/edit?usp=sharing). #### FAQs #### ****Who’s this subscription for?** This membership is for individuals or teams who organize Go-to-Market strategy, or are otherwise involved in product launches at their business. You’ll be taught how to carry out the five core pillars of Go-to-Market strategy, with special attention on refining alignment, stakeholder management and revenue enablement. If you want to propel your industry knowledge and enhance your career prospects by adopting a more strategic and tactical mindset to essential Go-to-Market topics, then this is the subscription for you. #### ****How does the subscription work?** The subscription is 100% online and you can join any workshop or access any content throughout the time of your subscription. After enrolling, you’ll have access to certifications and content to work through at your own pace. Sign up to any workshop using our calendar. #### ****How long will I have access to the content?** For as long as your subscription is active! #### ****I’d love to get my whole team certified, do you offer have any discounts?** Yep! All our team packages are bespoke to make sure they’re tailored towards what you’re after. Contact Matt Booth at [m.booth@teamalliance.io](mailto:m.booth@teamalliance.io) and let him know what you want, and he’ll put a personalized package together for you. ### GTM Alliance | Community Newsletter URL: https://www.gotomarketalliance.com/community-newsletter/ Last updated: 2024-06-21T15:31:47.000Z *June 21, 2024* ## 🗞️Hot off the press🗞️ **🏆 Ready to say hi to the Go-to-Market Alliance ambassadors?** We are so excited... These amazing ambassadors will be helping with everything from content to meetups to make our community even stronger. It’s a dream team, and we can’t wait to start working together! ⬇️⬇️ ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/06/GTM_Personal_Ambassador_Sharing_Asset_--1--2.gif) ## 🔥Fresh content 🔥 Be careful, it's hot. We’ve got brand new content for you over on the blog. Get up to date on trending topics in your industry and get unparalleled insights into Go-to-Market.Check out what’s been going on at GTMA recently: ### **Reports and resources** **Have you read our** [**Partner-Led Growth Playbook**](https://www.gotomarketalliance.com/the-partner-led-growth-playbook/?utm%5Fsource=slack&utm%5Fmedium=newsletter&utm%5Fcampaign=content-) **yet? It’s your go-to for any questions on how to build a network of companies that can help your business grow. Give it a read, and let us know what you think!** And, we’re only weeks away from starting our State of Go-to-Market report, but there’s still time to have your say! So, if you haven’t already taken the survey, we’d greatly appreciate a few moments of your time - the more responses we get, the better the reports we share with you will be! **Here’s 👉** [**the link**](https://www.gotomarketalliance.com/the-go-to-market-salary-landscape-survey/?utm%5Fsource=slack&utm%5Fmedium=announcement&utm%5Fcampaign=content-) **👈 to the survey** ### **Articles and case studies** - [**Top challenges in Go-to-Market**](https://www.gotomarketalliance.com/top-challenges-in-go-to-market/?utm%5Fsource=slack&utm%5Fmedium=newsletter&utm%5Fcampaign=content-) - [**Leading in the Age of AI**](https://www.gotomarketalliance.com/leading-in-the-age-of-ai-the-qualities-of-a-great-go-to-market-leader/?utm%5Fsource=slack&utm%5Fmedium=newsletter&utm%5Fcampaign=content-) ## **New videos** ### **TikTok** - [**AI and personalization**](https://www.tiktok.com/@gtm%5Falliance/video/7379299968793742597?is%5Ffrom%5Fwebapp=1&sender%5Fdevice=pc&web%5Fid=7299070310366692897) - [**Tips for when you scale a sales function**](https://www.tiktok.com/@gtm%5Falliance/video/7377427776237849862?is%5Ffrom%5Fwebapp=1&sender%5Fdevice=pc&web%5Fid=7299070310366692897) ### **YouTube** - [**The future of GTM and AI**](https://youtu.be/s00Nho3qlY8?si=B-Mw78tFsgjO11hn) - [**How to define your ICP**](https://youtu.be/s3mq8JLHP2Q?si=Z%5F2H6ZSsvWNR9U7t) Remember to subscribe to [our channel](https://www.youtube.com/channel/UCybO1I1KrlfcfJh2p3vR97Q) for more content! Do you want to see your name on our website and **contribute** to our ever-growing community? [Click here to find out how.](https://www.gotomarketalliance.com/create-and-contribute/) --- ## **🎉 Events 🎉** **Request to speak at AI for Marketers San Francisco, October 24** 🎙️ Calling all AI & Marketing specialists The Alliance's upcoming AI for Marketers Summit San Francisco is taking place on October 24. If you are passionate about AI & marketing and have a compelling story or expertise to share, we encourage you to submit your speaker proposal below. I'm looking for speakers who can cover a range of topics including, but not limited to: 🌟 Leveraging AI for Data Analytics and Insights 🌟 AI in Content Creation and Curation 🌟 AI Predictive Marketing and Sales Forecasting 🌟 Ethics and Transparency in AI Marketing 🌟 & more Interested? Submit your speaker proposal [**here**](https://productmarketingall.typeform.com/to/TD409XAh). Feel free to share this post, tag potential speakers, or email [**Elena Simou**](mailto:elena@pmmalliance.com) if you have any questions. 🚀 --- ## **🎥 Upcoming LinkedIn lives 🎥** ✨ [Maximize renewals with omnichannel GTM with Vasudha Gambhir](https://www.gotomarketalliance.com/gtmnow/#maximize-renewals-with-omnichannel-gtm) --- ## 🍻 **Meetups** 🍻 ## Want to be part of our events or connect with GTM pros outside of our Slack space? Get in touch with [Nzola](nzola@pmmalliance.com) to find out how. 🚀 Don't forget to RSVP to our upcoming events below! Thank you to **Cristina Lasagni** for hosting our GTM & SAAS London Meetup 🤩 ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/06/image4--4-.jpeg) [GTM Virtual: Value messaging meetup | June 27 | GTM AllianceGTM Messaging: Acquisition Message (Sales) & Retention Message (CS) 🌟 Elevate your strategy and join us for an engaging virtual meetup hosted by Sonia Pupaza, Field Enablement Manager at Camunda. 🤝 Hosted in partnership with the Customer Success Coll…![](https://assets.circle.so/zblorqkq7uy67wiwq4hi743369nm?=-4419784466469863771)GTM Alliance![](https://assets.circle.so/tcca11t3sb0a34o317csvhkekfhk)](https://gtm-alliance.circle.so/c/gtm-now/gtm-virtual-value-messaging) [GTM San Francisco Bay Area meetup | June 27 | GTM AllianceJoin us in-person on Thursday, June 27th for our Go-to-Market Alliance Meetup in San Francisco Bay Area - Mountain View, where you get the chance to connect, engage, and network with fellow Go-to-Market, Revenue Operations and Sales Enablement professi…![](https://assets.circle.so/zblorqkq7uy67wiwq4hi743369nm?=-911827968613444939)GTM Alliance![](https://assets.circle.so/y1nreyrjbd9hh94mhkscusoxwz1u)](https://gtm-alliance.circle.so/c/san-francisco-bay-area/gtm-san-francisco-bay-area-meetup) [GTM Orange County meetup | July 11 | GTM AllianceJoin us in-person on Thursday, July 11th for our Go-to-Market Alliance Meetup in Orange County, California, where you get the chance to connect, engage, and network with fellow Go-to-Market professionals. 💫 🗓 When? July 11, 2024 📍 Where? Urban Plates…![](https://assets.circle.so/zblorqkq7uy67wiwq4hi743369nm?=2058184719597300184)GTM Alliance![](https://assets.circle.so/tldp08nufom35b18cz9ygwqmv94s)](https://gtm-alliance.circle.so/c/orange-county/gtm-orange-county-meetup-july-11) #### Host your own meetup 🍻 Why host a meetup?👇 The goal of our meetups is to connect our community members outside of our Slack space. Meetups allow members (that’s you) to network, collaborate, and have a pulse on their local network. We welcome professionals at all stages of their career. Find out[ more!](https://www.gotomarketalliance.com/gtm-alliance-meetups/) Want to start a virtual event or in person meet up with this community? Get in touch with [Nzola](nzola@pmmalliance.com) to start one! 🚀 --- ## **💬 Topics of conversation 💬** *Do you have a question in mind?* *Make sure to share your questions with our community in our* [*#questions*](https://join.slack.com/t/go-to-market-al/shared%5Finvite/zt-2dj79qmw1-LaoDDUZ9Yy12IKs0BF~G4w) *channel ⁉️* --- ## **👏 Member Quote of the Week 👏** ## ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/06/Shveta-Shahi-member-quote.png) --- ## **📚Courses 📚** In today's fast-paced market, innovation isn't just a buzzword—it's a necessity. And in GTM, crafting a strategy that's both agile and robust is paramount. But what does it truly mean to innovate as a GTM leader? It means going above and beyond: embracing new tactics, staying ahead of market shifts, and understanding your competition inside out. Go ahead and find out how you can easily do that with the [**GTM Blueprint**](https://www.gotomarketalliance.com/go-to-market-blueprint/)**.** [Check it out!](https://www.gotomarketalliance.com/go-to-market-blueprint/) --- ## 🎧 Podcasts 🎧 ### [**GTM-FM** ](https://alliance.ghost.io/podcast/gtma-gtm-fm/) Join us as we get up close and personal with guests from across the C-suite and leadership to uncover their secrets for Go-to-Market success [**Listen to the latest episode here**](https://alliance.ghost.io/podcast/gtma-gtm-fm/?wchannelid=dmf15kwmj1&wmediaid=3uq4q5g7u8) Ready, Set, Go-to-Market We’re here to help organisations get to market - better. With an unmissable weekly episode, tap into the brains of GTM leaders and strategists worldwide and expedite your go-to-market journey. --- ## **🚀 GTM Jobs 🚀** Keep up with all the latest job opportunities on the **#gtm-jobs** channel. --- ## ⭐Your feedback fuels us ⭐ We thrive on your feedback, so don't hesitate to let us know how we're doing! ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/06/Screenshot-2024-06-14-at-10.33.20.png) Leave your feedback and suggestions on [**Trustpilot.**](https://www.trustpilot.com/review/gotomarketalliance.com) --- ## 👥 Stay connected 👥 **Find us on LinkedIn** Don't forget to follow our company page [GTM Alliance](https://www.linkedin.com/company/go-to-market-alliance/) on LinkedIn! On our LinkedIn page, we share more resources, community updates, live videos, and lot more! **Not a part of our Slack community?** Fancy connecting with go-to-market pros and pioneers all over the world? Exchanging ideas? Pushing each other to do great things? Course you do! Then join the world’s fastest-growing community focused on go-to-market growth 👇 [Join the community](https://www.gotomarketalliance.com/join-the-gtm-slack-community/) --- **That’s a wrap for this week’s newsletter - catch you next week 🎉** --- ## Posts ### You can't automate your way out of a broken foundation URL: https://www.gotomarketalliance.com/you-cant-automate-your-way-out-of-a-broken-foundation/ Last updated: 2026-09-11T15:56:14.000Z I've spent over 20 years in [RevOps](https://www.gotomarketalliance.com/revops-architect-vs-gtm-engineer-redefining-technical-revenue-leadership/), mostly with West Coast software companies. I grew up figuring things out on spreadsheets, building models by hand, chasing numbers across tabs, and trying to make sense of data that never quite lined up the way it should. So when I say that [go-to-market planning](https://www.gotomarketalliance.com/aligning-technical-marketing-and-go-to-market/) is getting harder, I mean it. I've lived it. And here's the thing: [AI](https://www.gotomarketalliance.com/ai-product-economics-changing-digital-subscriptions/) was supposed to make this easier. In some ways, it has. But in other ways, it's created a whole new category of problems that we need to talk about honestly. ## The world has changed fast. Maybe too fast. Think about where we were with models like Claude just six or seven months ago compared to where we are now. The pace of change has been remarkable. Software companies have fundamentally shifted how they operate. The [tools](https://www.gotomarketalliance.com/its-time-to-invest-in-sales-enablement-tools/) available to us have multiplied. And the pressure to move quickly, to use AI everywhere, to automate everything, has never been greater. But speed without accuracy is dangerous. And right now, a lot of organizations are moving very fast in the wrong direction. We're still carrying a lot of legacy software that's expensive to operate and requires whole teams just to keep it running. We've still got spreadsheets floating around everywhere, which means manual work, which means errors. And ops teams are already stretched thin. Most of us don't have the bandwidth to properly vet every new tool or model that lands on our desks. When you layer AI on top of all that complexity, planning gets messier. ## What AI actually helps with (and where to be careful) Let me give credit where it's due. AI does some things genuinely well. It's much easier now to get visibility into your data. It automates the repetitive, time-consuming work that used to eat up hours of an ops professional's week. It speeds up analysis and helps with consistency. These are real benefits, and they matter. But decisions? That's where I get cautious. I've seen C-suite leaders plug AI models directly into their spreadsheets, feed in capacity numbers and targets, and then make decisions based on whatever comes out. And it's frightening. We've had [customers](https://www.gotomarketalliance.com/retain-your-customers-with-lifecycle-marketing/) where multiple departments are constantly emailing IT asking why the numbers are wrong, because there's a whole layer of filters and logic that needs to be applied, and the AI is simply missing it. The model doesn't know what it doesn't know. AI on bad [data](https://www.gotomarketalliance.com/leveraging-data-to-build-a-great-product/) is dangerous. Full stop. If the underlying data isn't right, if the structure isn't sound, if the logic hasn't been properly applied, then the output is going to be wrong, and it's going to be confidently wrong. That's worse than being uncertain. So before we talk about how AI fits into your GTM planning process, we need to talk about what a good planning process actually looks like. Because you can't automate your way out of a broken foundation. ## The core elements of a proper planning process When we think about building a solid go-to-market plan, there's a sequence that matters. You work through capacity first, then productivity, then efficiency, and only then do you get to targets and quotas. Most organizations do this backwards, and that's where the trouble starts. ### Sales capacity Sales capacity is the prediction of what your [sales team](https://www.gotomarketalliance.com/how-to-improve-sales-team-training-sessions/) should be able to achieve. The formula is straightforward: it's sales productivity multiplied by headcount. Weighted headcount by average production per seller. That's it. That's how you calculate sales capacity. When I ask audiences how many of them are calculating capacity this way, the hands that go up are always fewer than they should be. Most teams are using quota attainment as their productivity metric, and that's a real problem. Quota attainment is unstable. It shifts based on how quotas are set in the first place, which means you're building your capacity model on a circular reference. You need a stable, independent metric, and that's average production. To get to average production, you look at how much business has actually been closed in a specific segment or territory, divide that by the number of sellers who could have sold in that same period, and you've got your number. That's what you use to calculate capacity. That's the foundation everything else builds on. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.gotomarketalliance.com/pro-plus-membership/) ### Sales productivity Once you know your average production, you can start benchmarking performance properly. You can identify where productivity is coming from and where it isn't. You can track the performance of the team against a metric that actually means something. _This post is for paying subscribers only._ ### From brand promise to product story: Cascading vision into value proposition | Product Marketing Labs URL: https://www.gotomarketalliance.com/product-marketing-labs/from-brand-promise-to-product-story-cascading-vision-into-value-proposition-product-marketing-labs/ Last updated: 2026-09-03T08:30:54.000Z _No content available._ ### Sustaining product launch momentum | Product Marketing Labs URL: https://www.gotomarketalliance.com/product-marketing-labs/sustaining-product-launch-momentum-product-marketing-labs/ Last updated: 2026-09-03T08:29:38.000Z _No content available._ ### How agentic presentations can empower modern GTM teams URL: https://www.gotomarketalliance.com/agentic-presentations/ Last updated: 2026-09-02T12:43:35.000Z Decks still win and lose deals. But how teams make them hasn't kept up with the volume modern pipelines demand. Leading GTM teams are rebuilding how decks get made, personalized, and delivered, with connected, agentic workflows doing the assembly. A follow-up deck ready after the call, shaped by what was actually discussed. A QBR that assembles itself before the meeting from live data in your connected tools. Join Ulrik Bo Larsen, President and Executive Chair and Josh Raymond, Customer Success Manager, **Pitch** for a live session on how to keep every deck on-brand at scale. How to tailor one to every deal without slowing the team down. And where the deck sits in an increasingly agentic GTM motion. Through real examples and peer discussion, you'll leave with a playbook to turn presentations into a repeatable way to win. ### **Key takeaways:** - Connect your stack, not just your AI, by linking your tools, data, and context (via MCP or API), so decks build and personalize themselves from the systems you already run. - See how marketing, sales, and enablement can work from one shared, agent-powered workflow instead of rebuilding every deck from scratch. - Explore the best way to tailor a deck to every deal with live account context, without waiting on design or breaking the deck. ****How agentic presentations can empower modern GTM teams:** Online | Date: October 20 | Time: 8am PT / 11am ET / 4pm BST ### **Sign up and solve pain points like:** - **A scalable, agent-powered presentation workflow.** Practical ways to turn deck creation into a repeatable process your whole team can run, wired into the tools your GTM stack already relies on. - **A modern playbook for winning with decks.** Real examples, such as auto-assembled QBRs to post-call follow-ups and CRM-triggered pricing proposals, of how a connected, agentic workflow turns your slides into a GTM advantage. - **Greater impact with tighter brand and message control.** A framework for keeping every presentation on-brand and on-message, even as more people (and agents) create more decks. ### **Meet the experts**: ### **Ulrik Bo Larsen, President and Executive Chair, Pitch** Ulrik Bo Larsen is an entrepreneur with more than two decades in startups and scaleups. He founded and ran the B2B SaaS Falcon.io from 2010 to 2019, eventually exiting the business to Cision, the then US-listed PR software giant. From there, he went on to do several follow-on acquisitions under the Cision umbrella, and ended up combining Falcon and Brandwatch in mid 2021\. He led the integration as CEO of the combined business, accelerating growth by harnessing a combined sales & marketing team of about four hundred people. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2026/08/Ulrik-Headshot_glassless_2-1.png) **Josh Raymond, Customer Success Manager,** **Pitch** Based in London, Josh owns a portfolio of Enterprise customers across the US & EMEA, covering onboarding, adoption, and renewal for distributed teams using Pitch to improve their sales collateral and workflows. He came into customer success from the sales side: he was previously in Sales at the conversational marketing platform Spectrm, where he then moved into a Customer Success Manager role, working with enterprise brands running chatbot-led marketing on Meta & Google products. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2026/08/Josh-Raymond-Headshot-1.png) ### Is sales enablement software worth it? A buyer's guide to content, ramp, and win rates URL: https://www.gotomarketalliance.com/is-sales-enablement-software-worth-it-a-buyers-guide-to-content-ramp-and-win-rates/ Last updated: 2026-08-26T16:28:20.000Z Buying sales enablement software is rarely a technology decision but a bet that better [content](https://www.gotomarketalliance.com/mastering-content-driven-gtm-how-to-craft-messaging-that-closes-deals/), [training](https://www.gotomarketalliance.com/the-structure-of-sales-training-has-evolved-how-is-enablement-adapting/), and [coaching](https://www.gotomarketalliance.com/product-marketing-from-startups-to-corporate/) will show up in the pipeline, and the hard part is knowing whether that bet pays off before you sign a contract. Sales enablement software is worth it for most growing revenue teams, provided the purchase solves a specific problem rather than chasing features. Teams that pair the technology with coaching report higher win rates, faster onboarding, and far better use of the content marketing already produces. Bought as a feature list and left unmanaged, it becomes expensive shelfware. This guide works through the three questions buyers actually ask: does it work, when should you buy it, and which platforms handle coaching. ## What is sales enablement software? Sales enablement software is technology that helps revenue teams sell more effectively by putting the right content, training, coaching, and buyer insight in front of sellers at the moment they need it. The terms software, tools, and platforms are used interchangeably. Common examples include content platforms such as Highspot and Seismic, sales readiness tools such as Mindtickle, and conversation intelligence tools such as Gong and Chorus. The category is large and growing. One market sizing cited in a May 2026 [Cirrus Insight](https://www.cirrusinsight.com/blog/sales-enablement-statistics) roundup valued the sales enablement platform market at $5.23 billion in 2024 and [projected it to reach $12.87 billion by 2032.](https://www.salesenablementcollective.com/impact-of-enablement-report-2025/) [Launch ops: How to launch when the plan keeps changingPricing shifts. Features get cut. Timelines don’t. Here’s how to build a launch plan that can flex without falling apart.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-2dd9b13d-87c9-42c2-8f24-fadd7a2012ad.png)GTM AllianceStuti Mohan![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Michal--4--5e77b04c-b8b3-4874-8645-bfc7c63c278f.png)](https://www.gotomarketalliance.com/launch-ops-how-to-launch-when-the-plan-keeps-changing/) ## Does sales enablement software actually work? Yes, under conditions. The evidence lies in three measurable areas: how content is used, how quickly reps ramp up, and how often they win. In each case, the software helps most when it is reinforced by coaching rather than run on its own. ### Does it improve content usage? This is where the return is clearest, because the starting point is so poor. Forrester research, cited in the May 2026 [Cirrus Insight](https://www.cirrusinsight.com/blog/sales-enablement-statistics) roundup, puts the share of marketing content that sales never uses at around 65%, a figure that has held steady for over a decade and climbs above 80% in some audits. Forrester estimates that roughly $2.3 million is lost per enterprise each year due to unused content. Finding material is its own drain on the day. SPOTIO's [2026 sales statistics](https://spotio.com/blog/sales-statistics/) report that 84% of sales executives name content search and use as their single biggest drag on productivity, while [Salesforce's State of Sales 2026](https://www.salesforce.com/news/stories/state-of-sales-report-announcement-2026/) finds reps spend only about 40% of their time actually selling. Enablement software addresses both problems by tagging content by deal stage and persona, surfacing it inside the CRM or the call, and then reporting on which pieces influence deals. That reporting turns content usage from a guess into a number that sales and marketing can act on together. ### Does it improve win rates and ramp time? Coaching-led programs are the ones that move the number. [CSO Insights research](https://www.kornferry.com/insights/featured-topics/sales-transformation/building-the-business-case-for-sales-coaching), long cited in enablement circles, found that teams running dynamic, technology-supported coaching post 28% higher win rates than teams without it. The mechanism is faster, more consistent skill development rather than the tool itself. Ramp is the other measurable win. [Industry benchmarks](https://www.rainsalestraining.com/blog/the-roi-of-effective-sales-training) in the May 2026 roundup put typical onboarding at three months to basic buyer-readiness, nine months to competence, and fifteen months to top performance, and structured enablement shortens the early stretch. Effective training also keeps people: the same roundup reports that companies with highly effective training see 33.8% lower seller turnover, which protects the institutional knowledge a new hire takes over a year to build. One caution regarding the effectiveness case is that top-performing teams use nearly three times as much sales technology as underperforming teams, but correlation is not causation. Tools support good behavior; they do not create it. Knowledge decays quickly without reinforcement, and research on the forgetting curve, cited in May 2026, shows that reps lose up to 70% of training within 24 hours and 87% within a week when nothing follows the session. ## When should you buy or add sales enablement software? Add sales enablement software when the cost of not having it starts to show up in results: reps missing quota because they cannot find or trust their content, onboarding that drags on for a quarter, messaging that drifts as the team grows, or managers coaching on instinct because they have no visibility into calls. Headcount is a weak signal on its own. Many teams reach this point around 10 to 25 reps, but the trigger is the problem, not the size of the team. A few signals that a team is ready: - Sellers rebuild decks and one-pagers because they cannot find the approved versions - New hires take longer than a quarter to close a first deal - Marketing cannot tell which content is used or working - Managers have no consistent way to review calls or measure skill - Messaging is starting to vary rep to rep Buyer behavior adds urgency to the timing. [The Cirrus Insight roundup](https://www.cirrusinsight.com/blog/sales-enablement-statistics) notes buyers now complete around 70% of their research before speaking to a rep, and 81% already have a preferred vendor by first contact. That leaves an unequipped seller little room to change the outcome, which is part of why enablement budgets keep rising. Before you spend, resist the urge to choose the longest feature list. Start from the specific problem you need to solve, confirm the tool fits your existing tech stack, and weigh it against clear criteria: goal, budget, integration, scalability, usability, and compliance. A cheaper tool that does the two things you actually need usually beats a broad platform nobody adopts. ## How do sales enablement platforms train reps? Sales enablement platforms train reps by combining structured learning with practice and reinforcement. They deliver onboarding paths and certifications, let reps rehearse pitches and objection handling through increasingly AI-driven role-play, and turn real calls into targeted coaching through conversation intelligence. The point is to carry a skill from a training module into a live deal. Reinforcement is why the good platforms lean on repetition rather than a single event. Given how quickly training is forgotten without follow-up, they space learning out, quiz reps over time, and score progress, so managers can see who has mastered the material rather than just clicked through it. Sales readiness exercises simulate real selling situations, and conversation intelligence lets managers pinpoint exactly where a rep needs help rather than having to sit through hours of recordings. Newer platforms increasingly use AI to surface coachable moments automatically. ## Which sales enablement platforms include coaching? Most modern platforms now include coaching, but they approach it differently. The right choice depends on where your coaching problem lies: live call execution, structured readiness before reps dial in, or low-stakes rehearsal. Call-based tools work best when reps know the material but stumble in the room. Practice-based platforms fit better when the problem is readiness before the first conversation. The platform is only half of it, though. As we explored in our work on why coaching often fails to stick, the manager and the surrounding culture decide whether any of it changes behavior. [The alignment power: team up with marketing, support & product | SECDeriving valuable insights from business data for sales enablement can be a tricky task. However, all the resources are right there in your company.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-cf4d5697-9bb4-427d-86d8-6a5ace2a224f.png)GTM AllianceYulia Ogorodnikova![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Michal--3--119bd604-ce9a-4802-9fe6-2d1bf573a05b.png)](https://www.gotomarketalliance.com/the-alignment-power-team-up-with-marketing-support-and-product/) ## How do you know if it is paying off? Measure before you buy, not after. Record content usage, ramp time, win rate, and quota attainment as a baseline, then watch how they move once the tool is live, ideally against a group that adopts later. Leading indicators shift first: content usage rate, proposal-to-close, and the share of reps hitting readiness milestones all change before the revenue line does. Only 25% of sales organizations directly measure the leading behaviors that predict results, according to research by [ValueSelling Associates and Training Industry](https://www.forbes.com/councils/forbesbusinessdevelopmentcouncil/2026/03/04/sales-training-roi-turning-investment-into-tangible-results/). The teams that measure them can tell whether the software earned its cost or added another login. ## Is sales enablement software worth it? For most growing teams, yes, on one condition: treat it as a system, not a purchase. The returns in content usage, ramp, and win rates are real, but they belong to the companies that reinforce the tool with coaching, adopt it fully, and measure the behaviors it is meant to change. Buy it to solve a named problem and manage it after the contract, and it pays back. Buy it for the feature list and leave it alone, and it joins the long list of tools reps quietly stop opening. ### Launch ops: How to launch when the plan keeps changing URL: https://www.gotomarketalliance.com/launch-ops-how-to-launch-when-the-plan-keeps-changing/ Last updated: 2026-08-26T16:17:40.000Z [Product decisions](https://www.gotomarketalliance.com/product-led-and-sales-led-growth-why-your-gtm-strategy-needs-both-2/) change rapidly. Launch timelines don't. That asymmetry is the core operational challenge – not change itself, but the fact that you're absorbing constant change against a fixed endpoint. Pricing shifts. Product features get cut or added. [GTM positioning](https://www.gotomarketalliance.com/go-to-market-framework-for-the-digital-age/) pivots. And yet the launch date stays on the calendar, the revenue targets stay in the plan, and the GTM team still needs to be ready. Most operators feel this acutely and figure it out ad hoc, heroically, every time. There's no shortage of launch frameworks, but almost all of them assume a baseline of stability that enterprise launches rarely have. They tell you how to execute a plan. The plan almost always fails. I ran this playbook most recently on a product launch where the date was fixed, and almost nothing else was. [Pricing strategy](https://www.gotomarketalliance.com/how-to-do-competitive-pricing-analysis-and-beat-your-competition-with-examples/) changed three times in six weeks. New packaging came into the mix. The revenue tracking system wasn't going to be ready in time. The launch held anyway. Here's the operating model that made that possible. [The alignment power: team up with marketing, support & product | SECDeriving valuable insights from business data for sales enablement can be a tricky task. However, all the resources are right there in your company.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-a53d0028-5f51-4e80-9535-f76eec3597a7.png)GTM AllianceYulia Ogorodnikova![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Michal--3--8b057e4c-b9ee-47e0-b321-27047e4e717d.png)](https://www.gotomarketalliance.com/the-alignment-power-team-up-with-marketing-support-and-product/) ## Flexibility in planning When product decisions shift, the instinct is to panic, escalate, or delay and wait for certainty before moving forward. But certainty doesn't come on a launch timeline. The way out is to build flexibility into the operating model from the start – not as a contingency, but as a design principle. That means making three things explicit before the chaos starts: what cannot move, what you're assuming to move forward, and what's going to have to change. Miss any one of them, and every pivot can cause panic. Get them right, and you can absorb weekly changes without losing momentum. ## Anchor: Define your non-negotiables Every launch has a small set of things that genuinely cannot move – the launch date, a key customer commitment, a regulatory deadline. These are your anchors. Everything else, by definition, is flexible. The mistake most teams make is leaving this implicit. Everyone assumes they know what's fixed. Then a decision comes down that seems to contradict it, and suddenly you're re-thinking the entire plan, and pinging the teams to figure out what to do. Getting your non-negotiables explicit and cross-functionally aligned early is the single highest-leverage thing you can do before a launch gets complicated. It gives every team a decision filter: *does this change touch something fixed, or is it in the fluid zone?* If it's fluid, adapt and move. If it touches something fixed, escalate fast. For us, the anchors were the launch and announcement timeline, and the requirements for GTM. We assumed everything else could change. Weeks before launch, our packaging strategy shifted: what had been one selling motion became two. The only real adjustment this required was figuring out how to enable GTM for two products instead of one, and it didn't touch our timeline at all. The anchors gave us a fixed point to adapt around, even as the format of what they were selling changed completely. ## Assume: Make operating assumptions when there isn't a decision You will never have full information before a launch. The question isn't whether to move with incomplete information; it's how to do it without creating chaos downstream. Make operating assumptions: explicit, documented bets on what you're treating as true so the rest of the team can move. These are deliberate pre-decisions, shared across teams. The key is building flex into whatever depends on those assumptions. If pricing lands differently than expected, what breaks? What can absorb the change? Teams that pre-align on trigger conditions – "once we have clarity on X, we kick off Y" – move faster and fight less when assumptions get updated. The assumption changes; the operating rhythm doesn't. Given we knew product decisions were still moving but GTM needed to be ready, we documented a set of operating assumptions: success would be measured in revenue, product would be sold agnostic of packaging, and pre-sales would start prior to launch. Each of those assumptions fed into a plan structured with open inputs rather than fixed numbers. When the product GTM strategy was approved, we filled in the blanks and quickly adapted to the final direction, without changes to the plan itself. [The facilitator is now the last role AI cannot replaceAI can automate the stack but can’t make a seller change. That’s still a human job and it’s here is why it is the most important role enablement.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-d863c451-3850-4164-bbca-b59682d1e476.png)GTM AllianceRyan Panzer![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Michal--2--e447992b-a648-4c61-9376-a58342b6af48.png)](https://www.gotomarketalliance.com/why-sales-enablement-needs-fewer-decks/) ## Adapt: Pressure-test everything Every launch has a small number of activities that take a long time. These are your long poles – the things on your critical path that nobody is actively worrying about because they're not on fire yet. The job is to find them early and go after them hard. Pressure-test and question every assumption about timeline and ownership. Ask what it would take to move faster. Redesign the dependency if you can. Build plans B and C before you need them. This is where the real flexibility gets built. Anchoring your non-negotiables tells you what can't move. Making operating assumptions keeps the team moving. But attacking your long poles is what keeps the launch from getting quietly derailed by a blocker nobody saw coming until it was too late to route around it. Our long pole was a system to track revenue. Given upstream delays, we identified a risk to its readiness early. We explored all possible options to mitigate delaying the launch, and identified multiple interim solutions including a strategic change, a process change, and a system change. We weighed all options against customer, product, and sales experience, and landed on a stopgap: a process change for a few weeks until the system caught up. When things are changing, the instinct is to focus on what's visible and urgent. You also need the discipline to focus on what's invisible and slow-moving. ## What flexible operations actually requires None of this is clean. Plans will change weekly. Some assumptions will be wrong. Some things will surprise you anyway. That's not failure – that's the operating condition. What makes it work is the discipline underneath: overcommunicate relentlessly, keep every team working from the same anchors and assumptions, and document decisions even when they're still evolving. A shared understanding that changing the plan is not the same as losing control of the launch – that's what holds it together. The operators who navigate this well haven't found a better framework. They've just stopped expecting stability and built for instability instead. The goal is never a perfect plan or flawless execution. The goal is to get it done, even if imperfectly. ### The future of sales enablement is simpler than you think URL: https://www.gotomarketalliance.com/the-future-of-sales-enablement-is-simpler-than-you-think/ Last updated: 2026-08-14T16:48:41.000Z There's a pattern I've noticed at [enablement](https://www.gotomarketalliance.com/why-sales-enablement-is-the-key-to-sustainable-revenue-growth/) conferences over the last few years. The tools get more sophisticated. The frameworks get more layered. The conversations get more strategic. And yet, when you strip everything back and ask the honest question – are reps actually using what we're building for them? – the answer is often uncomfortable. I've been in this space long enough to know that we've collectively overcomplicated things. And I think it's time we talked about that. ## We're living in a change economy The pace of change inside most companies today is unlike anything we've seen before. [Product](https://www.gotomarketalliance.com/product-led-and-sales-led-growth-why-your-gtm-strategy-needs-both-2/) updates that used to ship quarterly are now shipping weekly. New competitors are emerging from adjacent categories – companies that used to be complementary partners are now encroaching on your space. [AI](https://www.gotomarketalliance.com/ai-in-gtm-opportunities-challenges-and-best-practices/) is accelerating all of it, making it faster and cheaper to build, test, and release. And as the rate of change has increased, so has the pressure on your reps to keep up. Fifty-seven percent of reps believe competition has gotten harder. That number isn't surprising when you consider how much consolidation is happening across industries, and how quickly AI is enabling new entrants to move into established markets. The playbooks that worked two or three years ago are already showing their age. The model where you had time to build a full program, run in-person training, execute a proper launch campaign – that model was built for a world where your product launched every six months. When your product team is shipping something new every other week, that model simply can't keep pace. ## The data is telling us something we need to hear We partnered with the [Sales Enablement Collective](https://www.salesenablementcollective.com/) to produce one of the first research reports of its kind – focused not just on team sizes and budgets, but on what's actually working. The findings were revealing, and honestly, a little sobering. Eighty-six percent of respondents said that the most important factor in any enablement program's success is how easily reps can access content. Find it, reference it, use it in the moment. Most people in the room when I shared this nodded immediately – it makes intuitive sense. Here's where it gets uncomfortable. Ninety-two percent of those same respondents believe their reps use less than 60 percent of the content they create. Internal content, external content – most of it isn't getting used. Fifty-five percent cited low adoption by reps as the primary reason they've switched platforms. And fifty percent of teams believe that 40% or more of their content is already out of date. So you're creating a lot. You're working hard. You're investing in platforms and programs and frameworks. And still, the content isn't getting used, a significant chunk of it is stale, and adoption keeps being the reason things don't stick. That's a pattern worth sitting with. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.gotomarketalliance.com/pro-plus-membership/) ## Have we overcomplicated enablement? When I look at the landscape – the tools, the frameworks, the methodologies – I think the honest answer is yes. We've added layers on top of layers. We've built elaborate systems for organizing content that reps don't browse. We've launched programs on top of programs. We've switched platforms, sometimes within the same category, looking for the solution that finally makes it all click. I define enablement simply: it's the process of helping a rep be able to [sell](https://www.gotomarketalliance.com/selling-ai-in-the-age-of-uncertainty-how-to-position-ai-as-a-tool-for-growth/). You can dress it up with more sophisticated language, and there are certainly more elegant definitions out there. But when I kept coming back to what actually matters, that's where I landed. _This post is for paying subscribers only._ ### How to align marketing, product, and support (and why it is a competitive advantage) URL: https://www.gotomarketalliance.com/the-alignment-power-team-up-with-marketing-support-and-product/ Last updated: 2026-08-26T15:58:10.000Z Give reps real enablementthink at least two hours of coaching a week and watch [win rates jump from 45 percent to 60 percent](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/). The right resources don’t just feel helpful; they actually create more closed deals and more revenue. But deriving valuable insights from business data, client cases, or market trends for sales enablement can be a tricky task. However, all the resources are right there, in your company. In an ideal world, the sales team works alongside the product, marketing, and support teams to ensure the buying process is a smooth, continuous path. > The foundation of this path is the [customer journey](https://www.gotomarketalliance.com/enhance-your-gtm-strategy-with-customer-journey-mapping/), which reveals the customer’s experience with sales, marketing, and support. But very often, the reality is that separate teams are working on the same goal but without a common strategy. [Marketing](https://www.gotomarketalliance.com/marketing-inside-out-put-your-team-first/) focuses on attracting leads; sales are responsible for winning clients; customer support tends to the needs of current clients to build and maintain relationships; the product team works on improving customer satisfaction with the product. Can you relate to it? The trickiest part is that the process of attracting, supporting, and retaining a client is complex. But when there is a path that clients perceive as a single whole, why should a company see it differently? Moreover, the sales enablement role is cross-functional; you can’t create and deliver an efficient sales enablement strategy alone inside your sales team. Here are some working tips on how you can work closely with the marketing, support, and product teams, and don’t lose your cool. ## Marketing That back-and-forth is real: [39.6 percent of sales teams name ‘not enough qualified leads’ as a top frustration](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/), while marketers counter that sales still drop the ball on warm opportunities. Has this happened to you? Of course, it has and nobody is surprised. > Alignment between sales and marketing starts with defining what a quality lead is for the company, rather than for the teams separately. [A buyer persona](https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/) is a holy grail that gives everyone a clear picture of how your ideal customer behaves and communicates. Based on the buyer persona, teams communicate to set common goals and create a plan for how each of them will make an impact. ### How marketing team can help you [Marketers](https://www.gotomarketalliance.com/how-product-marketers-lead-effective-and-contextual-gtm-2/) work closely with the product team on positioning, messaging, and the launch of the product. They produce and develop content that helps clients decide. This content includes blogs, eBooks, case studies, brochures, videos, and much more. It helps to be consistent with what you sell as a sales representative and what the company offers in reality. There is no place for misunderstanding between teams. ### How to assist marketers You can help marketers by providing them with sales tips that help to win a client. Undoubtedly, the [sales team](https://www.gotomarketalliance.com/how-to-improve-sales-team-training-sessions/) is the first point of communication with customers. Marketers create hypotheses based on data and behavior patterns, but only sales know the real cases. Don’t hesitate to share your in-depth industry knowledge with them to improve marketing and sales materials. [The facilitator is now the last role AI cannot replaceAI can automate the stack but can’t make a seller change. That’s still a human job and it’s here is why it is the most important role enablement.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-71197476-0bd5-45dc-be2c-9d99daac34dc.png)GTM AllianceRyan Panzer![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Michal--2--c30739e9-9aa9-4944-88b3-b2cbf5c24a35.png)](https://www.gotomarketalliance.com/why-sales-enablement-needs-fewer-decks/) Give them your advice and opinions on how content should be presented; only you know why customers choose your company over your competitors. ## Support Why do sales and support teams struggle to work together? The answer is another common quarrel: sales blames support for customer churn, support holds sales responsible for selling bad deals to customers that drop out after a couple of months. ### How the support team can help you The support team is the closest team to the clients. They know the client’s problems and expectations when it comes to the company and its products. Their insights are crucial for the sales team, as they help to improve the quality of the sale. Ask for a list of pain points and essential features; you might be surprised to find out that a client has fallen in love with a specific feature or product that you have tried to sell for a long time unsuccessfully. Having had closer ties with the support team, the clients are eager to share the good and bad experiences they’ve had with your competitors. These insights are indispensable for future pitches. ### How to assist the support team The sales team should make a client’s transition from the sale to the customer as smooth as possible, from introducing their customer manager or team to mapping a client’s pain points, requests, and expectations. If the support team is also responsible for upsales, make sure you have shared your insights and ideas. As you are on the frontline of the process, you can control offers and other methods for getting sales throughout the company, but you should always keep the support team in the loop. ## Product Again, conflicts between these two teams bring chaos to the company, where sales claim that the product team creates an unsustainable [product roadmap](https://www.gotomarketalliance.com/communicating-your-product-roadmap-and-vision/) and produces products and features that the real clients don’t need. At the same time, the product team blames sales for selling unfeasible and even non-existent products or promising unrealistic deadlines. Both teams should align with the primary strategy, and it is better when they work on a quality product that fits market needs. Then, there is no place for producing features for the sake of features or selling “whatever to whoever” to meet the KPIs. ### How the product team can help you To stay aware of upcoming products, features, and other product changes, make sure you have access to a product roadmap and backlog. Whereas the roadmap helps the product team capture, organize, and communicate their product’s goals in the following months and years, the backlog contains a useful list of tasks in priority order. > Keeping your sales plans and KPIs in sync with the product roadmap and backlog helps you to organise your work and keep your team members motivated towards your goals. It also helps you keep track of when and how your sale proposal should be updated. ### How to assist the product team At the same time, everyone would benefit if the sales team contributed to the product’s roadmap and backlog. Again, you know what the customer is looking for, how your products or solutions will be of value, and when they’ll need them. Help yourself and motivate the product team to implement the feature as soon as possible. This gives you the best chance of winning the client. > All you need is to remember that sales can’t reach your goals alone — only by receiving support from other teams and giving back will you make progress. The change in consumer perception and behavior makes it obvious for companies that there are no more separate departments, but rather teams ready to look beyond their own interests to provide cross-functional expertise to the clients. ### Why cross-functional alignment matters for sales enablement Sales enablement is uniquely positioned to drive this work because it sits between teams and sees where breakdowns happen. You hear what buyers ask, what reps struggle with, and where internal friction slows execution. That perspective makes enablement a practical owner of cross-functional alignment. Share knowledge, share wins: aligned teams average 82 percent quota attainment, while [siloed peers stagger at 32 percent.](https://www.salesenablementcollective.com/ai-and-sales-a-winning-combination/) Marketing creates content that supports real sales conversations. Product prioritizes what customers actually need. Support can step in earlier to protect retention and surface trends that matter to revenue growth. ## How to drive cross-functional alignment: a practical framework Cross-functional alignment rarely happens accidentally. It improves when teams agree on how they'll work together, how success gets measured, and where key information lives. Here's a simple starting point for sales enablement. ### 1\. Agree on shared goals and KPIs Bring sales, marketing, product, and support together to define the outcomes that matter across functions - pipeline quality, win rate, retention, expansion, and NPS. You feel the friction when goals differ; so does the data. [Only 51 percent of enablement pros agree with leadership on how success gets measured](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/), leaving the rest to wrestle with mismatched KPIs. If it helps, formalize these outcomes through OKRs. ### 2\. Establish a communication cadence Set a regular rhythm for collaboration instead of relying on ad hoc updates. Weekly or biweekly syncs, monthly reviews, and quarterly planning sessions keep teams aligned on priorities, blockers, and market shifts. ### 3\. Create a single source of truth Pick one trusted place for messaging, customer insights, roadmap updates, and enablement materials. Whether that's your [CRM](https://www.gotomarketalliance.com/retain-your-customers-with-lifecycle-marketing/), enablement platform, or a shared workspace, every team should know where to find the latest version of what's true. [Aligning customer marketing and customer success: A game-changer for growthTanwi explains why collaboration between customer marketing and customer success can be a difference-maker, and how to get started.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-0302b68a-cc8d-4f3f-a031-f26ce80a804d.png)GTM AllianceTanwistha Gope![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---Mastering-account-based-marketing-for-GTM-teams-1-139d5323-dfca-454d-90b4-bc05a0a714cf.png)](https://www.gotomarketalliance.com/aligning-customer-marketing-and-customer-success-a-game-changer-for-growth/) ### 4\. Measure and iterate Track how [alignment](https://www.gotomarketalliance.com/aligning-customer-marketing-and-customer-success-a-game-changer-for-growth/) is showing up in practice. Look at content usage, handoff quality, feedback loops, retention signals, and how quickly cross-functional requests get acted on. Review results regularly and adjust when gaps appear. ## Cross-functional alignment FAQs ### How do you drive cross-functional alignment? Start by setting shared goals that multiple teams are accountable for, then agree on the [KPIs](https://www.gotomarketalliance.com/what-are-the-go-to-kpis-and-metrics-used-in-customer-success/) that measure progress. From there, create a regular communication cadence and maintain a single source of truth for customer insights, messaging, and priorities. ### What's an example of cross-functional alignment? A common example is sales, marketing, and product aligning around the same ideal customer profile and shared KPIs such as pipeline quality and retention. Marketing adjusts campaigns based on deal feedback, product prioritizes features tied to customer demand, and sales uses messaging that reflects the actual roadmap. ### What's another term for cross-functional alignment? Other common terms include cross-functional collaboration, organizational alignment, interdepartmental alignment, and inter-functional integration. Each describes teams working toward shared outcomes rather than operating in silos. ### Why sales enablement needs fewer decks and better facilitators URL: https://www.gotomarketalliance.com/why-sales-enablement-needs-fewer-decks/ Last updated: 2026-08-26T15:42:04.000Z We’ve spent decades optimizing content. We’ve underinvested in getting people to care. 30 years ago, Bill Gates famously said that [content is king.](https://www.entrepreneur.com/growing-a-business/bill-gates-said-content-is-king-in-1996-but-is-that/404117) Referring to the trajectory of the digital economy, Gates predicted that financial gains would flow to creators and companies building the most compelling content experiences. This held true for three decades. Today, however, content creation has never been easier. Anyone can write a compelling memo, design a high-fidelity deck, produce a professional podcast, distribute a viral video, or even vibe-code a functional app. In 2025: - Podcasters launched [over 200,000 new shows](https://podnews.net/update/podcast-creation-25#:~:text=Listen%20Notes%20says%20that%20there,up%20year%2Don%2Dyear.) - Authors published over 4 million new books ([most of them self-published](https://www.publishersweekly.com/pw/by-topic/industry-news/publisher-news/article/99943-book-output-topped-4-million-in-2025.html)) - YouTubers posted [over 800 million new videos](https://seo.ai/blog/how-many-videos-are-on-youtube) Could it be that the democratization of digital production has undermined the premium value of content creation? For some creators, this feels liberating. The rigid outlines you learned in high school? No longer necessary. Just prompt an AI, and your workshop deck, talk track, summary video, or podcast appears instantly. Multiple rounds of editing, revision, and translation can now be completed in minutes. While some may resist the democratization of content creation, smart sales enablers use AI daily to refine, polish, and repackage their ideas. AI-driven content can be creative, compelling, and meaningful; whether we produce art or "work-slop" is simply a matter of skill and will. The enablement and talent development fields must reflect on this sea change in production. As digital assets become easier to build and content volume increases, cultivating an audience's attention becomes harder. This is true whether the audience is a room of internal sellers, a conference of customers, or a digital community. The noisier the digital world becomes, the more difficult it is to secure buy-in, sustain focus, and ensure alignment. AI tools make it easy to reach an audience but harder than ever to win them over. In enablement or GTM functions, you are constantly tasked with convincing people to act differently, whether pitching a new product or applying a new framework. Change requires buy-in, and buy-in is only possible where there is focused attention. ### Dynamic facilitation has never been more important. In talent development, RevOps, or GTM, the premium skill set is now that of the content presenter rather than that of the content producer. Whereas the successful revenue enablers before the arrival of ChatGPT may have been those capable of creating the trendiest training deck, the savviest spreadsheet, or the sharpest stat pack, today’s successful revenue enablers will need a different approach. Researchers have already noticed that an excessive reliance on AI tools [leads to cognitive atrophy](https://news.harvard.edu/gazette/story/2025/11/is-ai-dulling-our-minds/). More problematic, excessive usage of AI can lead to a diminished ability to focus. If you thought "TikTok Brain" was bad, wait until you see "ChatBot Brain" instilled since adolescence in the next generation of account managers and account executives. If I’m a seller, a leader, a buyer, or a prospect, and the person in front of me is not compelling, I do not push through and stay locked in. I drift. Not because I do not care, but because I have been conditioned to move on. There is always something else competing for my attention—another tab, another message, or another piece of highly polished content. You know what this looks like. A seller is half-listening on Zoom while clearing their inbox. A room nodding along while mentally preparing for the next meeting. A stakeholder offering polite agreement, then quietly reverting to old habits. This is not resistance as much as it is fragmentation, and in a world where attention is constantly being pulled in different directions, the burden shifts. It is no longer enough to have the right content. The person delivering that content has to earn attention and then earn it again in real time. Revenue enablement aims for business outcomes, but those are only possible if we first secure focus and buy-in. [6 transferable skills to break into product managementDiscover the six transferable skills that can kickstart your career in product management - with no formal PM experience.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-d0ff87a5-d453-467a-b7d9-a352189c93db.png)GTM AllianceGaby Paul![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Sharing_Article_Images_Author-Text-4-2-174b4074-e9c9-49d8-9b61-870dc2b7a776.png)](https://www.gotomarketalliance.com/6-transferable-skills-to-break-into-product-management/) ### Driving change has become more difficult. Throughout my career, I have seen the field shift away from delivery as a central skill set toward e-learning development, data visualization, and UX design. While these remain important, they must be paired with the human skills of speaking, presenting, persuading, and facilitating. A strong facilitator today can: - Read the room (or the Zoom) - Surface unspoken objections from sellers, customers, or stakeholders - Adjust in real time when energy drops - Turn passive listeners into active participants - Create just enough tension and contrast to drive change What does this look like at a concrete level? If you lead enablement, this might mean auditing how much time your team spends planning and creating vs. facilitating; reworking training to include more, not less, live practice; and measuring success by what people say and commit to, not just what content they complete Hiring a sales enablement associate? Ask about their AI skills in designing decks or writing playbooks. Then ask them to run a mock training session where they pull in participants and adapt in real-time to a disengaged learner. And after they demonstrate their presentation skills, ask them to reflect on how they’d vary their presentation on Zoom, in person, or on a conference stage. Hiring a GTM manager? Ask how they’d use AI to build their project plan. Then ask them how they’d discover the needs of a stubborn stakeholder. Hiring Rev Ops? Ask them how they’d persuade account managers to change course if not following the optimal process. Preparing for a career in [enablement](https://www.gotomarketalliance.com/making-enablement-work-in-remote-settings/)? Don't just study business plans. Learn rhetoric. Practice debating. Master owning a room. Beyond data visualization, learn to tell a story with stakes and characters. These skills will win the attention of your next audience. 💡 The old version of excellence was a beautiful deck and immersive e-learning with high-quality graphics, rarely referenced after launch, and consumed alone behind a screen. The new excellence is a messy conversation and a crowded whiteboard where a team collectively wrestles with challenges, charts a path forward, and actually changes behavior. The sellers of tomorrow will have near-infinite information at their disposal. Compounding our challenge, the information they have access to will be short, snappy, and persuasive. When we ask sellers to improve, change, or grow, we need to convince them to do something they’re unaccustomed to; we need to ask them to look up and pay attention, and that’s why the facilitator role is the most important in sales enablement in the AI age. When they close the laptop. When they look up. When a leader says, “Yes, that’s what we’ll do differently.” That is when we know we have succeeded in the new art of training delivery. ### 6 transferable skills to break into product management URL: https://www.gotomarketalliance.com/6-transferable-skills-to-break-into-product-management/ Last updated: 2026-07-29T16:05:33.000Z Product management is now one of the most sought-after careers across the world. It offers a unique and creative opportunity to develop a compelling product strategy and vision, inspire cross-functional teams, and uncover viable solutions that solve real customer problems while delivering positive business outcomes. So, how do people forge a career in product management? Firstly, I don’t know many people who started their careers in Product Management or even planned to end up here. I know for me personally, it just kind of happened… ## My journey into product management I started my career as a Customer Service Apprentice at British Gas Business after deciding not to go to university. The apprenticeship lasted for 12 months, incorporating education with hands-on work experience. During that time, I rotated through account management, credit control, and sales, learning key skills like how to present with confidence, resolve conflicts, and think strategically. I went on to secure a permanent role in the credit control team, where I fine-tuned my problem-solving and analytical skillset. I was suddenly in meetings with some of the largest brands in the UK, negotiating plans to successfully retrieve £100,000s+ at a time. But I was still very young and hungry to continue learning, so I transitioned into a performance coach role, actively coaching and training service teams on their customer interactions to ensure the best possible experience. I started creating reports for senior management to assess key themes, priorities, and areas for improvement to help drive retention and improve customer satisfaction scores. You might be thinking, how does any of this relate to product management? Well, following a round of redundancy, a stakeholder of mine shared that he was recruiting for a Business Analyst (BA) role in the Management Information team. I was 19 years old, I didn’t know a lot about Business Analysis, but I was up for the challenge. I quickly researched everything there was to know about the role, promoted my transferable skills in the interview, and succeeded. [Product launch and land: answering the what, why, when, and howProduct and feature launches are one of the best opportunities for a PMM to flex every muscle in their armory, truly showcase their abilities, and influence change and progress through the organization.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-182.png)GTM AllianceSeiyonne Suriyakumar![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/spacex-OHOU-5UVIYQ-unsplash--1--1.jpg)](https://www.gotomarketalliance.com/product-launch-and-land-answering-the-what-why-when-and-how/) ## Understanding the role of a product manager Product managers (PMs) play a key role in creating a bridge between the wider business, customers, and technology teams. They define a clear vision to ensure everyone is aligned and striving towards a common goal. Their mission is to empower the product development team to deliver products and features that delight customers and drive business value. The role requires exceptional strategic thinking, problem-solving, strong communication at all levels, collaboration, and impeccable leadership skills. PMs must oversee the entire [product lifecycle](https://www.productledalliance.com/the-power-of-the-product-lifecycle-guiding-you-from-concept-to-launch/), from initial discovery through to launch and iterative improvements. When I became a Business Analyst, I was exposed to parts of this role – gathering requirements, prioritizing new features, and ensuring they were technically feasible. However, I quickly realised that I wanted to be more involved in driving the strategy and making key decisions. That’s when I decided to pursue product management and took my first CSPO course, which opened my eyes to the world of agile and scrum and led me to pursue my next position as a Product Owner. Since then, I have steadily progressed up the product management ladder, moving from Product Owner to Product Manager, then advancing to Senior Product Manager, Lead Product Manager, and most recently, Principal Product Manager. In my current role, I not only define and drive the broader product strategy but also mentor and lead a team of product managers, ensuring alignment with business objectives and fostering a culture of innovation and customer-centric decision-making. This journey has allowed me to refine my strategic thinking, leadership skills, and ability to influence stakeholders at all levels of the organization. [The difference between a product manager and a product marketing managerWhen it comes to product development, there are two key players involved in bringing a product to life: PMs and PMMs. Do you know what the difference between the two are? Read on and discover what each product expert brings to the table.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-183.png)GTM AllianceEmma Bilardi![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/barna-bartis-1DLPzq1kL3M-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-difference-between-a-product-manager-and-a-product-marketing-manager/) ## Key skills for aspiring product managers You don’t need years of experience in tech to become a great product manager. Whether you’re in sales, customer support, business analysis, marketing, or another role, the right mindset and [skills](https://www.productledalliance.com/the-essential-skills-you-need-to-be-a-successful-growth-pm/) can make all the difference. Here are the most important capabilities for success: ### Aligning teams Inspiring and aligning teams and individuals is the key to being a successful product manager. You need to ensure everyone across product, design, technology, and the wider business is clear on the product vision and how and why decisions are made. You will also need to help overcome blockers, resolve potential conflicts, negotiate priorities, and enable fast decision-making. When I became a Product Owner, I quickly learned that rallying different teams around a shared vision was just as important as defining the vision itself. I had to ensure that everyone understood the priorities and objectives. ### Strategic mindset A strategic mindset is crucial for a product manager because they are responsible for defining the product goals, aligning them with business objectives, and ensuring long-term success. Being strategic helps product managers make informed decisions, prioritize effectively, and drive sustainable growth. With limited resources, PMs must decide what to build and when. A strategic approach ensures that high-impact initiatives take precedence over low-value features. As a Lead Product Manager, I was responsible for defining long-term goals that aligned with both customer needs and business objectives. I had to make tough prioritization decisions that balanced short-term wins with long-term growth. [Product launch metrics you can’t ignoreWithout clear metrics and goals, it can be challenging to determine the success of a product launch. Learn to navigate through six key metric categories, like business impact and market alignment, and master the art of post-launch evaluation with the ‘Start, Stop, Continue’ method.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-184.png)GTM AllianceMeenal Relekar![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/markus-winkler-afW1hht0NSs-unsplash--1--1.jpg)](https://www.gotomarketalliance.com/product-launch-metrics-you-cant-ignore/) ### Communication Effective and proactive **communication** is one of the most critical skills for a product manager because they act as the bridge between multiple teams, stakeholders, and customers. The ability to keep everyone informed and aligned on priorities, progress, and risks is a must for a successful career in product management. The last thing you want is a stakeholder regularly asking you what’s going on with your product or new feature. I learned early in my career, from my days as a performance coach, that clear and proactive communication was key. Whether coaching teams on customer interactions or later presenting product roadmaps to executives, strong communication skills have always been essential. ### Collaboration Collaborationis essential for a product manager because they work with multiple teams to bring a product from idea to launch successfully. Since product managers don’t usually have direct authority over teams, they must rely on collaboration to align everyone towards a shared goal. When I was a Business Analyst, I worked closely with engineering teams to refine requirements. That experience taught me the importance of cross-functional collaboration, a skill that became even more critical as I moved up the product ladder. [A guide to successful product launches through collaboration and positioningIn today’s competitive market, the success of a product launch hinges on a blend of collaboration and impactful positioning. This article provides insights into two key aspects: establishing transparent roles and responsibilities and fostering cross-team collaboration.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-185.png)GTM AllianceTanwistha Gope![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/steven-lelham-atSaEOeE8Nk-unsplash--1--2.jpg)](https://www.gotomarketalliance.com/guide-to-successful-product-launches-through-collaboration-and-positioning/) ### Problem-solving Problem-solving is one of the most critical skills for a product manager because they constantly face challenges that require strategic thinking, adaptability, and fast decision-making. Product managers operate in an environment with shifting customer needs, market trends, and technical constraints so being able to stay composed amidst chaos to help identify solutions is key. In credit control, I was constantly faced with complex challenges, negotiating payments and resolving disputes. That problem-solving mindset carried over into product management, where I now tackle strategic and technical challenges daily. ### Customer-oriented Being customer-oriented is essential for a product manager because the ultimate goal of any product is to solve customer problems and create value. A customer-centric approach ensures that the product meets real needs, leading to higher uptake, user satisfaction, engagement, and business success. As a PM, I’ve always prioritized the customer, much like I did when coaching service teams to enhance customer satisfaction scores. The ability to empathize with users and identify their pain points is fundamental to building successful products. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/05/Insider-gtma-2.png)](https://www.gotomarketalliance.com/insider-membership-plan/) ### Data-driven Being **data-oriented** is vital for a product manager because data-driven decisions lead to better product outcomes, improved customer experiences, and business growth. In a role that requires balancing customer needs, business goals, and technical feasibility, data helps remove guesswork and bias. In my early roles, I created multiple reports for senior management to highlight key insights and trends to drive improvement. That analytical approach has been invaluable in Product Management, where data informs every decision I make. These skills are transferable and not unique to product management. Individuals with backgrounds in account management, consultancy, or programme management may also thrive in product development. With these key capabilities and personal traits, you have the power to step into product management and shape the future of innovative products, inspire teams, solve meaningful problems, and deliver real value to customers while driving business growth. [AB testing: Learnings from MetaSwati Goyal, Product Manager at Meta, shares how the team at Meta implements AB testing across their products, while considering user needs and ethical challenges.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-186.png)GTM AllianceSwati Goyal![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Sharing_Article_Images_Author-Text-4.png)](https://www.gotomarketalliance.com/ab-testing-learnings-from-meta/) ## How to Break into Product Management Breaking into product management can be challenging, but with the right approach, anyone can make the transition. Here are some key tips to help you get started: ### Promote your transferable skills If you’re updating your resume, consider calling out the skills that most closely align with the product management role. Think about how you enabled fast and effective decision making, fostered an environment of cross-functional collaboration, and delivered measurable outcomes. This is exactly what I did when I transitioned from my performance coach role to business analysis, then from business analysis to product management. Highlighting my problem-solving, analytical, and communication skills helped me stand out. ### Familiarise yourself with the product lifecycle Proactively learn about the ideation, discovery, design, development, and go-to-market process to gain a greater understanding of how products evolve. When I was first exposed to product development, I took every opportunity to learn about the process. I attended agile training, read product management books, and sought mentorship from experienced PMs. [Top agile frameworks and methodologiesManaging projects is an essential component of SDLC, yet to this day only 50% of companies are benefiting from agile frameworks and methodologies![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-187.png)GTM AllianceMichael Pierce![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/quino-al-dhGFLj3rI0Q-unsplash-1.jpg)](https://www.gotomarketalliance.com/top-agile-frameworks-and-methodologies/) ### Gain hands-on experience This one can be difficult sometimes, but finding ways to play an active role in the product discovery and development processes can be incredibly valuable to help you break into product management. Consider ways to support the product team as a subject matter expert, shadow user interviews, or help demo new features. I took on additional responsibilities beyond my role as a Business Analyst, including supporting user research and participating in product demos. These experiences helped me bridge the gap between analysis and strategy. ### Network with PMs Build relationships with current product managers to learn from their experiences by attending product management meetups, webinars, and conferences. Engaging with a community can provide valuable insights and open doors to new opportunities. Early in my career, I connected with product professionals at meetups and online forums. These conversations gave me invaluable insights into what it truly takes to succeed as a PM. ### Enhance your analytical and data skills Product managers rely heavily on data to make informed decisions. Learning how to analyze user behaviour and track product metrics could set you apart. If you already work with product managers, try asking them to explain how priorities were decided or which metrics they are trying to impact. Understanding metrics was critical when I moved into product management. I made an effort to analyze user behaviour and track KPIs to inform decisions. ### Master communication & leadership Focus on practicing your communication techniques with stakeholders of different levels to make the most impact. Think about what is most important for the individuals you are communicating with, for example: when engaging with C-Suite stakeholders, you should be clear, concise, and focused towards strategy and business objectives. Whereas with an engineer, you may want to provide more detailed updates to ensure they have all the information they need to work autonomously. My background helped me sharpen my communication skills, which later became essential in stakeholder management as a PM. ### Keep learning and staying up to date on trending processes, tools, and frameworks This is crucial for anyone wanting to forge a career in product management, as well as those already doing the role. There is a wealth of free and paid-for content available online to get you started, as well as webinars and community events. With a [Product-Led Alliance](https://www.productledalliance.com/signup/) or [Go-to-Market Alliance membership](https://www.gotomarketalliance.com/pro-plus-membership/), you can gain access to 100s of articles from product experts, podcasts, in-person events, plus much more. Even now, as a Principal Product Manager, I constantly learn from industry trends, webinars, and communities like Product-Led Alliance to stay ahead. ### Consider an internal move If you have already established a strong personal brand and built solid relationships with stakeholders, along with having transferable skills, one of the best ways to transition into product management is within your current organization. This approach lets you gain hands-on experience in product management within an industry you're already familiar with, and ideally, with a product you know well. My transition into product management was made possible by leveraging my existing relationships and skills within the same organization. Moving internally can be one of the most effective ways to break into the field. ## Final thoughts Anyone with the right skills and mindset has what it takes to forge a successful career in product management. My journey is proof that you don’t need a technical background or years of experience in tech to thrive. If you’re passionate about solving problems, driving strategy, and collaborating with cross-functional teams, product management could be the perfect career for you. --- ### Aligning customer marketing and customer success: A game-changer for growth URL: https://www.gotomarketalliance.com/aligning-customer-marketing-and-customer-success-a-game-changer-for-growth/ Last updated: 2026-07-29T16:05:15.000Z Imagine building a bridge where the two ends don’t quite meet—frustrating, right? That’s exactly what happens when customer marketing and customer success operate in silos. While both functions aim to enhance customer experience and drive retention, their impact is significantly reduced when they aren’t in sync. In today’s market, customers expect more than just great products: > *They seek valuable experiences, continuous engagement, and tailored solutions.* When marketing and success teams collaborate, they create a seamless journey that not only retains customers but turns them into advocates. But what happens when these teams remain disconnected? **Frustrated customers, missed revenue opportunities, and weaker long-term growth**. ## The cost of misalignment Many companies struggle with fragmented customer journeys, where marketing makes promises that customer success can't always fulfil. This disconnect leads to: - Churn - Lower engagement - Underutilized customer advocacy programs. By recognizing these gaps, businesses can unlock powerful growth levers that keep customers engaged beyond the initial sale. ## The evolution of customer engagement Gone are the days when marketing's role ended at customer acquisition and customer success began post-purchase. Modern customer journeys are complex, interconnected experiences that require seamless collaboration between these traditionally separate departments. This evolution demands a new approach to customer engagement – one that breaks down departmental barriers and creates a unified strategy focused on customer outcomes. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/03/Insider-2.png)](https://www.gotomarketalliance.com/insider-membership-plan/) ## Why aligning these functions matters When customer marketing and success teams work together, the entire customer lifecycle benefits: - **Stronger Retention**: Aligned messaging ensures customers receive continuous value, reducing churn. - **Higher Expansion Revenue**: Engaged customers are more likely to adopt upsells and cross-sells. - **Improved Advocacy**: Satisfied customers willingly share success stories and testimonials, fueling organic growth. ## Building bridges: Core strategies for alignment Successful alignment between customer marketing and success teams requires a multi-faceted approach that touches every aspect of the customer journey. Here are the key strategies that form the foundation of effective collaboration: ### 1\. Outcome-driven marketing The first step in achieving alignment is shifting marketing's focus from pure lead generation to customer outcomes. While generating demand remains important, successful organizations are now measuring marketing effectiveness through metrics like: - Customer activation rates - Feature adoption levels - Product usage patterns - Customer expansion opportunities This shift ensures that marketing efforts attract not just any customers, but the right customers who will find long-term success with your product or service. ### 2\. Establishing a customer marketing function A dedicated customer marketing team serves as the crucial bridge between broad marketing initiatives and customer success efforts. This specialized team focuses on: - Developing targeted expansion campaigns based on usage patterns - Creating educational content that supports customer onboarding - Orchestrating customer advocacy programs - Managing strategic customer communications [Customer lifetime value: How to calculate and increase itIn this article, we’ll show you how to shift focus to the big-picture relationship with customers. You’ll learn how to calculate the revenue you can expect over the entire lifespan of your average customer – with an insightful metric called customer lifetime value (CLV).![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-145.png)GTM AllianceGrace Gupta![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Framework_Post-Launch_5.jpg)](https://www.gotomarketalliance.com/customer-lifetime-value-how-to-calculate-and-increase-it/) ### 3\. Creating a unified Voice of Customer program When marketing and customer success teams share customer insights, magic happens. A robust Voice of Customer (VoC) program should: - Capture feedback across all customer touchpoints - Transform customer insights into actionable marketing strategies - Guide product development priorities - Inform customer success practices ### 4\. Leveraging technology for collaboration The right technology stack can make or break alignment efforts between teams. Here are the essential platforms that support seamless collaboration: - Unified CRM systems for shared customer insights - Collaborative content management platforms - Customer feedback and analytics tools - Automated customer journey mapping solutions ### 5\. Creating a self-sustaining growth engine When customer marketing and customer success truly align, they create a powerful growth engine: - Customer success provides real-world insights to marketing - Marketing creates targeted campaigns based on actual customer experiences - Better-qualified leads enter the pipeline - Customer success teams can more effectively nurture these well-matched customers - Satisfied customers become advocates, feeding new leads back into the system [The customer health score: How to master this metricWhen analyzing your accounts (your customers), the customer health score offers you the ability to predict the longevity of this business relationship.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-147.png)GTM AllianceGrace Gupta![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Screenshot-2023-07-19-at-16.58.07-1.png)](https://www.gotomarketalliance.com/the-customer-health-score-how-to-master-this-metric/) ## Best practices for implementation Successful alignment doesn't happen overnight - it requires careful planning and systematic execution. Here are key approaches to ensure sustainable integration: ### Start small, think big Begin with pilot programs that demonstrate the value of alignment before rolling out larger initiatives. This might involve: - Joint weekly meetings between teams - Shared access to customer feedback - Collaborative content creation projects - Combined quarterly planning sessions ### Invest in employee development Cross-training opportunities create stronger understanding and collaboration between teams. Consider implementing: - Job shadowing opportunities - Combined training sessions - Shared learning resources - Regular knowledge exchange forums ## The future of customer engagement As businesses continue to evolve, the line between customer marketing and customer success will become increasingly blurred. Organizations that embrace this convergence and actively work to align these functions will find themselves better positioned to: - Deliver exceptional customer experiences - Drive sustainable growth - Build stronger customer relationships - Create competitive advantages [What is GTM engineering? The complete guide to the future of scalable growthGo-to-market (GTM) engineering seems to be the word on everyone’s lips, but what exactly is this new term, and why has it sparked so much debate?![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-148.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---What-is-GTM-engineering-Go-to-Market-engineering-1-1.png)](https://www.gotomarketalliance.com/what-is-gtm-engineering-the-complete-guide-to-the-future-of-scalable-growth/) ## Conclusion The alignment of customer marketing and customer success represents more than just departmental cooperation. > *It's a strategic imperative for sustainable business growth.* Organizations that successfully bridge this gap will create stronger customer relationships, drive higher lifetime value, and build brands that customers genuinely love. In today's competitive landscape, this alignment isn't just beneficial – it's essential for long-term success. --- *Looking for more great GTM content?* [*Become an Insider*](https://www.gotomarketalliance.com/insider-membership-plan/) *and get access to exclusive free articles, templates, OnDemand footage, and more!* --- ### The 7 elements of a rock-solid GTM plan URL: https://www.gotomarketalliance.com/the-7-elements-of-a-rock-solid-gtm-plan/ Last updated: 2026-07-29T16:04:51.000Z > *“You know what we need… is a Go-To-Market plan.”* Did you feel a shiver down your spine, like someone just walked over the graves of your past failed product launches? [Go-to-Market](https://www.gotomarketalliance.com/what-is-go-to-market-gtm-video/) (GTM) plans are a hallmark of every new product introduction, and yet all too often, organizations don’t have a clear concept of what a GTM plan should look like… or worse, the “plan” is just a tactical checklist of deliverables, campaign webinars, and maybe a few website updates. A great GTM plan becomes the backbone of any product launch. It provides a framework that specifies the most important elements for all functional areas involved. **It answers questions like:** - What are we selling? - Who’s going to buy it? - Why would they buy it? - How much will we expect them to pay? - How will they find out about it? - Who’s selling it? - How will we measure success? Getting all these common sense elements aligned seems like it should be easy. Yet, it’s surprising how many conflicting opinions, miscommunications, and unresolved questions lurk in the shadows when it comes to assembling this information. Before we talk about what’s needed for a rock-solid GTM plan, though, let’s establish the basic components of any GTM plan for a product launch. After that, let’s take a deeper look at what’s required to go beyond the templates to make your GTM plan a true backbone for your launch. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/04/Insider-gtma-5.png)](https://www.gotomarketalliance.com/insider-membership-plan/) ## Getting from “blank page” to a first draft of a plan Here are the six components that should be part of any GTM plan – especially for B2B and enterprise products: ### The target market So, who’s buying? Identify your [ideal customer profile](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/) and understand your buyer persona: their pain points and challenges, their preferences. To collect that market data, run surveys, talk to internal stakeholders, interview customers, attend events, conduct [win-loss calls](https://www.gotomarketalliance.com/podcast/using-win-loss-analysis-to-secure-your-competitive-advantage-with-nick-siddoway/), and engage with analysts and industry experts. Group your personas into segments based on commonalities in buying behavior. > *Oh, and when you’re done, don’t forget to test your hypotheses, too.* ### The value proposition Why are they buying? Put together an internal messaging framework that communicates a primary message, key benefits, and true differentiators. Align features, proof points, and customer stories to reinforce those points. Prune away any marketing fluff or inconsequential features that well-meaning extra chefs try to toss into the product descriptions you’re baking. ### The pricing and packaging What are they paying, and what do they get for their money? Understand your costs, your revenue targets, and the levers you have within the product. 💡 Then look for a pricing strategy that matches your goal of scaling up as you deliver more value. Compare what you assemble to the alternatives to make sure you’re not way over or under market expectations. Do what you can to test the price point before launch. ### The promotion How do they hear about it? The world won’t beat a path to your door for your better mousetrap. Find out what the product has for a marketing budget, or work backwards from targets and propose one. With [messaging](https://www.gotomarketalliance.com/top-10-messaging-examples-and-what-we-can-learn-from-them/) and budget in hand, go to your demand-gen team to devise initial campaign plans, be they driven by digital, print, social, event, direct mail, or account-based marketing. Get an idea for what content is needed to support that marketing mix, especially once you need to convert prospects from the shiny top-of-funnel campaigns to the middle of their buyer journey. ### The selling channels Who’s selling it? Call out approaches for options like value-added resellers, partners, white-labeling via OEMs, or pure digital sales. Consider multiple groups within your organization: account managers, business development, sales teams targeting your segment, or maybe that new SWAT tiger team that’s hitting up your base for upsell revenue. > *Recognize these answers may change for anything sold beyond your country’s borders.* ### Measuring success What’s the score? Track progress by assembling a set of quantitative measurements, however you formulate them: [KPIs, OKRs](https://www.gotomarketalliance.com/what-are-the-go-to-kpis-and-metrics-used-in-customer-success/), SMART goals, or simply key metrics. Define tools, methods, and clear ownership associated with collecting and analyzing that data – ideally via an accessible, actively refreshed report or dashboard that doesn’t depend on an external group to pull your results. *Whew.* As you see above, there’s a lot of information to gather for just the fundamental components of a GTM plan. It’s not something you whip together the weekend before that Monday kickoff meeting. Fortunately, [templates](https://www.gotomarketalliance.com/tag/templates/) (from GTMA, [PMA](https://www.productmarketingalliance.com), and elsewhere) can help you capture and represent these elements until you develop your own favorites. [8 innovative go-to-market strategy examples (with template)Unlock success with 8 inspiring go-to-market strategy examples. See how top brands launch products, engage audiences and drive growth.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-164.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/8-innovative-go-to-market-strategy-examples--with-template---2--2-5.png)](https://www.gotomarketalliance.com/8-innovative-go-to-market-strategy-examples/) ## Getting from “first draft” to a decent plan Following the templates can be a great way to get started as you collect all this information. Nevertheless, if you don’t also put some thought into the exercise, the templates can lead you astray. Go from information collection to creating a decent plan by taking into account these considerations. ### Consider the “jobs to be done” No one disagrees that making data-driven decisions is a good thing. With so much data available these days, however, it’s possible to miss the forest for the trees. If you are poring over product adoption metrics, analyzing market sizes, or compiling demographic and psychographic persona data, you might not learn your customers’ “*jobs to be done*”. Ask yourself and your teams: - What problem is this product solving? - What value are we delivering? - What’s the “*so what*” that our customers care about? Identify that kernel and use it to drive your value proposition and the rest of the messaging framework, which is the linchpin for the rest of the plan. ### Collaborate with your product and sales teams Avoid the temptation to create everything from within product marketing. Your product managers and developers may have already spent a lot of time talking to customers. 💡 Mind you, their focus has been on the users, while yours is on the buyers… but their discovery process still finds insights into what your customers are trying to solve. Likewise, your sales teams and their supporters are on the front lines, talking to customers every day. They have insights into larger trends, shared pain points, and other customer commonalities. They won’t be shy about pointing out flaws in your GTM plan. ### Invest your time in “outside-in” Above all else, make sure you get out of your organization’s ivory tower and talk to customers yourself. The info from those conversations with your [product teams](https://www.gotomarketalliance.com/uniting-product-led-and-sales-led-growth-models-in-the-saas-sphere/), sales reps, support teams, and industry analysts may certainly help, but the groupthink of your managers and peers from within your organization can lead you to unchallenged assumptions about what your customers value. **Ultimately, there’s nothing like sitting down with a customer or potential prospect for a sanity check on what you think is true.** So join sales meetings, give your presentations, handle win-loss calls yourself, be in the booth at that industry event, and set up individual interviews with customers and prospects outside of the sales cycle. [RevOps Architect vs. GTM Engineer: Redefining technical revenue leadershipSpencer Tahil dives into the differences between RevOps Architects and GTM Engineers, and why the real value comes from making a major mindset shift.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-166.png)GTM AllianceSpencer Tahil![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/measure-ai-effectiveness.png)](https://www.gotomarketalliance.com/revops-architect-vs-gtm-engineer-redefining-technical-revenue-leadership/) ## Getting from “decent” to a rock-solid plan All of the above is common sense not commonly practiced. Still, it’s not too different from what you’d read elsewhere about go-to-market planning. These last three points, however, can make the difference between a “decent” GTM plan that is at risk of faltering, and a rock-solid plan that your teams can rely on. ### You may own it… but that doesn’t mean you do it all. The easiest trap for product marketing to fall into is to attempt to be in charge of everything in the GTM plan. Other functions are famously capable of hand-waving away tasks and tough questions with a dismissive “*oh, that’s for product marketing.*” > *This abdication can bury the product marketing team under the weight of unachievable expectations for a launch.* The role of the launch leader is best described as making stone soup. Identify a team of stakeholders – ideally functional leaders or their designates – who will take ownership of their sections of the GTM plan. Put the onus on them to provide the strategy ingredients for readiness, and ask them to track their list of deliverables and milestones themselves or use a shared project manager. 💡 Working together with contributions from each team gets a final product everyone is proud to be a part of. Once your organization is mature enough, help establish a launch team outside of product marketing to be in charge of project management so you can focus on the GTM strategy as well as executing on product marketing deliverables. ### Use checklists… but don’t slavishly rely on them GTM plans often manifest as cookie-cutter spreadsheets with a grueling list of deliverables. Oh, and almost every item on that checklist is assigned to product marketing by default. “*Sorry, everyone, but that’s what the checklist says! So can we have those datasheets and videos by Thursday?*” To paraphrase Captain Barbossa, checklists are more what you’d call guidelines than actual rules. Use them to make sure you’re not missing any good ideas from the past, but resist the temptation to rely exclusively on them. It’s painfully easy for [launch managers](https://www.gotomarketalliance.com/refining-product-launches-and-optimizing-success/) to fall back on tried-and-true checklists, and to dive into the tactics of a launch, without considering the larger context and strategy of a go-to-market plan. > *Each launch is different. Deliverables must have a purpose and a priority, or else your team is just committing random acts of marketing.* ### Get executive sponsorship, input, and buy-in… or force their hand. If you’re fortunate, your leadership team uses a new product introduction process to greenlight new ideas. They vet new product ideas at their inception, commission others to elaborate on the project scope and feasibility, then follow progress through delivery, with check-ins or stage exits along the way. Smaller or fast-moving companies, however, may not inject such rigor in their product introduction process. > *That means it’s dangerously easy for products to make their way forward from a development team without alignment on their raison d’etre.* Find the executive who cares about this product’s success. Maybe the CTO or head of product has been championing its on-time delivery for months. Perhaps your head of sales is depending on the product for her third-quarter forecast. Your CEO may even be the one watching closely. Get them to validate your strategy, to articulate target metrics, and to wrangle other [executive stakeholders](https://www.gotomarketalliance.com/the-power-of-stakeholder-management-a-key-to-successful-product-marketing/) who disagree. Failure to do this puts you at the mercy of unattainable expectations. But what if you can’t find an executive invested in this product’s successful launch? Then it’s time to question why you – or anyone, really – are spending any time on the project in the first place. [The Cross-Functional Go-to-Market PlaybookDid you know only 33% of PMMs have a defined Go-to-Market strategy? At Go-to-Market Alliance, we don’t think that’s good enough. There’s a lot of confusion around what Go-to-Market is, who does it and how it benefits growth and revenue. We’re here to change that.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-167.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Cross-Functional_GTM_Playbook_2022_Blog_2.png)](https://www.gotomarketalliance.com/the-cross-functional-gtm-playbook/) ## You can’t guarantee success, but you can mitigate risk No GTM plan is truly bulletproof. Market conditions change. Products get delayed. Executive sponsors change their mind. Companies pivot. Nevertheless, armed with a rock-solid, documented go-to-market strategy, you’re better able to navigate those unforeseen obstacles and reduce chaos. **Why?** As President Eisenhower once said, “*Plans are worthless, but planning is everything.*” The process of gathering information, exploring options, and achieving alignment results in a plan of record – one that [cross-functional leaders and execs](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/) have contributed to and agreed is the source of truth. When circumstances do change, cut down on the corporate game of telephone with some effective change management, and drive everyone back to the plan. That way, you’ll give your product launches the best opportunity to succeed. ## Go-to-Market Certified: Masters Having a strong go-to-market strategy helps to elevate and align product, marketing, and revenue teams to established goals, narratives, and motions related to new product offerings. 💡 It ensures everyone understands exactly what you’re doing, why you’re doing it when you’re doing it, who you’re doing it to, and how you’ll do it. That’s why it’s so important to get right. And what better way to truly optimize your GTM strategy than taking our Go-to-Market Certified: Masters course? This course will help you: - Grasp a proven product launch formula that’s equal parts comprehensive, repeatable, creative, and collaborative. - Gain the expertise and know-how to build and tailor an ideal product blueprint of your own. - Equip yourself with templates to facilitate a seamless GTM process. So what are you waiting for? [Get certified](https://certified.thealliance.io/payment?product%5Fid=go-to-market-certified-masters) [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/04/Insider-gtma-4.png)](https://www.gotomarketalliance.com/insider-membership-plan/) --- ### How SAP relaunched with zero extra headcount URL: https://www.gotomarketalliance.com/how-sap-relaunched-with-zero-extra-headcount/ Last updated: 2026-07-10T15:00:11.000Z There's a question I like to ask whenever I'm in a room full of [enablement](https://www.gotomarketalliance.com/mastering-product-enablement-best-practices-for-product-growth/) and [revenue](https://www.gotomarketalliance.com/fueling-revenue-growth-with-the-gtm-funnel/) operations professionals: > How many of you work for a company planning to launch a new product in the next 12 months? Almost every hand goes up. Then I ask a follow-up: > Keep your hand up if you feel like your field is already ready to deliver that product to market at full potential. The hands drop. Almost all of them. That gap, between the [product shipping](https://www.gotomarketalliance.com/product-led-and-sales-led-growth-why-your-gtm-strategy-needs-both-2/) and the field actually being ready to sell it well, is where so much go-to-market potential gets lost. And I'd argue it's a structural problem. One that enablement and revenue operations teams are uniquely positioned to solve, if they're willing to move upstream. ## The real reason product launches underdeliver Here's what I've seen happen, more times than I'd like to admit. The product ships on time. Eighty percent of the features are there, the field assets are ready, and yet the actual go-to-market underdelivers. Why? Because the assumption baked into most launch processes is that the field will somehow bridge the gap. That your account executives will figure out the [positioning](https://www.gotomarketalliance.com/positioning-and-messaging-in-the-startup-space/) questions that leadership never resolved. That your solution architects will demo a product they haven't had time to properly explore. That the momentum of launch day will carry everyone through. It doesn't. And the teams left holding the mess are usually us. What I want to make the case for is a different role for enablement and [RevOps](https://www.gotomarketalliance.com/revops-architect-vs-gtm-engineer-redefining-technical-revenue-leadership/). One where we're involved earlier, contributing more meaningfully, and doing the kind of work that actually shapes whether a launch succeeds. Think of it as moving from cleanup crew to architect. We're in a genuinely unique position to do this. We see how SDRs are running outbound. We understand how solution consultants structure demos. We know how account executives are managing their territories. That cross-functional visibility, that ability to see the whole field at once, is something very few other teams have. And if we bring that perspective upstream into the [launch](https://www.gotomarketalliance.com/beyond-the-launch-unlock-the-levers-to-drive-real-revenue-growth/) process, we can surface the hard questions before they become expensive problems. [The pressure test: five ways to check a launch is readyAssess true launch readiness through five lenses: assumptions, dependencies, decisions, handoffs, and reviews.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-320754da-76ae-495f-bddd-6ff19d8e53de.png)GTM AlliancePawan Kumar Suresh![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Michal--1--f3eb09ca-8226-4299-a9ec-041e7fddb000.png)](https://www.gotomarketalliance.com/five-ways-to-find-a-launchs-weak-point-before-customers-do/) ## What we did at SAP Customer Experience Let me give you some context, because I think it helps to see this grounded in a real situation rather than theory. I work for SAP Customer Experience, specifically the part of the business that handles marketing automation. We came into SAP through the [acquisition](https://www.gotomarketalliance.com/all-you-need-to-know-about-customer-acquisition/) of a company called Emarsys, and I joined in 2024 to co-lead the integration into SAP CX. In February this year, three things happened simultaneously. We rebranded. We launched a new product, which we now call the Engagement Cloud enterprise edition. And we integrated our field organizations, collapsing a 200-person Emarsys field team into the broader CX field. Three things at once. It was, to put it mildly, a lot. We didn't get extra headcount to manage it. What we did get was a chance to rearchitect how enablement and rev ops showed up in the process. And that meant doing some internal lobbying first, making the case that the current way of operating simply wasn't going to deliver the numbers the business was expecting. What follows are the three plays we used. I'd encourage you to think about how you might adapt them for your own context. ## Play one: the GTM lift assessment Before anything else, I want to flag something important. This kind of assessment isn't something you'd run for every product update or minor feature release. If your product is constantly shipping innovations, and most of ours are, you need to be selective. My recommendation is to establish two tiers of [product launches](https://www.gotomarketalliance.com/product-launches-how-to-resource-differentiate-and-maintain-momentum/). Tier A launches are the ones that will make or break your number this year. Those deserve the full treatment. Everything else can be handled with a lighter-touch approach. And one of the first contributions enablement and rev ops can make is helping the organization decide which launches belong in which tier. For your Tier A launches, the [GTM](https://www.gotomarketalliance.com/gtm-engineering-the-simple-solution-everyones-making-complicated/) lift assessment is where you start. The purpose is simple: surface the hard decisions and disagreements early, rather than letting them land on the field at the worst possible moment. Here's how we ran it. In July 2025, we brought together senior leaders from services, revenue, marketing, and product. Every C-suite and C-minus-one leader was asked to complete a pre-workshop survey. Crucially, we ran it anonymously. That matters more than it might sound. When we looked at the results, the variance was striking. Our [marketing team](https://www.gotomarketalliance.com/a-marketing-leaders-guide-to-messaging-and-positioning/) scored brand fit very highly. Other teams disagreed significantly. If we hadn't done this anonymously, people would have felt linked to their scores, almost as if they were marking their own homework. Anonymity lets the real picture emerge. We presented the results as a radar chart, a composite of all the different responses, at the start of our in-person session. The point of that chart isn't the average score. It's the shape. The variance between different leaders' views is where the real insight lives. Questions like: do we genuinely have the competitive right to win in this space? Is there real alignment between our brand positioning and how the revenue team is thinking about this? Those conversations are uncomfortable. But having them in a structured workshop in July is a lot better than having them surface through lost deals in Q4. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.gotomarketalliance.com/pro-plus-membership/) ## Play two: the structured workshop Once you've run the assessment and you understand where the disagreements are, the next step is getting the right people in a room to work through them. We had over 20 executives involved, and we organized the work into five streams. I won't go through every detail, but the most important learning here is this: pre-agree on the output before the workshop starts. Each stream had a templated output format, which meant the discussions produced clear actions and, more importantly, clear dates. By when does this disagreement need to be resolved? Who owns it? What does "resolved" actually look like? The five streams we worked through covered [positioning](https://www.gotomarketalliance.com/positioning-finding-a-place-for-your-product/), launch strategy, commercialization, implementation model, and migration strategy. That last one matters a lot if you have an existing product in the market. What happens to the customers already on the old version? Get ahead of that question early, because your field will definitely be asked it. _This post is for paying subscribers only._ ### The rise of go-to-market engineering: The first AI-native career URL: https://www.gotomarketalliance.com/the-rise-of-go-to-market-engineering-the-first-ai-native-career/ Last updated: 2026-07-17T13:41:00.000Z There's a term gaining serious traction in revenue circles right now: [go-to-market engineering](https://www.revenueoperationsalliance.com/gtm-engineering-growth-playbook-of-the-future/). And if you've been hearing it more frequently but aren't entirely sure what it means or where it came from, you're not alone. The concept is still relatively new, and the role itself is still taking shape across organizations. But make no mistake, it's already reshaping how the fastest-growing companies build their revenue functions. I was one of the first go-to-market engineers at Clay, so I've had a front-row seat to how this has evolved. Here's what I've seen, what I believe is driving this shift, and where I think it's all heading. ## What go-to-market engineering actually is Let's start with the definition, because there's still a lot of confusion around the term. Go-to-market engineering is the practice of applying engineering principles, automation, and [AI](https://www.revenueoperationsalliance.com/ai-for-revenue-leaders-survey-2026/) to [sales](https://www.revenueoperationsalliance.com/sales-metrics-outputs-over-inputs/) and [marketing](https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/) processes to build scalable, data-driven revenue systems. That's the cleanest way I can put it. It's about taking the kind of systematic, iterative thinking you'd find in an engineering team and applying it to the problems that sales and marketing teams face every day: prospecting, outreach, personalization, segmentation, campaign execution. The goal is to build systems that scale without simply throwing more headcount at the problem. But we didn't always have this term or this role. Before go-to-market engineering became a thing, there were people doing adjacent work under different titles. Growth engineers. Revenue operations analysts. Marketing operations engineers. Automation engineers. These folks were building [workflows](https://www.revenueoperationsalliance.com/20-automation-workflows/), connecting tools, and trying to automate the more manual, repetitive parts of the sales and marketing process. They were the tinkerers. The ones who figured out that you could stitch together a Zapier workflow with a Google Apps Script and save your SDR team hours of manual research every week. The pre-go-to-market engineering stack looked something like this: traditional data sources and [CRMs](https://www.revenueoperationsalliance.com/your-crm-data-isnt-accurate/) like Marketo, HubSpot, and Salesforce; orchestration tools like Zapier for no-code automation, or Replit and Google Apps Script for more complex logic; and then output destinations like Google Sheets or modern sequencers like Instantly or SmartLead. It worked, but it was fragmented and required a lot of manual intervention to keep everything running. [![AI for GTM Summit San Franciso, September 22 and 23](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/07/_META---AI-for-GTM-Summit.png)](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=article&utm%5Fmedium=gtm%5Farticle&utm%5Fcampaign=ai-for-gtm-san-fran-2026) Join us in San Francisco! ## Where the term actually came from Like a lot of great ideas, this one started in a Slack channel. When Clay's co-founders Karim and Varun were building out Clay's first go-to-market team, they were trying to put a name to something they were observing in their earliest customers. They needed a term that captured what these people were actually doing, because the existing labels didn't quite fit. For context, Clay originally launched in 2017 and iterated over time. By around 2022, it had found a niche as a no-code workflow automation and list-building tool. The two main things it did well were helping teams find or import lists of contacts and then enrich those lists using over 50 different data sources. Sales teams, marketing teams, and even recruiting functions were using it for exactly that. Then November 2022 happened. [ChatGPT](https://www.revenueoperationsalliance.com/leveraging-chatgpt-for-comparative-analysis-of-gtm-software-solutions/) launched, and with it came the GPT-3.5 model. And that changed everything. For the first time, there was a low-cost, easily integratable generative AI API that could be dropped into these workflows to produce high-quality outputs. Clay, and tools like it, transformed almost overnight from list-building and enrichment platforms into full go-to-market workflow platforms. Suddenly, you could build a list of contacts, enrich it with data from dozens of sources, run that data through an OpenAI, Claude, or Gemini model to generate personalized research or messaging, and then export the whole thing directly to your CRM or sequencer. End-to-end. Automated. Two things made this resonate so strongly with the market. The first was one-to-one personalization at scale. Before this, go-to-market teams basically had two options: send a small volume of highly personalized messages that required hours of manual research per contact, or send high-volume generic messaging and hope something landed. The emergence of generative AI in these workflows made a third option possible: genuine personalization, at scale, without the manual research burden. The second was the commoditization of [go-to-market](https://www.revenueoperationsalliance.com/analysis-of-go-to-market-for-top-ai-first-products/) tactics. The half-life of any given sales play had been shrinking for years. What gave you a competitive edge for an entire quarter a few years ago was now lasting weeks, sometimes days. The old playbooks were falling flat. Teams needed a way to spin up new campaigns and plays in days, not weeks, and that's exactly what this new generation of tooling made possible. [How SAP CX relaunched with zero extra headcountRebrand, new product, 200-person team merger: all at once.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-a89125fa-ad87-4130-b0a9-5c53cbeb1714.png)GTM AllianceViktor Mach![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Adetoro-dad627ac-5ab4-4b7e-aa70-0b9966c4e921.png)](https://www.gotomarketalliance.com/how-sap-relaunched-with-zero-extra-headcount/) ## How organizations are restructuring around this role If you look at how a typical go-to-market function was structured before this shift, you'd see something familiar: large SDR teams armed with ten or more tools for research, prospecting, and outreach, all working to book meetings for AEs, with revenue operations or marketing operations serving as the connective tissue holding everything together. That structure is changing. Today, we're seeing smaller groups of go-to-market engineers using a tighter stack, typically something like Clay, a CRM, and a sequencer, to run outbound at scale and feed a leaner sales team. The ratio of engineers to output has shifted dramatically. And the reason is straightforward: in the old model, scaling revenue meant scaling headcount. With go-to-market engineers leveraging AI and [automation](https://www.revenueoperationsalliance.com/20-automation-workflows/), the ceiling on output is largely a function of creativity, not team size. That's a meaningful shift. The only thing stopping you from scaling your go-to-market motion is how many good plays you can think of and execute. That's a very different constraint than "how many SDRs can we afford to hire." ## The two organizational models we're seeing Across the companies adopting go-to-market engineering, two primary models have emerged for where this function lives. ### **Model one: go-to-market engineers inside revenue operations** Companies like Anthropic, Intercom, and Canva have taken this approach. It works well because revenue operations already owns data pipelines and data quality. Embedding a go-to-market engineer there removes the translation layer between identifying a problem and building a solution. There's no "here's what we need" followed by a lengthy back-and-forth before anything gets built. The person who understands the problem is also the person building the fix. ### **Model two: go-to-market engineers inside the growth organization** Companies like Verkada, Rippling, and Ramp have gone this route. The logic here is that embedding technical talent alongside demand generation unlocks ideas that traditional marketers might never attempt. Programmatic landing pages, real-time intent harvesting, dynamic campaign logic: these kinds of outputs become feasible when you have someone who can actually build them sitting in the same room (or Slack channel) as the people thinking about the pipeline. Both models work. The right fit depends on where the biggest bottlenecks are in your organization and where the go-to-market engineer can have the most direct impact. [The pressure test: five ways to check a launch is readyAssess true launch readiness through five lenses: assumptions, dependencies, decisions, handoffs, and reviews.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-ec6162f1-9709-42a9-811e-61d5a5b0c08b.png)GTM AlliancePawan Kumar Suresh![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Michal--1--fcfadef7-eb86-41e1-bf0a-31a7620ac933.png)](https://www.gotomarketalliance.com/five-ways-to-find-a-launchs-weak-point-before-customers-do/) ## Who's becoming a go-to-market engineer? The backgrounds are genuinely diverse, and that's one of the more interesting things about this role. You'll find product designers with startup experience and a DIY mindset. You'll find rev ops professionals who already understand the go-to-market context and are learning to build on top of it. You'll find AI engineers who have a genuine interest in sales and marketing and want to apply their technical skills in a commercial context. But across all of those backgrounds, a few common traits show up consistently in the best go-to-market engineers I've seen. They think in systems. They don't approach problems in isolation. When they're solving a prospecting problem, they're thinking about how it connects to the enrichment layer, the messaging layer, the CRM, the sequencer, the feedback loop. Everything is part of a larger system. They have a go-to-market context. Whether they've worked in a customer-facing role, in rev ops, or in marketing operations, they understand what go-to-market actually means in practice. They know what a good lead looks like. They know what makes a message land. And they're creative. This might be the most important trait of all. The ability to bridge raw data and creative ideas, to look at a dataset and imagine a campaign that nobody else has run yet, that's what separates a good go-to-market engineer from a great one. ## What's coming next This is where things get genuinely interesting. These are my views, not certainties, but they're grounded in what I'm already seeing emerge. ### **Distribution is the new moat** AI has dramatically lowered the barrier to entry for building software. Engineers can ship faster, features can be replicated more easily, and the product advantages that used to take years to build are becoming easier to close the gap on. As a result, I think we'll see more companies treat their go-to-market motion itself as their primary competitive differentiator. How you reach your market, with what data, through what channels, and with what level of precision, that becomes the edge. This connects to what I'd call "go-to-market alpha": approaching segmentation and outreach using unique data points that AI can infer, rather than relying solely on static firmographic data. Instead of filtering for "restaurants in a given zip code," you might look for restaurants that have recently launched on DoorDash, or that have a rating above a certain threshold, or that show some other behavioral signal that an AI model can surface. That kind of precision wasn't feasible before. It is now, and it's only going to become more accessible. ### **The shift toward agentic workflows** Right now, most go-to-market engineering work is deterministic: you build a workflow, it runs the same way every time, and you iterate on it manually based on what you observe. I think we'll see a meaningful shift toward agentic workflows, where AI agents handle more of the actual execution within those workflows. But I don't think deterministic workflows disappear. What I expect to see is a hybrid model: agents embedded within deterministic frameworks, so you get the flexibility and intelligence of an agent with the guardrails and structure of a defined workflow. A research agent might handle one stage of a workflow before handing off to a more rigid automated process, for example. ### **Reinforced learning in go-to-market workflows** Today, the feedback loop in any go-to-market workflow runs through the go-to-market engineer. They gather data on what's working, make adjustments, maybe run an A/B test, and iterate. I think we'll see workflows that can capture feedback in real time and incorporate it into their own logic, essentially improving themselves continuously rather than waiting for a human to intervene. That's a significant shift in how these systems operate. ### **AI-driven segmentation** Rather than relying on firmographic data points that exist in databases, we'll see AI agents go out and find data points that don't exist anywhere yet. As the cost of AI continues to fall, the ability to generate unique, inferred signals about individual companies will become a core part of how go-to-market teams think about who to target and when. ### **Go-to-market engineers building rep interfaces** This one is a bit further out, but I think it's coming. Today, the data that reps need and the actions they need to take are spread across multiple tools and platforms. The interfaces themselves are rigid and one-size-fits-all. I think go-to-market engineers will increasingly get involved in building the UI layer that sits in front of their back-end systems, using tools like Replit or Lovable to create custom interfaces that reflect how their specific team actually works. The go-to-market engineer has the business context to build these interfaces efficiently, and the no-code and natural language-to-code tools now make it feasible without a dedicated front-end engineer. [why go-to-market execution fails and how leaders fix itThe hardest leadership skill in tech is compassionate self-awareness. Learn how self-compassion builds trust and drives sustainable performance.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-d4e544bf-098d-4a98-b26d-2828fa5d13d1.png)GTM AllianceMichal Lasman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Michal-bbd47ab8-053d-4ee0-989d-d82301b8db68.png)](https://www.gotomarketalliance.com/trust-as-a-leadership-practice-in-tech/) ## The human element isn't going anywhere One thing I want to be clear about, because I think it gets lost in conversations about AI and automation: the human element in go-to-market remains essential. Maybe more so than ever. At Clay, we're actually anticipating that the rise of go-to-market engineering will lead to more emphasis on in-person events, not less. The automation handles the preparation and the follow-up. The human connection happens in the room. Here's a concrete example. For our first user conference in San Francisco, we used Clay to take the attendee list, understand who was coming, whether they were current customers, and what their business objectives were. That meant walking into the event knowing who I wanted to talk to and what mattered to them. After the event, we had a workflow where anyone you met could have their contact information photographed, sent to Clay, extracted, matched against Salesforce, and followed up with automatically if they weren't already in the system. And the human-in-the-loop piece: I'd get a Slack message on Thursday morning saying, "You met this person at the conference, do you want to send them this email?" A simple yes or no. The system does the heavy lifting. The judgment call stays with a person. That matters. CRMs will never capture everything. Business gets done over text messages that aren't logged, in hallway conversations, and over dinner. Without that context, even the best AI model can't tell you whether sending a follow-up email is going to strengthen a relationship or damage it. The human judgment layer isn't a limitation to be engineered away. It's a feature. ## A genuinely new kind of role Go-to-market engineering is the first AI-native career. The role was shaped by AI from the start, not adapted to accommodate it after the fact. And the people who thrive in it are the ones who can hold both sides of the equation: the technical ability to build systems and the creative, commercial instinct to know what those systems should actually do. If you're thinking about where this fits in your organization, start by looking at where your biggest go-to-market bottlenecks are. Is it the quality of your targeting data? The speed at which you can launch new plays? The personalization of your outreach? The coherence of your follow-up across channels? Those are the problems a go-to-market engineer is built to solve. --- ### Want more on this topic? Ashleigh Bilodeaux, GTM AI Engineer at Zoom, opens AI for GTM Summit with "The rise of the GTM AI engineer," tracing the move from manual GTM workflows to AI-native RevOps. The two sessions right after go practical: designing AI agents that drive pipeline (9:45 am), and a panel on the architecture behind AI-native GTM (10:15 am). San Francisco, September 22 and 23\. Save $200 before the price goes up. [Grab your seat](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=article&utm%5Fmedium=gtm%5Farticle&utm%5Fcampaign=ai-for-gtm-san-fran-2026) ### GTM Festival London, June 2026 | OnDemand URL: https://www.gotomarketalliance.com/gtm-festival-london-june-2026-ondemand/ Last updated: 2026-06-25T13:26:33.000Z _This post is for paying subscribers only._ ### Five ways to find a launch's weak point before customers do URL: https://www.gotomarketalliance.com/five-ways-to-find-a-launchs-weak-point-before-customers-do/ Last updated: 2026-06-24T08:13:12.000Z Most launch teams don't fail because they ignored strategy. They fail because they mistake activity for readiness. On paper, everything can look fine. [Messaging](https://www.gotomarketalliance.com/top-10-messaging-examples-and-what-we-can-learn-from-them/) is nearly done. [Sales enablement](https://www.gotomarketalliance.com/what-is-sales-enablement/) is “on track.” [Content](https://www.gotomarketalliance.com/content-led-go-to-market-a-case-study-with-gaston-tourn/) is in progress. [Product](https://www.gotomarketalliance.com/product-marketing-labs/product-led-positioning-aligning-strategy-with-organizational-evolution-product-marketing-labs/) says the release is stable enough to move forward. The weekly launch meeting sounds healthy. The tracker is full of green. Then, usually later than anyone would like, the real issues show up. A key assumption was never actually shared across teams. A dependency was known by one function but invisible to another. A handoff technically happened, but the receiving team still had to reconstruct context before they could use it. [Leadership](https://www.gotomarketalliance.com/gtma-contributor-case-study-with-anne-hunter/) got updates, but not the kind that made decisions easier. That is why I think launch readiness is best treated as a systems problem. Product marketers are often in a better position to see that than they realize. They sit close enough to strategy to understand what the launch is trying to achieve, and close enough to execution to notice where coordination is becoming fragile. [Turning launches into repeatable revenue moments | GTM LabsElevate and standardize your entire organization’s go-to-market skillset and watch your revenue streams rocket. GTM Alliance is \*the\* platform of choice.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-1e29a38b-3530-447e-a036-708de8bd3ae3.png)GTM AllianceGo to Market Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Virtual_Workshop_Meta_2--1--1-998b3ad6-c189-4fb4-934e-7b74b194f3bd.png)](https://www.gotomarketalliance.com/go-to-market-labs/turning-launches-into-repeatable-revenue-moments-gtm-labs/) The challenge isn't simply identifying that launches are complex. Most teams already know that. The challenge is creating a practical way to assess whether a launch is truly ready. The model I keep coming back to has five lenses: - Shared assumptions - Dependency visibility - Decision readiness - Handoff completeness - Readiness-review quality Used together, they create a much clearer picture of whether a launch is actually prepared to move. ## 1\. Shared assumptions The first question I ask in any launch process is simple: are teams working from the same version of reality? This sounds basic, but it is one of the most common sources of launch friction. One group thinks the target date is fixed. Another thinks it is still flexible. Product believes the scope is effectively locked. Marketing assumes one more round of change is still possible. Legal review is treated by one team as routine and by another as the actual bottleneck. The problem isn't that teams disagree loudly. The problem is that they often don't realize they are operating from different assumptions until the differences start creating delays. [Beyond the launch: Unlock the levers to drive revenue growthDiscover how product marketers can drive revenue growth, boost pipeline, and impact sales velocity beyond the product launch.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-86abb17f-459f-4002-95f2-f975bccbdfee.png)GTM AllianceEd Cho![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---Beyond-the-launch-Unlock-the-levers-to-drive-real-revenue-growth-1-790c153e-e69f-460e-80d0-0de5928e3cc4.png)](https://www.gotomarketalliance.com/beyond-the-launch-unlock-the-levers-to-drive-real-revenue-growth/) What this looks like in practice varies by company size. In a smaller organization, assumption drift usually shows up in verbal alignment that was never actually documented. In a larger company, it often shows up in multiple teams using different “source-of-truth” artifacts that are all slightly out of date. What good looks like isn't endless documentation. It is a small number of assumptions being made explicit early: - What is actually locked? - What is still open? - What approval gates remain? - What would force a date change? - What is the threshold for saying the launch can proceed? If teams cannot answer those consistently, the launch is carrying more risk than the status meeting probably reflects. ## **2\. Dependency visibility** The second lens is whether teams can actually see the dependency chain clearly enough to manage it. A lot of launches feel healthy because each function can point to work in progress. Product is moving. Marketing is moving. Enablement is moving. Operations is moving. But launches don't succeed because functions are busy in parallel. They succeed because dependencies are visible early enough to be managed. One of the most common patterns in [launch](https://www.gotomarketalliance.com/refining-product-launches-and-optimizing-success/) trouble is when a team thinks it is waiting on a task, but it is actually waiting on a decision. Another is when upstream work is marked complete, but downstream teams still don't have what they need to move. That distinction matters. For example, “messaging delivered” does not help much if product still expects material claim shifts. “Enablement started” does not help if regional teams are still waiting for approved [positioning](https://www.productmarketingalliance.com/your-guide-to-positioning/). “Sales training scheduled” does not help if the final packaging of the [launch narrative](https://www.productmarketingalliance.com/one-story-many-chapters-shaping-consistent-narrative-through-a-rapid-launch-schedule/) still depends on unresolved product or legal inputs. The practical test here is to ask: - What are the top three launch items that cannot move unless something else happens first? - Which of those dependencies are visible to everyone, and which are mostly tribal knowledge? - If one of them slips by a week, who feels it first? When dependency visibility is weak, teams usually overestimate readiness. They see motion inside their lane and assume the larger system is stable. It often isn't. ## **3\. Decision readiness** A launch can have a lot of information and still be poorly managed. That usually happens when teams are escalating updates instead of decision-ready information. Decision-ready information has structure. It tells leadership or partner teams: - What the issue is - Why it matters - What options exist - What tradeoff those options create - What decision is needed now Without that, meetings get filled with half-formed status language: - “Messaging is still being refined.” - “There are some open items.” - “Timing is under discussion.” - “We’re close.” All of those can be true and still be operationally useless. A stronger version sounds more like this: - Messaging can be finalized by Thursday if claim language is approved by Tuesday; otherwise, enablement shifts by one week. - We have two realistic launch-date options: one preserves external timing but compresses internal readiness, and the other adds one week but reduces downstream risk. - Regional rollout can proceed on schedule, but only if training content is frozen by Friday. That kind of framing does two things. First, it makes it easier to decide. Second, it exposes whether the team actually understands the relationship between the issue and the launch. A good diagnostic question here is: **If leadership asked for a recommendation today, could the team explain not just what is happening, but what choice should be made and why?** If not, the launch may have updates, but it does not yet have decision readiness. ## **4\. Handoff completeness** This is usually where launches quietly break. A handoff is often treated as complete when something has been sent. In reality, a handoff is only complete when the next team can use what they received without guessing, reconstructing context, or doing avoidable rework. That means a handoff isn't complete just because: - A file was shared - A deck was presented - A meeting happened - A version was labeled “final” A genuinely complete handoff answers questions before the next team needs to ask them: - Is this final or likely to change? - What is approved versus still under review? - What changed from the last version? - What assumptions should the receiving team work from? - Who owns follow-up if a new issue appears? This matters at every interface: - Product to PMM - PMM to content - PMM to enablement - Legal to commercial teams - Central teams to regional teams - Launch working groups to leadership In smaller companies, incomplete handoffs often show up as context living in one person’s head. In larger ones, they show up as excessive translation work between functions that should have been done upstream. One useful test is to ask: **If the receiving team had to act on this immediately, what would they still need clarified first?** If the answer is “quite a bit,” the handoff was only technically complete, not operationally complete. ## **5\. Readiness-review quality** The final lens is the quality of readiness reviews themselves. A lot of launch meetings are really status meetings with a readiness label. People report progress, issues get mentioned loosely, and the group leaves with more actions but not necessarily more clarity. A true readiness review does something different. It creates an honest picture of launch stability. The most useful readiness reviews usually answer: - What is truly ready? - What isn't ready? - What is blocked? - What changed since the last review? - What assumptions are now at risk? - What would break first if we launched today? That last question is especially revealing. Teams often respond in one of three ways. Sometimes they answer immediately, which usually means they already know where the fragility is. Sometimes they debate the answer, which means risk visibility is uneven. And sometimes nobody can answer cleanly, which is usually the clearest sign that the launch is being managed through momentum rather than structure. The follow-up matters just as much as the question itself. Once a likely failure point is identified, the team needs to decide: - Is this an acceptable risk? - Can it be mitigated before launch? - Does it require escalation? - Does it change sequencing, scope, or readiness criteria? Without that step, readiness reviews become a way of surfacing risk without actually managing it. ## **Why this framework matters** What I like about these five lenses is that they are practical without being heavy. They don't require a massive transformation effort. They simply force the team to assess launch readiness through the places where it most often breaks: - Assumptions - Dependencies - Decisions - Handoffs - Review quality That is also why [product marketers](https://www.gotomarketalliance.com/product-marketing-labs/product-led-positioning-aligning-strategy-with-organizational-evolution-product-marketing-labs/) can be so influential here. They are often close enough to the strategy to understand what the launch needs to accomplish, and close enough to execution to see where coordination is drifting before the consequences are obvious. That makes them more than owners of messaging. At their best, they help the organization build the conditions for a launch to move cleanly. ## **What to do with this tomorrow** If you want to use this framework immediately, start with one live launch and ask: 1. What assumptions are still implicit? 2. Which dependencies are underexposed? 3. Are we escalating updates or decisions? 4. Which handoffs would fail an immediate-use test? 5. If we launched today, what would break first? You don't need to solve everything at once. Even getting sharper on one of those questions usually improves the quality of launch execution. Most launches don't fail because teams lack effort. They fail because the coordination model is weaker than [the launch demands](https://www.gotomarketalliance.com/product-launch-metrics-you-cant-ignore/). And when product marketers help strengthen that model, they are doing something far more valuable than just supporting the launch. They are improving the system on which the launch depends. ### Why go-to-market execution fails and how great leaders fix it URL: https://www.gotomarketalliance.com/trust-as-a-leadership-practice-in-tech/ Last updated: 2026-06-24T11:32:20.000Z We talk a lot about resilience in tech. About moving fast, staying agile, and leading through the unknowns. We talk about building high-performing teams and delivering results. About psychological safety, servant leadership, and [creating cultures](https://www.gotomarketalliance.com/how-to-build-a-culture-that-values-customer-interaction-in-product-led-growth/) where people can do their best work. But there's one capability that underpins all of it, and it rarely comes up in leadership development conversations. Compassionate leadership and the self-awareness it requires. I've been studying and practising mindful self-compassion for over a year now. It started as something personal during my executive coaching studies, at first it felt like an additional layer to add on top of my skills, my knowledge, my background leading GTM and product marketing in complex tech SaaS companies. What I didn't expect was how completely it would reframe the way I think about leadership itself. Spoiler: it's not an add-on. It's the heart and the infrastructure. This is what I've learned. ## The misconception that's costing leaders When most people hear "compassionate leadership," they think softness. Lowering the bar. Agreeing to everything. Avoiding conflict. Being the leader who never says the difficult thing. It's the opposite. Rasmus Hougaard, who has studied compassionate leadership extensively, defines it as the ability to do hard things in a human way, combining warmth with directness, care with high standards, and presence with courage. It is not about being nice. It is about being real and speaking your mind at the right moment. The [Mindful Self-Compassion (MSC) methodology](https://positivepsychology.com/mindful-self-compassion/) adds a critical layer that I would like to bring to your attention: compassionate leadership starts from the inside. You cannot consistently lead others with compassion if you are at war with yourself. > **Treating yourself with the same kindness and understanding you would offer a trusted colleague, while remaining fully accountable, is not a personal practice separate from your leadership. It is the foundation of it.** As a [GTM](https://www.gotomarketalliance.com/gtma-contributor-case-study-with-anne-hunter/) and [product marketing ](https://www.gotomarketalliance.com/product-marketing-from-startups-to-corporate/)leader, I see this tension every day. On one hand, the need for deep tech and business expertise, the ability to zoom out, understand the bigger picture, and build a strategic plan that connects product, market, and revenue. [AI-Driven Product Marketing eBookYour hands-on guide to unlocking the full power of generative AI across every facet of product marketing. From crafting personalized messaging to automating competitive analysis, this playbook shows you how today’s leading marketers are using AI to scale impact without scaling headcount. What you’ll learn Understand generative![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-fd2efc99-e76e-498c-8fa0-0f99cf0a132d.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_AI_Driven_PM_2025_Meta-6892b201-f46e-4629-a446-a7fc72c01844.png)](https://www.gotomarketalliance.com/ai-driven-product-marketing-ebook/) On the other hand, the hardest part: actually leading and executing that plan across functions, with incomplete information, competing priorities, and a team looking to you for direction even when you don't have all the answers. This is where most marketing and GTM leaders find the gap. Not in strategy, but in the space between knowing what needs to happen and being able to lead people through the uncertainty of making it happen. That gap is being able to first trust ourselves, our inner wisdom, gut feeling, intuition, and then with compassion toward ourselves, finding the way to lead others. Listen actively, not to respond or to shut down a discussion, but to truly understand the emotions behind what has been said. Having this deep understanding of the '[why](https://www.gotomarketalliance.com/why-most-customer-research-fails-to-change-strategy/)', the root cause of a situation at work, can help leaders move better and faster tremendously. But often we get caught in the need to deliver, to bring results, and that causes us to miss important information. It raises our inner critic and actually harms our ability to lead. It seeds doubt. [The Faster Go-to-Market PlaybookHow leaders use AI to scale fast from day one![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-cdfdb862-a949-44c2-b748-752c77e40d86.png)GTM AllianceGo to Market Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Whitepaper_Meta_-df00c32c-9133-4080-801a-cf7a3f0d5a4e.png)](https://www.gotomarketalliance.com/stripe-faster-go-to-market-playbook/) ## What the research actually says Dr. Neff, the pioneering researcher behind the MSC method, consistently shows that people with higher levels of self-compassion demonstrate greater emotional resilience, more accurate self-perception, and stronger motivation to learn and grow after failure, not less. > Self-criticism is more likely to lead to avoidance and fear-based behaviour, while self-compassion creates the psychological safety needed to take honest stock of a situation and respond effectively. Tara Brach, psychologist and one of the leading teachers of mindfulness and compassion practices in the West, frames it this way: the inner critic, that relentless internal voice that catalogues every mistake, every gap, every moment of falling short, is not a motivator. It's a threat response. And when we're in threat response, we are not thinking clearly, connecting genuinely, or leading well. For tech leaders specifically, this matters at every level. The decisions you make under pressure. The way you show up in difficult conversations. How you respond when a product launch doesn't land the way you planned. Whether you can hold your team through a missed quarter without transferring your anxiety onto them. [How product marketing leaders are shaping strategy in 2026How are product marketing leaders securing strategic influence in 2026? Insights from senior PMMs on earning executive credibility, navigating lean teams, and shifting perception from support function to business driver.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Product Marketing AllianceCharley Gale![](https://storage.ghost.io/c/e8/42/e8425f10-c6bc-4266-b03f-495034377a60/content/images/thumbnail/How-PMM-leaders-are-shaping-company-strategy-in-2026-1.png)](https://www.productmarketingalliance.com/how-leaders-are-shaping-company-strategy/) ## You are not alone in your struggle One of the most powerful concepts in compassionate leadership is what Kristin Neff calls "common humanity." The premise is simple but profound: struggle, ambiguity, and imperfection are not personal failures. They are part of the shared human experience. Every person leading a team through a difficult quarter, navigating a reorg, managing up while trying to protect their team below, every single one of them is carrying something. The inner critic thrives on isolation. It tells you that everyone else has it figured out but you. That your self-doubt, your exhaustion, your moments of uncertainty are weaknesses that would disqualify you if people really knew. Common humanity says something different: this is what it means to be human and to lead. You are not failing. You are not alone. In tech, this is particularly important because the culture often glorifies certainty. That mythology is not just false, it's harmful. It creates organizations where struggle goes underground, where leaders can't ask for help, and where the cost of appearing uncertain feels higher. When leaders internalize common humanity, really internalize it, not just intellectually understand it, something shifts in how they lead. They become more honest. More approachable. More willing to say "I don't know, let's figure this out together." And paradoxically, that honesty builds more trust than performed certainty ever could. I see this in my own experience leading PMM, and in the coaching workshops I do alongside it. The leaders who are most trusted by their teams are not the ones who project invulnerability. They're the ones who are real, who hold the standard high while being honest about the difficulty of doing so. [The role of emotional intelligence in product marketing leadershipWhy top product marketers use emotional intelligence, not just data. Transform resistant stakeholders into champions – real strategies inside.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Product Marketing AllianceNitin Kartik![](https://storage.ghost.io/c/e8/42/e8425f10-c6bc-4266-b03f-495034377a60/content/images/thumbnail/The-role-of-emotional-intelligence---in-product-marketing-leadership-sharing-1.png)](https://www.productmarketingalliance.com/emotional-intelligence/) ## The inner critic in a tech leadership context Tara Brach writes extensively about what she calls the "trance of unworthiness", the pervasive, often unconscious sense that we are not enough. Not smart enough, not strategic enough, not decisive enough, not whatever the current moment seems to require. In tech, that trance has very specific flavours. For senior leaders in product marketing and GTM, it often sounds like: *I'm still too operational. I should be more strategic by now. I'm not influencing at the level I need to be.* For executives, it might be: *Everyone in the room has more technical depth than I do. I need to have the answer before I can speak.* For women leaders in tech, and this is a pattern I encounter constantly, it frequently sounds like: *I am working so hard, do I have the right platform? Are my efforts being seen?* The inner critic is not motivating these leaders. It's exhausting them. And here's the cost that rarely gets counted: **an exhausted leader is a less effective leader.** They over-explain and over-justify because they don't trust that their authority is secure. They provide feedback cautiously, if at all, because their own inner critic has made them hyperaware of how feedback lands. The antidote isn't to silence the inner critic through willpower or to ‘power-through.’ It's to develop self-compassion as a resource and nurture your relationship with yourself first - then with others. It’s about developing stability, and that inner stability is what makes compassionate leadership possible in practice. ## What compassionate leadership looks like in practice Compassionate leadership is a framework you can apply for yourself; it shows up in four principles that Rasmus Hougaard identifies as the core of doing hard things in a human way. ### Be here now Presence is a practice, and it is almost impossible to be genuinely present with another person when you are at war with yourself. When you're not fighting yourself, you can actually be with the person in front of you. You can hear what they're not saying, you can practice active listening, and you can notice the tension in the room before it becomes a problem. For GTM leaders who move between strategy sessions, pipeline reviews, and people conversations in the same afternoon, presence isn't passive. It's one of the most active and high-leverage things you can do. Being fully present builds trust. ### Courage over comfort Compassionate leadership is not conflict avoidance dressed up in warm language. It is the willingness to have the difficult conversation because you care about the people and you care about the outcome. You can name the standard that isn't being met. You can candidly share your observations. Leaders who have done the inner work, who have developed genuine self-compassion, find this easier. Because they are not protecting an image, but rather they are leading from values. ### Direct is faster Indirectness is often fear in disguise. The softened message, the hint, the hope that someone will "get it" without you having to say it clearly, these are avoidance strategies dressed up as consideration. In PMM and GTM teams, where alignment across product, sales, and marketing is everything, indirectness is expensive. [Misaligned priorities](https://www.gotomarketalliance.com/why-too-many-products-kill-your-gtm-motion/), duplicated work, campaigns built on assumptions nobody questioned, these are the downstream costs of leaders who don't trust themselves enough to speak clearly. Directness, delivered with warmth, is one of the most respectful things you can offer someone. ### Clarity is kindness Ambiguity is not neutral. Unclear expectations, mixed signals, and delayed feedback create anxiety, and anxiety erodes trust, performance, and belonging. The compassionate leader understands that giving people clarity, even when it's uncomfortable to deliver, is an act of genuine care. In fast-moving tech environments, it is also an act of operational efficiency. The clearer you are, the faster your team can move, and the more ownership they can take. We talk a lot about resilience in tech. About moving fast, staying agile, and leading through the unknowns. We talk about building high-performing teams and delivering results. About psychological safety, servant leadership, and [creating cultures](https://www.gotomarketalliance.com/how-to-build-a-culture-that-values-customer-interaction-in-product-led-growth/) where people can do their best work. But there's one capability that underpins all of it, and it rarely comes up in leadership development conversations. Compassionate leadership and the self-awareness it requires. I've been studying and practising mindful self-compassion for over a year now. It started as something personal during my executive coaching studies, at first it felt like an additional layer to add on top of my skills, my knowledge, my background leading GTM and product marketing in complex tech SaaS companies. What I didn't expect was how completely it would reframe the way I think about leadership itself. Spoiler: it's not an add-on. It's the heart and the infrastructure. This is what I've learned. ## The connection between compassionate leadership and trust Trust is built through consistency, honesty, and the sense that someone genuinely has your interests at heart alongside their own. Compassionate leadership enables all three. A leader who leads with compassion is more consistent because they're not reacting from a place of threat, shame, or the need to protect their image. They're responding from a place of values. They're more honest because they've stopped pretending that difficulty doesn't exist, either in themselves or in the work. That honesty is contagious, teams that see their leader acknowledge struggle without shame start to do the same. In PMM and GTM teams specifically, where cross-functional trust is the difference between a product launch that lands and one that fragments, that culture of honesty is not a soft outcome, actually is the strongest culture an organization can hope for to achieve. This is what builds the kind of trust that actually changes how a team operates. Not trust as a values statement on a company website, trust as the lived experience of working with someone who is present, honest, and genuinely invested in the company and team growth. ## Why you should lead with trust Tech is in a complicated moment, and the macro-economic crisis and geopolitical shifts only increases complication. [AI](https://www.productmarketingalliance.com/becoming-the-ai-native-product-marketer/) is accelerating everything, timelines, expectations, and the pace has changed. For PMM and GTM leaders, this is particularly acute. The tools are changing faster than the teams using them. The buyer journey is being disrupted. The definition of what a PMM as a function does, and who it needs to be, is being rewritten in real time. In that environment, the leaders who will sustain performance are not the ones who push hardest. They're the ones who can hold pressure without transferring it. Who can stay human when everything around them is optimizing for speed. Who can create and trust, in the middle of change. That is not a technical skill, it is not a strategic skill, it is a human skill and it starts from within. Compassionate leadership is the foundation of sustainable high performance. ## Where to begin Start incorporating weekly reflections, ask yourself: - *How did I show up this week?* - *Was there a moment of struggle?* - *How did I react when I met difficult moments?* - *Did I speak kindly to myself this week?* - *What assumptions am I making?* - *What’s possible?* - *What resources do I have?* - *What do I want to happen next?* That shift, small as it sounds, is the start that can change everything. If there’s one takeaway I would like you to take from this article is: ***Give compassion. To yourself first. Then to others.*** ### AI usage limit and the uncomfortable economics behind subscriptions URL: https://www.gotomarketalliance.com/ai-product-economics-changing-digital-subscriptions/ Last updated: 2026-06-19T12:28:43.000Z If you’ve ever paid for a digital subscription product, your expectations are probably being challenged by [AI Chatbots](https://www.gotomarketalliance.com/ai-in-gtm-opportunities-challenges-and-best-practices/). As a consumer, you’re used to a simple way things work: you pay $19.99 for Netflix and get unrestricted access for a month, with hundreds of movies available for you to watch. Now imagine this. You’re 14 days into your subscription, 40 minutes into a 90-minute movie, and a notice pops up saying you’ve hit your viewing limit. You’re told to wait a few hours for it to reset. That would be frustrating. It breaks the core promise of what a subscription is supposed to be. That is the shift AI products are introducing, and users are struggling with it. This has been the [experience](https://techcrunch.com/2025/07/17/anthropic-tightens-usage-limits-for-claude-code-without-telling-users/) for many users of [AI products](https://www.gotomarketalliance.com/why-too-many-products-kill-your-gtm-motion/). Take Claude, for example, the rapidly adopted AI assistant developed by Anthropic. Even on a paid subscription plan, Claude users hit usage limits and are prompted to pay more to continue or wait for a limit reset, which could last for minutes or hours. This deviates from the typical [software subscription](https://www.productmarketingalliance.com/trial-to-subscription-conversion-framework/) experience; it used to mean predictability, but Claude is introducing variability in the middle of usage. This interruption breaks productivity and erodes the trust users have historically had in subscription products. Now, while this may feel different or unfamiliar to users, we shouldn’t be quick to assume it is an exploitative [pricing](https://www.productmarketingalliance.com/your-guide-to-pricing/) technique; we need to look further to truly understand why. What I see here is a reflection of the underlying economics of AI product commercialization. Of the several factors that could be at play, three are very plausible to me because they are quite connected. One is infrastructural, rooted in how these AI models actually run. Another is a business math concern at scale. And the third is experimental, about how companies learn what customers will actually pay. The three factors are: 1. Expensive inference cost 2. Unit economics discipline 3. Demand elasticity discovery [What pricing model should you choose in 2026?With AI now layered into most SaaS products, many are delivering value through usage, automation, and measurable outcomes all at once. That shift is pushing companies to rethink not just what they charge, but when and how pricing should evolve across the customer lifecycle.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-0b84c95c-b0a5-495d-8b3d-86eb7c89d5f8.png)GTM AllianceEleonora Berylo![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/ohhh-437e4829-8c41-4c05-b6b3-2541e120d315.png)](https://www.gotomarketalliance.com/cpcu-credits-subscriptions-or-hybrid-how-to-choose-the-right-pricing-model-in-2026/) ## Expensive inference cost When you enter a prompt in [Claude](https://www.productmarketingalliance.com/mastering-claude-for-product-marketing-ebook/), [ChatGPT](https://www.productmarketingalliance.com/product-marketing-generative-ai-chatgpt/), or any AI assistant you use, and it gives you a response, the AI’s ability to understand, process, and generate a response is called inference – this process requires significant computing resources, and it is expensive. ![](https://storage.ghost.io/c/e8/42/e8425f10-c6bc-4266-b03f-495034377a60/content/images/2026/06/data-src-image-7b8736be-6d6c-40e3-83ba-9f7e0c3b7556.png) Now, this compute cost is not typical of traditional software products, where the marginal cost of serving one more user is nearly zero. When you subscribe to a movie streaming app or something like Microsoft Office, it costs almost nothing for Netflix or Microsoft to serve an additional user. For example, once a movie is acquired Netflix can distribute it to millions of customers through its app at almost zero cost, and even if several people stream at once, the only infrastructure that is affected is content delivery. AI Labs, on the other hand, even after training AI models, still incur a cost when users interact with their models, and the more people retrieve information from the models, [the higher the inference costs](https://arxiv.org/pdf/2204.05149) for the AI Labs. Patterson et al. (2022) find that the aggregate cost of inference at Google data centers in three weeks of 2019, 2020, and 2021 accounts for 60% of the total ML compute expenditure. Essentially, software companies benefit from strong [economies of scale](https://www.investopedia.com/terms/e/economiesofscale.asp), but that is not the reality for AI products, given how the technology works. It is this inference compute constraint that has led to some recent key decisions across the industry. Google, for instance, [limited free access to Gemini 3](https://currently.att.yahoo.com/att/google-just-put-brakes-free-070000192.html) following a surge in demand that happened last year. OpenAI has had to [sunset Sora](https://pitchbook.com/news/articles/openai-is-sunsetting-sora-but-its-not-the-end-for-ai-video-generation), their video model, just to free up scarce compute, and has introduced usage limits for their Plus users to prevent long, resource-intensive sessions. Claude operates under similar constraints, with [token limits that tighten](https://www.techradar.com/ai-platforms-assistants/claude/claude-is-limiting-usage-more-aggressively-during-peak-hours-heres-what-changed) during peak weekday hours. Inference compute cost is why AI firms now ration access, even within subscriptions, offering plans that cost up to $200 per month. This is why OpenAI and Anthropic now layer in [usage-based billing](https://stripe.com/resources/more/usage-based-billing-explained-how-it-works-and-how-to-optimize-its-benefits) into their subscription plans as a way of passing the variable inference compute costs directly to users. As much as it protects margins for them, it makes costs less predictable for heavy users. ## Unit economics discipline Everything discussed about inference compute cost and AI subscription pricing ultimately comes down to unit economics. Unit economics is the math of a business at the most basic level. What does it cost to serve one user, and how much revenue does that user generate? If that equation does not hold, the business is effectively loss-making. [The rise of the ecosystem economy and the future of go-to-marketDiscover the rise of the ecosystem economy and why partner-driven go-to-market strategies are the future of global business growth.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-4d130e00-76a1-40b8-9b6c-db908cf153f6.png)GTM AllianceVishal Ganeriwala![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---Vishal-Ganeriwala--Senior-Director-of-Product-Management-and-GTM-at-NVIDIA---The-rise-of-the-ecosystem-economy-and-the-future-of-go-to-market-1-73f6e157-cd4e-46b7-8825-d3ed5070e236.png)](https://www.gotomarketalliance.com/the-rise-of-the-ecosystem-economy-and-the-future-of-go-to-market/) Although a loss-making equation is not unusual for high-growth technology companies, many scale before they fully optimize for profitability. But there still needs to be a clear path toward building a financially sustainable business over time. The math is, however, unusually tight for AI companies because of the sheer scale of global demand. OpenAI is arguably the fastest-growing technology product in history. ChatGPT reached over 100 million users in about two months after launch and has since scaled to more than [800 million weekly active users](https://techcrunch.com/2025/10/06/sam-altman-says-chatgpt-has-hit-800m-weekly-active-users/#:~:text=Image%20Credits:OpenAI,chat%20with%2C%E2%80%9D%20Altman%20said) globally. For context, it took Facebook roughly 4.5 years to reach 100 million users, and Instagram about 2.5 years to get there. The demand for AI products has also driven revenue growth in the industry. Anthropic’s [run rate](https://www.investopedia.com/terms/r/runrate.asp) has already [crossed $30B this year](https://www.pymnts.com/artificial-intelligence-2/2026/anthropic-hits-30-billion-run-rate-as-enterprise-demand-accelerates/), up from about $9B at the end of 2025\. The company went from roughly $1 billion in annualized revenue in December 2024 to over $30 billion in less than 16 months. But even at this scale of AI product adoption and the associated revenue generated, cracking the unit economics code remains a difficult equation. Both OpenAI and Anthropic are projected to spend a [combined $65 billion](https://www.wsj.com/tech/ai/the-spiraling-cost-of-making-ai-0679bcea#:~:text=OpenAI%20and%20Anthropic%20expect,only%20one%20direction%E2%80%94up.) on model training and inference this year alone. This figure is more than what the two companies are generating in revenue. Every prompt has a real cost because inference is expensive. So if you offer unlimited access at a flat price, your heaviest users quickly become unprofitable. You are effectively losing money the more people use your product. It’s like running a buffet business, where every plate you serve costs you money. If a few customers keep coming back for unlimited refills, your revenue might grow, but your losses grow faster. At some point, you either limit portions or change the pricing. This is what has left AI companies with two choices. Raise prices for everyone, or introduce usage sensitivity through limits and usage-based billing. The usage limits and $200 subscriptions are AI companies trying to make the math work while still capturing the massive market demand. ## Demand elasticity discovery As AI companies work through the maths of unit economics, they are also trying to answer a more fundamental question: how much are customers actually [willing to pay](https://www.productmarketingalliance.com/willingness-to-pay-interview-questions-framework/) before they walk away? For a relatively new product category, this insight is critical, and companies are leaning on basic economic principles to figure it out. In basic economics, when the price of a product increases, demand is expected to fall. That is elastic demand, where demand is sensitive to price changes. But there are well-known exceptions. In some categories, prices go up and demand barely moves. Think of insulin, water, or even addictive goods like cigarettes. In this category, the demand curve is stubborn. People may complain, but they continue to pay because the need, habit, or lack of substitutes keeps them locked in. That is where pricing power lives. This is why firms (pharmaceuticals, utility companies, etc.) fight to operate in categories with limited substitutes. Inelastic demand, in many ways, is a license to extract value. What we are seeing in AI today looks like early-stage elasticity testing. People complain about rate limits, but many still pay, upgrade to higher tiers, or simply wait for their limits to reset. A few weeks ago, I saw this [interaction on X (Twitter)](https://x.com/TheAmolAvasare/status/2046724659039932830?s=20) that lends credence to my point here. Anthropic's Head of Growth was responding publicly after users called out a pricing change where Claude Code was pulled from the Pro plan (base subscription), albeit for a small percentage of new signups. His response was candid. He said usage patterns have changed fundamentally since their Max plan launched over a year ago. The product had evolved, but the pricing had not caught up. If you read the full interaction, you would notice that Anthropic’s position was not to reverse course. They held the line and explained, and kept experimenting in public. That is a company that believes its demand curve is stubborn enough to absorb the backlash. From the company’s perspective, this behavior suggests the product may already be crossing into an inelastic category. This is not exactly surprising considering how AI is becoming deeply embedded into our lives and work. As dependency increases, switching becomes harder, and willingness to pay rises, resulting in [vendor lock-in](https://en.wikipedia.org/wiki/Vendor%5Flock-in). Obviously, these companies also can’t get too far ahead of themselves because while short-medium term inelasticity can look like pricing power, over time, users adapt, alternatives emerge, and demand can shift again. ## For consumers, businesses, and AI companies So for now, usage limits and interruptions on paid subscriptions are likely to remain the new normal as you use AI products. If you work at an organization that has adopted AI company-wide, some of that pressure may shift away from personal subscriptions, depending on how heavily you use these tools. Even at the enterprise level, costs can still rise quickly, but this is not entirely new to businesses. Most organisations are already familiar with usage-based pricing through cloud service providers. Nonetheless, enterprise buyers should still assess AI products not only on features or current pricing, but on how sustainable their business usage patterns are under variable cost structures. For AI companies, they need to deliver value to customers while bringing down the cost of serving them. There is ongoing work to reduce inference compute cost, from techniques like [quantisation](https://developer.nvidia.com/blog/model-quantization-concepts-methods-and-why-it-matters/) to [better hardware](https://blogs.nvidia.com/blog/inference-open-source-models-blackwell-reduce-cost-per-token/) and more efficient infrastructure. But until cost efficiency improves for AI companies, everything we are experiencing with pricing and limits is not going away. Ultimately, if you follow the money, you end up at inference compute cost. It is the invisible hand driving every usage limit and every subscription pricing decision. ### What do people say about you when you leave the room? URL: https://www.gotomarketalliance.com/what-do-people-say-about-you-when-you-leave-the-room/ Last updated: 2026-06-12T16:28:11.000Z I'll be honest with you. When I first started running personal [branding](https://www.gotomarketalliance.com/how-brand-messaging-changes-for-b2b-and-b2c-companies/) sessions, I was doing it for selfish reasons. It was the middle of the pandemic, I was leading [customer success](https://www.gotomarketalliance.com/aligning-customer-marketing-and-customer-success-a-game-changer-for-growth/) at Google, and I didn't want to lose the muscle of presenting. We were all stuck in our garages, our spare bedrooms, our kitchens, talking into webcams. So, I picked up personal branding workshops as a kind of extra-credit volunteer project, something to keep me sharp. And then something funny happened. I fell in love with it. What started as a way to stay in practice turned into one of the most meaningful things I've ever done professionally. I trained a lot of people, but the conversations that stuck with me most were the ones with revenue leaders. Because branding for revenue leaders is a different beast. The stakes are different, the cross-functional dynamics are different, and the way your brand shows up with customers, with your team, and across your org has a direct line to outcomes. So, that's what I want to talk through here. What personal branding really is, why it matters so much if you're a revenue leader, and how to actually develop and manage your brand over time so it works for you instead of just happening to you. ## A quick story to set the stage Let me share something I wrote in about 10 minutes during one of my own workshops, while the people I was facilitating were writing their own statements: > *"Amy is a passionate customer success leader dedicated to supporting the development of customer success leaders through coaching and impactful experiences."* I'm not going to pretend that's a perfect statement. It was a starting point. But that's the thing about personal branding. You don't have to nail it on the first try. You just have to start being intentional. Before Google, I was at [Salesforce](https://www.gotomarketalliance.com/how-salesforce-drives-global-gtm-success/). And my brand at Salesforce, for a while, was basically: "Amy used to work at Google." That was it. That was what people knew about me. And at some point I realized I needed to be more deliberate. I needed to focus on what I could actually do, what I cared about, what I wanted people to associate with me. Because here's the thing. You already have a brand. Whether you've thought about it or not, people in your organization, your customers, your peers — they all have an impression of you. The only question is whether you're shaping that impression or letting it happen by accident. [Could your high ticket volume be a healthy signal?High ticket volume isn’t always a red flag. Support leaders explain what it can signal, and how to know when it really is one.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-1cec283a-714b-4e60-8b3f-538de5177947.png)GTM AllianceGo to Market Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/High-ticket-volume-e845abfc-79fb-4332-8bbd-8ab01d57d357.png)](https://www.gotomarketalliance.com/high-customer-support-ticket-volume/) ## The Bill Murray principle There's a famous quote attributed to Bill Murray about having a true sense of yourself, about leaning into your unique self. And if you know anything about Bill Murray, you know the man is committed to the bit. He shows up at random house parties and washes dishes. He bartends in small towns. I heard he was in Oceanside earlier this year leading a pie-eating contest. He has no agent, no manager. If you want to book him, there's an 800 number and an answering machine, and maybe he gets back to you in six months. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.gotomarketalliance.com/pro-plus-membership/) Now, none of us are going to operate quite like that. But there's something to learn from him. He has an unmistakable sense of who he is. And that's really what we're talking about when we talk about personal branding. Authenticity. Knowing what makes you different from everyone else in the room. Knowing what you bring that nobody else does. When you start thinking about your brand, that's the question to sit with. What's the unique thing about you? ## What personal branding actually means The term itself was coined back in 1997 by Tom Peters in Fast Company magazine. His idea was simple. Brands exist for products, so why not for people? Over the past 25-plus years, that idea has only grown more important, especially with the rise of fractional leadership, LinkedIn-driven careers, and the general expectation that you can articulate your value in a clear, repeatable way. Here's how I summarize personal branding when I'm working with people on developing theirs: **Your personal brand = your strengths + your values + how you bring them to life.** _This post is for paying subscribers only._ ### Is a busy support inbox ever worth celebrating? URL: https://www.gotomarketalliance.com/high-customer-support-ticket-volume/ Last updated: 2026-06-10T09:38:18.000Z The first question [senior leadership](https://www.gotomarketalliance.com/personal-tragedy-to-product-marketing-leader/) usually asks when looking at a support dashboard is whether ticket volume is up or down. If it's up, the instinct is to fix something. If it's down, the instinct is to celebrate. Neither reaction is quite right. [Ticket volume](https://www.gotomarketalliance.com/compelling-messaging-ebook/) is a number without a story, and if you know anything about data analysis, it’s that the story matters more than the number. Across 100+ talks at our [Customer Support Summit events](https://events.customersuccesscollective.com/?%5Fgl=1%2A1q1wc7f%2A%5Fgcl%5Fau%2AMjI4Nzk1ODIxLjE3ODEwMDE5NTU.) over the past two years, practitioners from companies handling hundreds of thousands of contacts a month have said the same thing in different ways: volume tells you something happened, but it can't tell you what to do about it until you know why it happened. The same number can mean your [product](https://www.gotomarketalliance.com/product-marketing-labs/product-led-positioning-aligning-strategy-with-organizational-evolution-product-marketing-labs/) has a critical bug, your customer base is growing fast, your self-service is broken, or your team is doing its best work. But typically, treating them the same way is where things can go very wrong. ## Volume and growth often rise together At the most basic level, high ticket volume can simply mean you have more customers. And that’s more or less basic math, rather than an out-and-out problem. Thiago D. Garcia, VP of Customer Experience at VTEX, described his company's position before its [customer support](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) transformation: > *"Headcount growth in support tracked ticket growth linearly. So the more customers we onboarded, the more tickets they put in, the more people we had to hire."* (Customer Support Summit New York 2026) At a pure growth company, that's to be expected. And yet, the problem wasn’t that volume was high; the real issue was that, in Thiago’s org, ticket volume was scaling *with* headcount rather than being absorbed through better infrastructure or self-service. The same dynamic was raised by Simon Rohrbach, Co-Founder & CEO of Plain, in his talk at Customer Support Summit San Francisco 2025\. Simon had watched this play out at a food delivery company before moving into B2B support tooling: > *"For every incremental 100 orders we were adding per day, we were actually able to add a couple of people in customer support. So we weren't getting more efficient the more we were growing, which was a really scary place to be because it basically means the more successful you get, the closer you get to bankruptcy."* Despite what first impressions might be, ticket volume rising alongside customer growth isn't automatically a failure. The real failure is when it becomes the sole thing you measure and absolutely nothing changes the ratio. (And that’s when it’s sweaty palm time!) ## High volume that nobody reads is wasted data Ticket volume rising *alongside* customer growth does carry real value, but only if the organization has the infrastructure to extract what it contains. Tammy Kearns, Group Director of Enterprise Contact Center Products at Walmart, described how her customer support team went from running contact volume linearly with growth to actively working upstream with product teams once they'd invested in the right insights infrastructure. Her framing of volume was candid: > *"Quite honestly, talking about contact volume, handle time, return or repeat contact rate to anyone outside of the contact center? That doesn't resonate. It simply doesn't. Is it going to drive gross merchandise value? Is it going to improve customer lifetime value? If you're not connecting in those levels, then it's just a* you *problem." (Customer Support Summit New York 2026\]* The tickets keep coming in thick and fast; they still cost money, but their value to the rest of the business depends entirely on whether support has translated them into a language anyone else cares about. A high volume of tickets that nobody analyzes just costs money. The same volume, properly categorized and tracked, tells you exactly where the product is breaking down. This distinction between generating data and actually using it came through clearly in a separate talk at Customer Support Summit: B2C Edition 2025 from Latha Uttam, Director of Customer Experience at Dell Technologies. During her talk, Latha discussed how she worked through her team's experience with product changes: > *"By tracking repeat support cases and the time spent to resolve those requests, I was able to influence the product team with the help of sales to permanently change the out-of-the-box settings of this feature. Instantly, my call volume related to this was reduced by almost 100%."* That's the payoff. High volume pointed to a broken product setting. Latha’s team documented it, made their case and the problem disappeared from the queue. Refreshingly, a large ticket volume served its purpose in this instance. ## Repeat volume is the kind that should worry you It’s a universal truth that not all volume is equal. The number that genuinely warrants alarm isn't total contact volume; it's *repeat* contact volume, specifically cases that come back because the first resolution didn't hold, or because the same underlying issue keeps generating tickets. To no one’s surprise, Latha Uttam hit the nail on the head again; in the same talk at Customer Support Summit: B2C Edition in 2025, she was direct about what systemic repeat volume signals: > *"If we solve an issue as a one-off case, then it will keep repeating. We'll be in this vicious cycle of solving problems continuously at a superficial level."* Latha described Dell's approach of using **volume trend charts** as the first diagnostic step, precisely because the direction of volume tells you something different from the absolute number. Ticket volume spiking up across a particular issue type means something structural has gone wrong. Ticket volume trending *flat* with periodic spikes might mean seasonal causes. Ticket volume trending *down* in a specific category means either the product improved or customers gave up trying. That's the distinction between **volume as a performance problem** and **volume as a diagnostic resource**. If repeat tickets are rising, it's worth asking what root cause hasn't been addressed yet. The tickets are the symptom. The unresolved issue is the cause. ## The self-service trap: Volume that looks like a win One of the more counterintuitive points raised across these conversations is that volume dropping after a self-service update isn't necessarily good news. Marie Cervantes, Senior Customer Success Manager at Expedia Group, gave a thought-provoking talk at Customer Support Summit: B2C Edition in 2025\. In it, Marie described a pattern her team saw repeatedly: > *"A well-intentioned help centre update led to a spike in our chat volume. Why? Because the customers did find the article, but they left more confused than before. So we mapped it. Customer lands on the help article. They try the self-service. They still aren't clear. They open the chat with a live agent, but they continue to escalate. It wasn't an agent problem. It wasn't a process problem. It was a* design *problem."* This is a case where volume going down would have looked like success on a [dashboard](https://www.gotomarketalliance.com/go-to-market-labs/taking-gtm-metrics-beyond-the-dashboard-gtm-labs/), but the underlying issue, a confusing help article, would have remained. Customers who didn't escalate would have left frustrated. The ones who did escalate added load to the queue. Funnily enough, neither outcome reflects the kind of contact rate reduction that actually signals product improvement. Daniel Bunton, former Head of Customer Support at Cleo AI, spoke at length about the difference between contact rate reduction that comes from fixing things for [customers](https://www.gotomarketalliance.com/delivering-value-to-your-most-complex-customers/) versus contact rate reduction that comes from making it harder to get through. At Customer Support Summit London 2025, Daniel explained a little bit about Cleo’s backstory: it grew to just over a million subscribers, with around 75,000 conversations a month, and he tracked contact rate alongside subscriber growth over five years. The metric he focused on wasn't total volume; it was **contact rate per subscriber**. When that came down, it meant the product was getting easier to use. When it crept up, it meant something had broken. > *"Contact rate is your number one lever. You can really see the correlation over the last five years of reducing contact rate, making your product easier to use, and seeing the benefits of that in customer support."* A five times reduction in CS cost per subscriber. But not from deflecting customers who needed help, but from making the product good enough that fewer people needed to ask. ## When volume tells you the AI is working against you AI deployments have added a specific wrinkle to the ticket volume conversation. Several practitioners described situations where ticket volume increased after an AI rollout, and the reason was the AI itself. Not ideal... Burak Kebapci, Senior Director of AI Customer Support at Cardlytics, described a direct case he'd experienced while giving a talk at Customer Support Summit New York 2026: > *"We let our agent handle incidents. But because of a lack of nuance, the agent missed which customer was actually recovered and which wasn't. It sent the wrong update to customers that won't recover. What did that lead to? This ended up losing trust with the customer and we had ticket volume increase."* This is a textbook case of ticket volume as a warning sign of a system failing, not a product bug or a service failure in the traditional sense, but a poorly designed AI agent creating confusion at scale. The signal was abundantly clear: the major fix required redesigning the agent's guardrails. Sarah Sherwood, VP of Customer Success and Support at Typeform, raised a related problem that comes up when leadership interprets volume the wrong way post-AI-deployment: Sarah described the pressure she faced from leadership after AI deployment. Volume hadn't dropped dramatically because AI had cleared out some of the more simple queries; what she was left with was far more complex. "It's not bad that the volume isn't dropping," she said. "They're just coming in for different reasons." At Typeform, AI had deflected the transactional queries, so the remaining volume was more complex. Agents were spending more time per ticket, and offering consultative support where relevant. Handle time was up and volume wasn't dramatically down as they’d hoped. Sarah admitted that both numbers looked wrong on a dashboard, as if they were built for a different era. In the end, Sarah’s team was doing better work with the customers who most needed it. ## What volume is actually worth measuring So what's the right way to read volume? Across these conversations, a few consistent approaches emerged. **Contact rate per customer is more useful than total volume**, because it strips out the growth effect and tells you something about whether the product or service experience is getting easier or harder to navigate. **Repeat contact rate deserves its own measurement.** A customer contacting support twice about the same issue in a short period is a different signal from two separate customers each contacting once. Most dashboards don't separate them by default. Volume in context of what AI is handling vs. what humans are handling. As Daniel Bunton argued, measuring one aggregate number when the composition of the queue has fundamentally changed gives you the wrong picture. And perhaps most directly: volume trending up after a deliberate self-service or AI change is worth investigating immediately, because it suggests the change may have created friction rather than reduced it. ## The conclusion Now, none of this means high ticket volume is fine. Support ticket volume that’s high because the product has recurring defects, or because self-service continues to fail, or because the same customers keep coming back with unresolved issues, is a problem. The question is whether you know which category you're in. [The teams](https://www.gotomarketalliance.com/aligning-gtm-teams-for-better-customer-experience/) that read volume well tend to have invested in how they categorize and tag tickets, how they track volume by issue type over time, and how they translate contact patterns into language the product and engineering teams will act on. The teams that read it poorly tend to have a single volume number on a dashboard, a target to make it go down, and no agreed-upon explanation for why it moves. Volume going down can mean the product is improving. It can also mean customers have stopped asking for help because they've stopped trusting you'll give it. The number won't tell you which one it is. ### Vibe coding for PMMs: Build a working tool without writing code | Product Marketing Labs URL: https://www.gotomarketalliance.com/product-marketing-labs/vibe-coding-for-pmms-build-a-working-tool-without-writing-code-product-marketing-labs/ Last updated: 2026-07-15T12:45:48.000Z _No content available._ ### Why your product needs a Narrative | Product Marketing Labs URL: https://www.gotomarketalliance.com/product-marketing-labs/why-your-product-needs-a-narrative-product-marketing-labs/ Last updated: 2026-09-03T08:22:28.000Z _This post is for subscribers on the Pro+ membership - teams and Pro+ membership tiers only._ ### Anatomy of a launch in the AI era | Product Marketing Labs URL: https://www.gotomarketalliance.com/product-marketing-labs/anatomy-of-a-launch-in-the-ai-era/ Last updated: 2026-08-10T08:30:16.000Z _This post is for subscribers on the Pro+ membership - teams and Pro+ membership tiers only._ ### Self-awareness under pressure: How PMMs lead when the world is shifting | Product Marketing Labs URL: https://www.gotomarketalliance.com/product-marketing-labs/self-awareness-under-pressure-how-pmms-lead-when-the-world-is-shifting/ Last updated: 2026-08-10T08:18:54.000Z _This post is for subscribers on the Pro+ membership - teams and Pro+ membership tiers only._ ### From Features to Impact: Applying the So What, Why, Who Cares Framework | Product Marketing Labs URL: https://www.gotomarketalliance.com/product-marketing-labs/product-marketing-labs-from-features-to-impact/ Last updated: 2026-06-05T09:36:02.000Z _This post is for subscribers on the Pro+ membership - teams and Pro+ membership tiers only._ ### Creating a PMM reporting dashboard to communicate value | Product Marketing Labs URL: https://www.gotomarketalliance.com/product-marketing-labs/creating-a-pmm-reporting-dashboard-to-communicate-value-product-marketing-labs/ Last updated: 2026-06-05T09:30:42.000Z _This post is for subscribers on the Pro+ membership - teams and Pro+ membership tiers only._ ### How to differentiate in saturated markets | Product Marketing Labs URL: https://www.gotomarketalliance.com/product-marketing-labs/how-to-differentiate-in-saturated-markets-product-marketing-labs/ Last updated: 2026-06-05T09:29:43.000Z _This post is for subscribers on the Pro+ membership - teams and Pro+ membership tiers only._ ### The DNA of a great SaaS pricing page | Product Marketing Labs URL: https://www.gotomarketalliance.com/product-marketing-labs/the-dna-of-a-great-saas-pricing-page-product-marketing-labs/ Last updated: 2026-06-05T09:28:22.000Z _This post is for subscribers on the Pro+ membership - teams and Pro+ membership tiers only._ ### Leading with authority: How PMMs can drive results | Product Marketing Labs URL: https://www.gotomarketalliance.com/product-marketing-labs/leading-with-authority-how-pmms-can-drive-results-product-marketing-labs/ Last updated: 2026-06-05T09:26:13.000Z _This post is for subscribers on the Pro+ membership - teams and Pro+ membership tiers only._ ### Using competitive intelligence insights to drive strategic velocity | Product Marketing Labs URL: https://www.gotomarketalliance.com/product-marketing-labs/using-competitive-intelligence-insights-to-drive-strategic-velocity-product-marketing-labs/ Last updated: 2026-06-05T09:17:40.000Z _This post is for subscribers on the Pro+ membership - teams and Pro+ membership tiers only._ ### Product Marketing Labs Workshops URL: https://www.gotomarketalliance.com/product-marketing-labs/ Last updated: 2026-05-29T11:19:43.000Z _No content available._ ### November | GTM Labs URL: https://www.gotomarketalliance.com/go-to-market-labs/november-gtm-labs/ Last updated: 2026-05-28T09:30:05.000Z _No content available._ ### October | GTM Labs URL: https://www.gotomarketalliance.com/go-to-market-labs/october-gtm-labs/ Last updated: 2026-05-28T09:29:50.000Z _No content available._ ### December | GTM Labs URL: https://www.gotomarketalliance.com/go-to-market-labs/december-gtm-labs/ Last updated: 2026-05-28T09:29:46.000Z _No content available._ ### Why hiring more AEs is the wrong way to meet your revenue goals URL: https://www.gotomarketalliance.com/why-hiring-more-aes-is-the-wrong-way-to-meet-your-revenue-goals/ Last updated: 2026-05-27T15:17:51.000Z --- Your board is probably asking you to headcount your way to next year's number. More AEs, more pipeline, more revenue. It's the playbook that's worked for decades. But what if the math is broken? Mark Roberge scaled HubSpot from $0 to $100M and wrote the book on revenue science. Now he's saying the go-to-market model needs to change, and fast. When AI pushes a rep's selling time from 25% to 75% of their week, your entire GTM motion shifts. How you generate pipeline, how you segment markets, how marketing and sales hand off, how you measure efficiency - none of it works the same way. Join us and Von in this fireside chat, where Sahil Aggarwal, CEO & co-founder at Von, sits down with Mark Roberge the founding CRO at HubSpot to dig into the questions GTM leaders are genuinely wrestling with right now. **The first 50 attendees receive a free copy of Mark's new book, The Science of Scaling.** ### **Why attend?** AI isn't just a productivity tool for your reps. It's reshaping how companies go to market entirely - what channels work, how pipeline gets built, where CAC goes, and whether your current GTM motion scales or breaks under pressure. This session cuts through the noise with real answers from someone who's seen the data from both sides: the boardroom and the cap table. - Why scaling headcount might actually destroy your CAC efficiency - How your pipeline model needs to change when reps can handle 3x the volume - What a GTM motion looks like when it's built around AI from the ground up - How to get sales, marketing, and ops aligned on a model the board will actually buy into ### **You'll walk away with…** **A new way to make the headcount argument** When AI can triple rep productivity, "hire 10 more AEs" is a hard sell - or it should be. Mark and Sahil break down how to reframe the capacity conversation with your board and what metrics you need to back it up. **A clearer picture of what the new GTM motion actually looks like** Segmentation, pipeline coverage, channel mix, handoff points between marketing and sales - all of it is shifting. You'll hear a concrete breakdown of what GTM looks like when a rep can produce $3M instead of $1M, and what that means for how you architect the full revenue motion. **The positioning to lead your company's AI-driven GTM transformation** The GTM leaders who win the next few years won't be the ones who adopted AI the fastest. They'll be the ones who redesigned their motion around it. You'll leave knowing exactly what that redesign looks like and how to own it. ### **Meet the experts** ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2026/05/1687215625496--1-.jpeg) **Mark Roberge, Founding CRO at HubSpot** Mark Roberge built HubSpot's go-to-market motion from the ground up, scaling revenue from $0 to $100M and creating one of the most widely used GTM frameworks in SaaS. He now teaches at Harvard Business School and invests in the next generation of revenue-focused startups at Stage 2 Capital. His new book, The Science of Scaling, pulls together everything he's learned along the way. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2026/05/1769812393972--1-.png) **Sahil Aggarwal, CEO & Co-Founder, Von** Sahil is the CEO of Von, a company built to help revenue teams operate with more precision and less noise. As a practitioner turned founder, he brings a ground-level perspective on what AI adoption actually looks like inside a GTM org and what it takes to move from theory to execution. ### The GTM loop: How feedback velocity beats strategy every time URL: https://www.gotomarketalliance.com/the-gtm-loop-how-feedback-velocity-beats-strategy-every-time/ Last updated: 2026-05-26T10:56:32.000Z Most go-to-market teams do not have a strategy problem. They have a feedback velocity problem. That distinction matters because it determines what you fix. [Strategy problems](https://www.gotomarketalliance.com/disruptive-gtm-strategies-for-exponential-growth/) send you back to the whiteboard. Feedback velocity problems require you to examine your operations and how quickly your organization converts what sellers learn in the field into changes in positioning, enablement, and execution. This article is for sales enablement professionals who suspect their GTM engine is losing horsepower somewhere between strategy and execution. # When the strategy looks perfect, but deals still stall Picture a launch that felt right. Cross-functional alignment was strong. Messaging was tight, battlecards were polished, and training was delivered on time. By every internal measure, it was a well-executed launch. Two weeks later, something felt off. Sellers were hearing [objections](https://www.gotomarketalliance.com/overcoming-objections-in-sales-deals/) not in the battlecards. Buyers were framing the problem differently than anticipated. Deals were not collapsing; they were getting stuck. This is a familiar failure mode. The issue is not that the strategy was wrong. There was no fast, reliable mechanism for translating what the field was learning into [better positioning](https://www.gotomarketalliance.com/competitive-positioning-and-what-its-and-why-its-important/) and [enablement](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/). The information existed. Objections were surfacing in one-on-ones, in Slack threads, and in deal reviews. It just never made it back into the system in a way that could influence anything. That gap between insight and action is where GTM strategies quietly lose their edge. # The real GTM gap Most go-to-market organizations operate with a linear structure. Marketing builds [the messaging](https://www.gotomarketalliance.com/5-tips-to-level-up-your-messaging-efforts/). Enablement delivers it. Sales executes. Product iterates. Each function does its work, hands it off, and moves on. The problem is not that any individual function is performing poorly. It is that there is no connective loop between them. [The power of customer feedback: leveraging feedback for SaaS product developmentThinking of a robust SaaS product development strategy that can give you an edge? It’s time to prioritize customer feedback. In this blog, we will guide you on how to leverage the power of customer feedback for developing SaaS products.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceFahad Khan![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/omar-prestwich-fhMoahvzgxQ-unsplash--1--5e66477928436921f429056c4bffec67d94932d50ab7d0cd25910d355bd2f8a1.jpg)](https://www.gotomarketalliance.com/the-power-of-customer-feedback-leveraging-feedback-for-saas-product-development/) Objections, competitive signals, and buyer language remain stuck in Slack threads. Enablement teams are treated as order-takers rather than strategic partners. Strategies go static after launch, missing every opportunity to adapt until the next planning cycle. Most damaging: sellers share feedback and see no evidence that it mattered. Eventually, they stop sharing. The organization loses one of its most valuable sources of market signals. This erosion rarely shows up in a dashboard. It shows up months later, when your positioning is six months behind the market. > ***The question is not: Are we aligned? It is: How fast do we learn?*** This is what can be called the invisible GTM gap. An operational gap between planning and execution and between execution and learning. Identifying it as such is the first step toward closing it. # Introducing the GTM loop ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2026/05/The-feedback-loop-framework.png) The GTM Loop is a framework designed to replace this linear, disconnected model with a continuous, integrated cycle. Rather than treating go-to-market as a series of handoffs with hard stops, it treats it as a flywheel with four interconnected stages: strategy and messaging, field execution, insight capture, and optimization and refinement. ### Stage 1: Strategy and messaging This is where clarity lives. Clear ideal [customer profiles](https://www.gotomarketalliance.com/6-expert-strategies-for-defining-your-ideal-customer-profile/), sharp narratives, and defined plays. This is the foundation that goes into the field. The quality of this stage determines how well-equipped sellers are for real conversations. But it is only the starting point, not the finished product. ### Stage 2: Field execution This is where reality lives. Real conversations, real objections, and real buyer language. This is where strategies are tested against actual market conditions, and the gap between what you believe about your buyers and what they actually think becomes visible. Every call is a data point. [How effective data visualizations can drive actionIs your data not engaging your team or shareholders? Is it hurting your ability to deliver valuable insights? Look no further than the power of effective data visualizations.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Framework_Pre-Launch_10--1--3-954bd0426101fcd8852c7306d0161450edd8ce49c3afd9a157a0373ccc3a2e9e.jpg)](https://www.gotomarketalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action-2/) ### Stage 3: Insight capture This is where intelligence is gathered and organized. Call intelligence tools, [win/loss analysis](https://www.gotomarketalliance.com/podcast/using-win-loss-analysis-to-secure-your-competitive-advantage-with-nick-siddoway/), objection tracking, and competitive signal monitoring all belong here. This stage is the infrastructure that makes what is happening in the field visible and actionable for the people who shape strategy and enablement. Without this stage, the loop cannot close. ### Stage 4: Optimization and refinement This is where the loop closes. Positioning shifts. Messaging evolves. Enablement materials are updated. The cycle begins again, now informed by what was learned in the previous round. Each iteration should make the next one faster and more accurate. The difference between average and high-performing GTM teams is not that one has a better initial strategy. It is the one who spins this loop faster. The team that learns fastest from the field wins, because faster refinement cycles compound into significant competitive advantage over quarters and years. Speed of learning is not a soft capability. It is a durable structural advantage. ### Where the loop breaks - **The most frequent failure: insight that never travels**. Teams gather data, but it is never synthesized, never shared, and never turned into decisions. It sits on a platform no one checks. - **The second: visibility without ownership**. Teams can see the data, but no one is responsible for translating signals into decisions. > Insight without decision-making authority moves nothing. - **The third: messaging updates that happen in a vacuum**. Positioning is refined, but sellers never learn what changed or why. The updated asset gets ignored. - **The fourth, and most corrosive: disappearing feedback**. A seller shares what they are hearing. Weeks pass. Nothing changes. Repeated enough times, this destroys the feedback culture that the entire GTM Loop depends on. Rebuilding it is far harder than maintaining it. # Five tactics for building feedback velocity High-performing GTM teams do not rely on a single feedback mechanism. They build an ecosystem of multiple mechanisms that work together to create systematic, durable intelligence. The following five tactics have proven most effective in practice. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2026/05/Feedback-velocity.png) ### Tactic 1: Monthly messaging reviews Structured, recurring cross-functional sessions that bring sales, marketing, enablement, and product together to evaluate how messaging is performing. These are not casual check-ins. They have clear objectives, pre-read materials, and data-driven agendas. Lead with [quantitative data](https://www.gotomarketalliance.com/leveraging-data-to-build-a-great-product/): close rates, win/loss analysis, asset engagement, and objection frequency. Every session ends with named owners and defined timelines. Running these consistently builds the organizational muscle for rapid response when something urgent emerges. ### Tactic 2: Objection trend dashboards Centralized visibility into recurring customer pushback. Tag objections by theme and track them over time: [pricing](https://www.gotomarketalliance.com/how-to-do-competitive-pricing-analysis-and-beat-your-competition-with-examples/), feature gaps, integration complexity, and competitive positioning. When all functions are looking at the same objective data, decisions become significantly more productive, and the vocabulary becomes shared. ### Tactic 3: Cross-functional GTM retros Post-launch retrospectives connect the dots across the customer journey, revealing where handoffs break down and where messaging creates confusion. They surface systemic issues that never appear in individual deal reviews. Run them within two weeks of a launch. Include sales, marketing, product, and enablement. Produce a documented list of recurring patterns, ranked by impact and feasibility, with clear owners. Without that accountability structure, the retro becomes shared frustration. ### Tactic 4: Field advisory councils Rotating groups of frontline sellers providing structured input on GTM strategy and enablement. They give top performers a formal voice while keeping leadership connected to ground-level realities. What matters most is that the council has structured agendas, that feedback is visibly acted on, and that members can trace a clear line between their input and organizational decisions. ### Tactic 5: AI-assisted signal detection Tools like Gong, ZoomInfo Chorus, and Zoom Revenue Accelerator analyze call recordings and CRM notes at a scale no human review process can match. They surface patterns in objections, competitor mentions, and messaging gaps across hundreds of conversations. The value is not replacing human judgment. It is augmenting it. A sharp uptick in a competitor mention or a new objection category can appear in the data weeks before it becomes a widespread pipeline problem. ## How to close the loop visibly All five of these tactics share a common dependency. They are only as valuable as the follow-through that follows them, and the single most important act of follow-through is making the loop visible to the people who feed it. 💡 Sellers need to see a clear line between what they reported and what changed. It does not need to be elaborate. A line in a team meeting, a message in a channel: **you told us this objection kept coming up, so we updated the battlecard. Here is what changed and why.* That transparency does two things. It builds trust that the organization is listening. And it sustains the culture of participation that makes every subsequent cycle richer. Without this step, every other mechanism runs on diminishing returns. ## Learning speed as a competitive advantage The question that should drive GTM operations is not whether the team is aligned. Alignment is a starting point, not a competitive advantage. Teams can be fully aligned on a strategy that is already six months out of date. Alignment on the wrong thing is consensus, not progress. [Revenue Operations Metrics Certified: Masters BrochureElevate and standardize your entire organization’s go-to-market skillset and watch your revenue streams rocket. GTM Alliance is \*the\* platform of choice.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Meta_Images_Text-1-13e3f07e1cb50917f823c41a2facaeba4d4059782512b7c2170bb55f6287a984.jpg)](https://www.gotomarketalliance.com/revenue-operations-metrics-certified-masters-brochure/) The better question is, how fast do we learn? In B2B technology markets, the teams that win over time are not necessarily the ones with the most sophisticated initial strategy. They are the ones who can take what their sellers are hearing on Monday and have it reflected in updated positioning by the end of the month. They are the ones that treat every lost deal as a signal and [every closed deal](https://www.gotomarketalliance.com/overcoming-objections-in-sales-deals/) as a question: what worked, and why? They are the ones who have built the operational infrastructure to convert field intelligence into competitive action faster than their competitors can respond. Feedback velocity is the multiplier. It is the distance between what sellers hear in a conversation and what the GTM strategy becomes. The shorter the distance, the stronger the competitive position. And that distance is entirely within [GTM leadership's](https://www.gotomarketalliance.com/gtma-contributor-case-study-with-anne-hunter/) control to reduce. ## Where to start Do not try to fix everything at once. Start with one feedback channel and one refinement cycle. [Using customer feedback to improve your productAs many product marketers will testify, bringing a product to market is no piece of cake. From conducting market research and forming your personas to completing competitor analysis, you need to follow a long process, before unleashing your creation on the world.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Framework_Post-Launch_4-778722f3bbd4b6775294720997593537d5cf900feb0b7e2dbf28ba6797bc686d.jpg)](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) Run a single monthly messaging review consistently for three months. Set up a basic objection-tracking dashboard for one product line. Convene a small field advisory council for one region. The goal of early wins is not just operational improvement. It is to build proof of concept: that the loop works, that feedback leads to changes, and that changes produce measurable results. The GTM Loop is not a project with a completion date. It is an operating model. And like any flywheel, it builds its own momentum over time. ### How MACC accelerates enterprise procurement in B2B SaaS URL: https://www.gotomarketalliance.com/how-macc-accelerates-enterprise-procurement/ Last updated: 2026-05-26T10:58:03.000Z Enterprise software deals rarely fail because of product capability. More often than not, they slow down during procurement. Security reviews, vendor onboarding, payment setup, and legal negotiations can extend purchasing cycles for months. Even when a [product team](https://www.productmarketingalliance.com/the-dream-team-product-management-and-product-marketing/) has already selected a solution, internal procurement processes can delay deployment. For companies selling to enterprises running on Microsoft infrastructure, **Azure Marketplace, combined with Microsoft Azure Consumption Commitments (MACC),** offers a significantly faster path from product evaluation to purchase. ## Understanding MACC and enterprise buying behavior An MACCis a contractual agreement where an enterprise commits to spending a specific amount on Azure services over a defined period. To help customers utilize this commitment, Microsoft allows qualifying software purchased through **Azure Marketplace** to count toward that Azure spend. This creates an important alignment of incentives. The enterprise needs to use its committed Azure budget. Vendors available through Azure Marketplace allow them to do exactly that while deploying software their teams already want. As a result, Azure Marketplace often becomes the preferred procurement channel for enterprises operating under MACC agreements. ## Expanding enterprise market access through Azure Marketplace For many software companies, selling into large organizations requires passing multiple layers of vendor approval before procurement can even begin. [Leveraging ChatGPT for comparative analysis of GTM software solutionsFinding the right solutions for your revenue operations tech stack can be challenging. Luckily, AI can speed up this process. In this article, I will explain how to effectively use ChatGPT to help you decide which GTM solution is best for you.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceAndréa Faria![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/andrew-neel-CVfAqFRYjb0-unsplash--1--96d6188452e72763e1a4852845f60b2f81d1822642b7f7543e75fb4d0720b9fc.jpg)](https://www.gotomarketalliance.com/leveraging-chatgpt-for-comparative-analysis-of-gtm-software-solutions/) Publishing on Azure Marketplace changes this dynamic. It places the product inside an ecosystem that enterprises already trust and actively use when searching for solutions. This can expand a company’s potential enterprise reach by making it accessible to organizations that prefer purchasing software through their existing Azure agreements. For vendors targeting enterprises that run Microsoft infrastructure, Azure Marketplace effectively becomes an additional distribution channel into organizations that are already allocating significant budgets to Azure. ## Why procurement moves faster on Azure Marketplace Traditional enterprise procurement involves several steps: - Vendor registration and onboarding - Finance and payment setup - Legal contract negotiation - Security and compliance review When a product is purchased through Azure Marketplace and applied to an enterprise’s MACC commitment, several of these barriers become easier to navigate. Payment infrastructure already exists through Microsoft. Procurement teams can categorize the purchase under their existing Azure spend rather than onboarding a new vendor. The result is a procurement process that can move significantly faster once the enterprise has decided to [adopt](https://www.productmarketingalliance.com/product-adoption-framework/) the product. ## Marketplace availability supports procurement, not product demand Being listed on Azure Marketplace does not replace the need for a strong product or a clear enterprise [value proposition](https://www.productmarketingalliance.com/value-proposition-framework-template/). Companies still need to demonstrate real business value, meet enterprise security requirements, and solve meaningful operational problems. Marketplace availability simply removes friction once a buyer is already interested. In practice, it allows vendors and enterprise buyers to move from product validation to procurement with fewer administrative barriers. ## Accelerating Azure Marketplace placement For many software companies, the challenge is not understanding the value of Azure Marketplace but navigating the technical and operational requirements needed to publish there. Companies looking for the fastest path to Azure Marketplace placement often work with specialized partners that understand Microsoft’s marketplace infrastructure, billing models, and integration requirements. Providers such as **WeTransact** help software vendors operationalize Azure Marketplace distribution by enabling listing, billing integration, and transaction management. For companies focused on enterprise growth within the Microsoft ecosystem, this can significantly reduce the time required to start transacting through Azure Marketplace. ## A strategic channel for enterprise software As enterprise organizations continue consolidating technology procurement around existing cloud commitments, Azure Marketplace is becoming an increasingly important channel for software distribution. For vendors targeting enterprise customers running on Microsoft infrastructure, aligning with Azure Marketplace and MACC spending can simplify procurement, expand potential market access, and shorten the time from product interest to deployment. ### Why too many products kill your GTM motion URL: https://www.gotomarketalliance.com/why-too-many-products-kill-your-gtm-motion/ Last updated: 2026-05-21T14:29:58.000Z Go-to-market strategy sits at the core of everything we do in product marketing. I've been in this field for many years now, starting out as a software developer, moving into product management, and eventually landing in product marketing at companies like HP, Oracle, AppDynamics, CA Technologies, and now Nutanix. Along the way, I've failed plenty of times, learned a lot, and picked up tidbits from peers and colleagues that have shaped how I approach go-to-market today. There's no magic wand here. No secret formula that fixes everything overnight. What I can share with you are the best practices that have worked for me, the ones I've borrowed from others, and the frameworks I keep coming back to when I'm building out a strategy. So let's get into it. ## What product marketing actually does When someone asks me what [product marketing](https://www.gotomarketalliance.com/defining-and-measuring-product-market-fit/) does, I usually pull out a cheat sheet I've been refining for years. At the center of it all sits the go-to-market strategy. Everything else radiates out from there. The work breaks down into a few key areas: - [**Product messaging**](https://www.gotomarketalliance.com/what-is-product-messaging/) **and launches:** Building the content, working with integrated marketing teams to make sure the message is ready when the product goes out, coordinating with PR, briefing analysts, executing the launch, and following up afterward. - [**Sales enablement**](https://www.gotomarketalliance.com/what-is-sales-enablement/)**:** Making sure sales can articulate the messaging, target the right personas, and use the appropriate proof points to support conversations. - **Demand gen support:** Working with the corporate marketing team, the campaigns team, channel partners, and GSIs to make sure they have what they need. - **Thought leadership:** Establishing your product or solution as a leader in the marketplace through analysts, influencers, user groups, industry events, and content. [The eight product marketing metrics you need to improve your Go-to-Market strategyAs a function, product marketing can sit between other departments involved in GTM and connect them. As with any function, you won’t get the most out of product marketing unless you can measure, track and build on it. That’s where product marketing metrics come in.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-c5290cc2a87de0a0aa4760a7459d5cac786d0cc21a58d144a5d29d76e33208e9.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/productmarketingmetrics-f3bc4121c080326a979d9ce23cc2733ddc64e302d980badfca053fb4cfb03411.jpg)](https://www.gotomarketalliance.com/the-eight-product-marketing-metrics-you-need-to-improve-your-go-to-market-strategy/) Depending on the organization, the split between product management and product marketing can look quite different. Sometimes it's 60/40, sometimes 70/30, sometimes right down the middle. The exact division matters less than making sure every area gets covered, either by you, your team, or product management. ## Starting with a solution-led approach When I joined Nutanix, we had tons of products and I've seen this same situation play out at other companies too. When you're a single-product company, articulating value is straightforward. Sales reps can do it in their sleep. But when you've got 15 or 16 different products, things get messy fast. [Why sales enablement is the key to sustainable revenue growthDuring our fantastic Sales Enablement Festival in October 2021, Georgia Watson, Enablement & Skills Transformation Lead at IBM, led a panel discussion all about why sales enablement is the key to sustainable revenue growth.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceDaniel O’Dowd![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/salesenablementgrowth-86f3c50f0985bc30b5e535cec74e64c7cdf6775728503df77d92f20b274d44cb.jpg)](https://www.gotomarketalliance.com/why-sales-enablement-is-the-key-to-sustainable-revenue-growth/) What happens is the product teams and engineering teams start going directly (or sometimes indirectly) to customers saying "buy my product, buy my product, buy my product." It gets confusing for everyone, especially the customer. Instead of going to market with 16 different products and 16 [different messages](https://www.gotomarketalliance.com/how-to-harness-the-power-of-message-market-fit/), we'd build solutions that attached to customer problems. We looked at how customers were actually using our platform: end-user computing, virtual desktops, private hybrid cloud, and running databases. We grouped our products into solutions around those workloads, then attached those solutions to the actual challenges customers were facing. This is the heart of solution-led go-to-market. You start with the customer's challenge, attach your solution to it, and only then talk about the product underneath. I generally don't like to go beyond three solutions. Once you get past three, focus starts slipping. If you have 10 things that are important, none of them are important. Three is my sweet spot, but there's no hard rule. You can do two, you can do four. The principle that matters: build your approach around the customer's pain point, not around your feature list. We also added an industry flavor on top. Healthcare looks different from financial services. In healthcare you're talking about digital health, doctors seeing patients remotely, prescriptions, and all of that. So we took the core solution and tailored it to the industry trends and the specific pain points in those verticals. Building strong core go-to-market messaging is essential, and layering industry context on top makes it land much harder. ## A framework for each play For each solution or play, you need [a framework](https://www.gotomarketalliance.com/maximizing-the-impact-of-product-messaging-frameworks/). We borrowed one that some of my colleagues had used in the past and adapted it. Here's what we look at for each play: - **Size of the opportunity:** Do we have a way to segment and target? Do we have the data to support it? Can we hand something concrete over to the campaigns team and the sales team? - **Use cases and trigger points:** What gets a customer to start looking at this solution? What challenges are they running into? - **Messaging platform and content:** From the initial call script an SDR uses, to the solution brief, to the customer presentation. The full bill of materials. - **Enablement plans:** Sales enablement, channel enablement, demand gen plans, program plans. - **Success metrics:** pipeline size, conversion rate (total opportunities divided by closed-won), MQLs to SQLs. Whatever matters most for your business. Once you've launched, you have to measure. Look at the top areas where you have challenges and optimize for them. This framework works equally well for a product launch or a solution launch. The principle is the same: look at every part of the [go-to-market motion](https://www.gotomarketalliance.com/breathe-life-into-your-gtm-motions-with-compelling-storytelling/) and have a clear operating model behind it. ## You are the glue Here's something I want you to internalize. As a go-to-market leader, you are the glue between sales, marketing, and product. Nobody else sees this the way you do. You need to make sure your go-to-market plan includes integrated sales and marketing. The assets the marketing team produces need to align with what sales is trained on. When campaigns generate leads, sales needs to follow up with conversations that match the messaging customers just saw. When marketing gives air cover, sales has to be ready to support it on the ground. That alignment doesn't happen accidentally. You make it happen. [The value of aligning GTM, product, and community teamsThere’s a really effective way to translate customer feedback into actionable insights: the collaborative efforts of your Go-to-Market, product, and community teams. When these teams are aligned and clear on the goals that need to be delivered, they’ll be able to enhance the customer experience.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceTanwistha Gope![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Framework_Pre-Launch_10-2-954bd0426101fcd8852c7306d0161450edd8ce49c3afd9a157a0373ccc3a2e9e.jpg)](https://www.gotomarketalliance.com/aligning-gtm-teams-for-better-customer-experience/) ## Messaging: an art and a science Messaging is part art, part science. There's a formula, but there's also intuition involved. For me, it comes down to three steps: 1. Identify the challenges your buyer personas and target customers are facing. Really understand them in detail. 2. Build messaging that articulates how your solution addresses those challenges. 3. Support every claim with proof points. That third one is critical. As a marketer, you can say your product is great all day long. It doesn't land until you have third-party validation: analysts, customers, benchmarks, and [case studies](https://www.gotomarketalliance.com/how-case-studies-can-elevate-your-content-led-gtm-approach/). Take end-user computing as an example. Customers were running into real pain with their existing solutions. Connecting remotely to a desktop, or a doctor connecting to a medical system or a PACS imaging tool, was taking two and a half minutes just to log in. [How case studies can elevate your content-led GTM approachCase studies are one of the most powerful content tools in the GTM playbook. Buyers are looking for third-party validation, and what better than a peer who’s made a similar decision? In case studies, sellers have an external voice sharing what your solution provides and the value it delivers.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceDavid Bressler![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Framework_Post-Launch_6-c7a07ec35a785beb03c0e8bb9afaf7f2292e74666c65a6d6a1188e341749ac82.jpg)](https://www.gotomarketalliance.com/how-case-studies-can-elevate-your-content-led-gtm-approach/) That's a terrible experience and the problems usually start small. Everything works fine at the beginning, but the moment you add more users, the experience degrades. You don't need to hit every single challenge. You need to understand and articulate the ones that matter most so that when sales walks into a customer meeting, the first thing they do is lay out the challenges, ask "does this sound familiar?" and get the customer nodding. Only then do you bring in your value prop. And every key message gets backed by a proof point: 61%, two months down to a day, less than six months payback period. Those numbers come from benchmarks, analyst reports, and customer case studies. Keep building that proof point library over time. ## Launch planning without reinventing the wheel For launches, I use a tiered model. Tier one launches (a major new offering) get the full treatment. Tier two launches get less. Tier three launches might just be a press release and a webinar. The point is to define ahead of time what deliverables go with each tier. Pre-launch, at-launch, post-launch. Use it as a checklist so you're not reinventing the wheel every single time. When the team knows what to expect for each tier, planning gets faster and execution gets cleaner. ## Sales enablement starts with motivation Before you enable sales, you have to motivate them. Sales reps have many people coming at them asking for attention. In our case, 16 product managers were all knocking on their door saying "sell my thing." [It’s time to invest in sales enablement tools. Here’s why.With a cross-functional Go-to-Market strategy where sales can confidently mesh their persuasion and charisma with product knowledge, you’re looking at much higher win rates and, therefore, much higher revenue.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/salesenablementools-7ef537d6c54e29751692b542f9bd69cadd8328c14fda269b4a1d9fb5476766f8.jpg)](https://www.gotomarketalliance.com/its-time-to-invest-in-sales-enablement-tools/) If you want sales to invest time in your solution, they need to understand why it's worth their time and the answer almost always comes down to two things: close deals faster, make more money. At [sales kickoffs](https://www.gotomarketalliance.com/10-top-tips-for-running-virtual-sales-kick-offs/), in training, and in workshops, you have to get them locked and loaded. Show them, don't just tell them. Walk through the math. "If your quota is this, and the average deal size for this solution is that, you only need to close 10 deals to hit your number." When they see it concretely, they buy in. Then comes the actual enablement: segmentation, target accounts, content, and the tools to move the pipe. This is where I think product marketing has more responsibility than people sometimes realize. All the work you do, all the messaging you craft, none of it counts until the deal is closed-won. So you've got to help sales move opportunities through every stage. ## Helping sales move the pipe Here's a concrete example. We were analyzing the pipeline and noticed many deals were stuck at the "technical win" stage. The customer had agreed the technology solved their problem. But they couldn't get their internal stakeholders to sign off. That told us our champions inside the customer organization didn't have what they needed to build the business case. They had the technical story, but not the business justification. So we built tools to fix that. A total economic impact study based on five customer interviews. [ROI calculators](https://www.gotomarketalliance.com/redefining-roi-for-b2b-marketers/). Business justification templates. Things our champions could take to their CFO and their executive sponsors. This is the kind of work product marketing should be doing. Pipeline analysis traditionally lives with sales ops, but if you partner with them and approach it as helping (not meddling), they'll welcome you in. The data still comes from sales ops, but you bring the marketing lens, you spot the patterns, and you build the assets that unblock the stuck deals. You'll want a build of materials across the full sales journey: assets for preparing, attracting, engaging, and proving value. Some of those assets are mandatory before launch. Others are nice to have. You decide which is which based on the product and the situation. ## Supporting demand gen The demand waterfall (the Sirius Decisions one, if you've seen it) is a helpful way to think about how product marketing supports demand gen. You're helping with segmentation, messaging, watering holes, the content and webinars and tactics that work at each stage of the funnel. You probably won't be running every campaign yourself. But you're building the core messaging, the rally cries, and the proof points that the demand gen team carries into the market. You're there to support them through the whole process and to make sure the content is ready for the web team, direct channels, partners, and GSIs. Build the [checklists](https://www.gotomarketalliance.com/your-ultimate-product-launch-checklist/). Build the bill-of-materials documents. Take ambiguity out of the system so people have something to look at, tweak, and use. ## Thought leadership is a long game Thought leadership matters for a couple of reasons. One, it establishes your product in a category, which is especially important for newer products that don't have an obvious home yet. Two, it builds share of voice over time. For example, we have a database management product at Nutanix. We're known for infrastructure and cloud (private cloud, hybrid cloud, public cloud), but this product helps manage database lifecycle on top of our cloud platform. One of our goals is to get this product listed alongside other database management players. PR work, analyst briefings, and influencer engagement are all critical for that. Thought leadership also involves your subject matter experts. Your technologists are submitting papers, speaking at user groups, and attending special interest groups. At one of my previous companies, we built a continuous delivery microsite for DevOps content. The idea was to make it the destination for anyone looking at continuous delivery, testing, or DevOps. The content wasn't about speeds and feeds. It was leadership-oriented. Product content lived elsewhere, and the microsite pointed people there when they were ready. That separation matters. Thought leadership content earns trust. Product content closes deals. Both have a place, but mixing them dilutes both. ## Frameworks beat heroics If there's one thing I've learned over the years, it's that frameworks beat heroics every time. Cross-functional collaboration has always been hard, and it's gotten harder with distributed teams. But a shared framework, a shared operating model, and a shared vocabulary, those things let you scale beyond what any individual can do. The demand waterfall is one framework. The solution-led go-to-market structure is another. The tiered launch model is another. Pipeline analysis templates, build-of-materials checklists, and [sales enablement](https://www.gotomarketalliance.com/why-sales-enablement-is-the-key-to-sustainable-revenue-growth/) assets organized by sales stage. All of these reduce ambiguity and let teams move faster together. One challenge worth flagging: in some tech companies, particularly ones that are very sales-led or CEO-led, the relationship-driven sales motion can sideline a lot of the messaging work product marketing does. I've been in situations where the CEO was making most of the calls and the sales reps were focused purely on relationships. [State of Product Marketing Report 2025Your career accelerator, team playbook, and industry snapshot in one. Get a behind-the-scenes view into what your peers are prioritizing, struggling with, and celebrating – all backed by data and direct quotes from real product marketers. What’s inside? We surveyed and spoke with hundreds of product marketers to uncover the![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_State_of_Product_Marketing_Report_2025_Meta-1-42bf786e870801309c9f2e689ce512f54601fd5db980442ed3f8d66903bfd92b.png)](https://www.gotomarketalliance.com/state-of-product-marketing-report-2025/) All the business outcome messaging we built didn't get used because the conversations were happening at a different level, with the wrong personas. That's a hard situation to be in, and it's worth recognizing early so you can adjust. ## Sales is your primary customer In my current role, I genuinely believe sales is my primary customer. I support marketing, I work with product, but my job is to position sales for success. Make sure they have the tools, the knowledge, and the assets in their backpack so they can win deals. And when I say sales, I mean the full route to market: direct sales, channel, and GSIs. Whoever is carrying the message to customers needs to be enabled. Until the deal is closed-won, the work isn't done. And once it is done, you cycle back: build the customer reference, capture the proof point, write the case study, and feed it back into your messaging library for the next set of opportunities. [Go-to-market strategy ](https://www.gotomarketalliance.com/fractal-method-proven-gtm-strategy/)isn't a one-time exercise. It's a continuous discipline. Build the framework, work the framework, and refine the framework. Stay close to sales. Stay close to the customer. And trust that the structure you put in place today is what lets you move faster tomorrow. ### Go-to-Market Labs Workshops URL: https://www.gotomarketalliance.com/go-to-market-labs/ Last updated: 2026-06-09T13:55:34.000Z _No content available._ ### Assistant vs. Delegate: How autonomous agents and AI loops are changing Product Marketing | GTM Labs URL: https://www.gotomarketalliance.com/go-to-market-labs/assistant-vs-delegate-how-autonomous-agents-and-ai-loops-are-changing-product-marketing-gtm-labs-2/ Last updated: 2026-09-10T07:22:49.000Z _This post is for subscribers on the Pro+ membership - teams and Pro+ membership tiers only._ ### Taking GTM metrics beyond the dashboard | GTM Labs URL: https://www.gotomarketalliance.com/go-to-market-labs/taking-gtm-metrics-beyond-the-dashboard-gtm-labs/ Last updated: 2026-08-13T09:26:57.000Z _This post is for subscribers on the Pro+ membership - teams and Pro+ membership tiers only._ ### Lifecycle metrics that drive retention & advocacy | GTM Labs URL: https://www.gotomarketalliance.com/go-to-market-labs/lifecycle-metrics-that-drive-retention-advocacy-gtm-labs/ Last updated: 2026-07-09T07:47:26.000Z _This post is for subscribers on the Pro+ membership - teams and Pro+ membership tiers only._ ### Avoid vanity metrics: evaluating true GTM impact | GTM Labs URL: https://www.gotomarketalliance.com/go-to-market-labs/avoid-vanity-metrics-evaluating-true-gtm-impact-gtm-labs/ Last updated: 2026-06-11T08:11:10.000Z _This post is for subscribers on the Pro+ membership - teams and Pro+ membership tiers only._ ### GTM on a budget: do more with less | GTM Labs URL: https://www.gotomarketalliance.com/go-to-market-labs/gtm-on-a-budget-do-more-with-less-gtm-labs/ Last updated: 2026-05-28T09:47:00.000Z _This post is for subscribers on the Pro+ membership - teams and Pro+ membership tiers only._ ### Lead with impact: conversations that shape GTM success | GTM Labs URL: https://www.gotomarketalliance.com/go-to-market-labs/lead-with-impact-conversations-that-shape-gtm-success-gtm-labs/ Last updated: 2026-05-28T09:46:37.000Z _This post is for subscribers on the Pro+ membership - teams and Pro+ membership tiers only._ ### Turning launches into repeatable revenue moments | GTM Labs URL: https://www.gotomarketalliance.com/go-to-market-labs/turning-launches-into-repeatable-revenue-moments-gtm-labs/ Last updated: 2026-05-28T09:46:28.000Z _This post is for subscribers on the Pro+ membership - teams and Pro+ membership tiers only._ ### Winning the narrative when markets move fast | GTM Labs URL: https://www.gotomarketalliance.com/go-to-market-labs/winning-the-narrative-when-markets-move-fast-gtm-labs/ Last updated: 2026-05-28T09:46:17.000Z _This post is for subscribers on the Pro+ membership - teams and Pro+ membership tiers only._ ### Your AI product isn’t the problem. Your revenue engine is. URL: https://www.gotomarketalliance.com/your-ai-product-isnt-the-problem-your-revenue-engine-is/ Last updated: 2026-05-21T10:32:33.000Z At one point, I realized we didn’t have a demand problem. We had a conversion problem. Users were signing up. Demos were happening. Product usage looked promising on the surface. But too many opportunities were stalling between initial interest and actual expansion. In some cases, users were clearly getting value from the product, but momentum disappeared before conversations ever turned into commercial outcomes. I started looking more closely at where those opportunities were breaking down. The issue usually wasn’t product quality. It was operational. No clear ownership. No enforced next step. Slow follow-up. Weak visibility into which users were actually showing expansion potential. Once I started building systems around progression, follow-up, and user behavior, conversion improved materially. That shift changed how I think about revenue in AI companies entirely. ## Why early AI traction often fails to convert Most AI companies today have: - Inbound interest - Product usage - Demos booked - A vague sense that “*something is working*” What they don’t have is a [revenue engine](https://www.gotomarketalliance.com/fueling-revenue-growth-with-the-gtm-funnel/). No structure. No ownership. No system that reliably converts interest into revenue. **They have activity.** Which is comforting. Because activity feels like progress… ![](https://media.tenor.com/KGEK0arsp-sAAAAC/no-it%27s-not-no-it-isnt.gif) [**It isn’t.**](https://media1.giphy.com/media/v1.Y2lkPTc5MGI3NjExN2psNngxcnp5M2p3am80c2VhZjczczFyanlhcHpmemIzY3lnaWVhbCZlcD12MV9pbnRlcm5hbF9naWZfYnlfaWQmY3Q9Zw/4cuyucPeVWbNS/giphy.gif) ## The highest risk point in the revenue process The failure point is almost always the same: **The moment between interest and** [**conversion**](https://www.gotomarketalliance.com/podcast/boosting-your-email-conversion-rates-with-aidan-casey/)**.** - A lead comes in, but your response is slow - A demo happens, but there is no clear next step - A conversation starts (*yay!*), but then there’s no follow-up Then everyone wonders why “*conversion is lower than expected*.” Nothing broke. **You just never built the system that makes it work.** In my case, the issue wasn’t conversion, but it started earlier. Inbound was inconsistent, [ICP](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/) was still being defined, and demand channels were still being tested, from where users were actually searching to early marketing and targeted acquisition efforts. [The oversimplification problem in enterprise GTMLearn how distributed decisions, long timelines, and organizational silos make growth costly and fragile.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceEleonora Berylo![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2026/04/Ella-Berylo---GTM.png)](https://www.gotomarketalliance.com/the-oversimplification-problem-in-enterprise-gtm/) I moved from chasing volume to understanding behavior. I reviewed users individually, mapped how they were actually using the product, and fed that directly into product changes, from capturing company data to improving onboarding and usability. From there, I built a bottom-up motion. Starting with individual users, identifying internal champions, expanding into their teams, and shaping pricing around real usage and willingness to pay. What began as beta usage turned into paying users, then team adoption, and eventually enterprise-level conversations, including discussions at the CEO level for company-wide rollout. None of this came from more features or more leads. It came from building a system around how demand was created, understood, and converted. Most teams would have called this “early traction.” It wasn’t. It was unstructured demand, and **without intervention, it wouldn’t have converted.** Conversion improved materially once pricing, ownership, and follow-up were systemized. ## **“We’re still finding PMF” often hides execution problems.** This is the most overused line in early-stage companies. PMF is often treated like the Holy Grail: find it once, and everything else is supposed to fall into place. **It doesn’t.** It’s not static. It shifts as your market, customer, and product evolve. More importantly, you don’t discover it by waiting. You discover it by **putting a system around demand and learning from what converts and what doesn’t.** If you don’t have a way to consistently follow up, close, and learn… You don’t have [product-market fit](https://www.gotomarketalliance.com/product-launches-how-to-resource-differentiate-and-maintain-momentum/). You have opinions. [Elena Verna](https://www.linkedin.com/in/elenaverna/) puts it more bluntly: product-market fit isn’t a milestone you unlock, especially in markets that are still shifting. Even companies doing hundreds of millions in revenue aren’t guaranteed their position. **If that doesn’t make you uncomfortable, it should.** [The AI-accelerated go-to-market playbookA practical playbook showing how AI transforms go-to-market strategy from fragmented processes into a coherent, intelligence-driven engine.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceThomas Doherty![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Thomas-Doherty-.png)](https://www.gotomarketalliance.com/the-ai-accelerated-go-to-market-playbook/) ## What I built to turn product usage into revenue It’s not your [CRM](https://www.gotomarketalliance.com/retain-your-customers-with-lifecycle-marketing/). It’s not your pipeline dashboard. Or your unpersonalized, bland, [AI-generated](https://www.gotomarketalliance.com/the-ai-accelerated-go-to-market-playbook/) cold outreach emails that can’t handle my fada. It’s not a meeting cadence or a reporting layer. It’s an operational system with defined ownership, clear stages, and enforced next steps. Every interaction moves forward or is explicitly closed. Every opportunity has a clear owner and every delay is visible and addressed. Delays are where opportunities decay. Without this, **the** pipeline is just activity without progression. At a minimum, a functioning revenue engine enforces four things: - **Capture:** I stopped treating inbound as a volume game and started treating it as a signal analysis problem. Every inbound lead, user interaction, and product signal was logged and reviewed manually. I tracked where users came from, what acquisition source drove them, what features they used first, how often they returned, whether they invited teammates, and which accounts showed signs of expansion potential. I also pushed for better internal tracking inside the product itself. We needed clearer company identification, better visibility into user behavior, and cleaner attribution between product usage and commercial opportunity. Without that, it was impossible to know where real momentum was actually forming. - **Response:** I treated speed to first response as a conversion variable, not a support function. High-intent users were contacted while interest was still active, often within hours. I used whatever channel created the fastest response loop: email, text, phone calls, LinkedIn, or even out-of-hours follow-ups if timing mattered. Waiting days to respond usually meant the opportunity had already cooled, or worse, we had successfully created initial interest only to lose the account to a competitor with a tighter commercial process. - **Progression:** Every interaction required a defined next step before the conversation ended. Not “Let's reconnect soon.” An actual progression event tied to movement: onboarding additional team members, scheduling workflow discussions, reviewing pricing, introducing decision-makers, or expanding usage into other parts of the company. If momentum slowed, I did not wait passively for the next reply. I picked up the phone. I sent the follow-up text. I called again. I used LinkedIn if necessary. The goal was not pressure. It was maintaining momentum while intent still existed. Operationally, I tracked where opportunities stalled, which conversations repeatedly lost momentum, and which accounts consistently progressed toward expansion. That visibility made it easier to identify friction points early instead of discovering them months later in lost pipeline. - **Feedback:** Product, pricing, onboarding, positioning, and expansion strategy were adjusted continuously based on real user behavior. I paid close attention to where users stalled, what objections repeated, which features drove retention, and where team adoption naturally started to emerge. That feedback loop directly shaped product decisions, onboarding improvements, pricing structure, and how we positioned the product commercially. Instead of treating sales, product, and user behavior separately, I treated them as part of the same operating system. This is where [product-led growth](https://www.gotomarketalliance.com/product-led-sales-playbook/) either works or breaks. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2026/05/product-marketing-best-go-to-market-books.jpg) Without these systems, product usage doesn’t translate into expansion or revenue. And most importantly: Follow-up eventually became an operational system rather than a sales tactic. After an initial conversation, every opportunity entered an active follow-up cadence. If someone showed strong usage patterns or commercial intent, I did not wait a week to reconnect. The first follow-up usually happened within 24 hours, typically by email with a clear recap, next step, or onboarding action attached. If momentum slowed, I quickly escalated channels. Text messages, phone calls, LinkedIn, WhatsApp, whatever created the fastest response loop while interest still existed. Most opportunities received multiple touchpoints across several days, not because I wanted to pressure people, but because timing mattered. Interest decays quickly, especially in early-stage products where competitors are also moving fast. The messaging also changed depending on where the opportunity was stalling. If usage dropped, I focused on friction: “Where is the workflow breaking?” If engagement was strong but expansion stalled, the conversation shifted toward rollout: “Who else on the team would benefit from this?” If decision-making slowed, I focused on operational value: “What would need to happen internally for this to become a broader deployment?” The goal was not generic persistence. It was maintaining progression. Most opportunities are not lost immediately. They decay slowly through silence, delayed replies, unclear ownership, and weak follow-up systems. That is why follow-up became one of the most important operational layers in the entire revenue process. It was still relationship-driven. Sometimes that meant inconvenient meeting times, out-of-hours calls, or being willing to move quickly while momentum was still building. Follow-up is not a tactic but a control mechanism It ensures: - Timing is leveraged, not missed - Intent is maintained across conversations - Opportunities do not decay between touchpoints Most teams treat follow-up as optional. High-performing teams treat it as enforced. [How product leaders build sustainable growthStop producing useless features, and learn the best practices to slow down and create real impact with your product roadmap.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceTobi Ogunmoyero![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Tobi--1-.png)](https://www.gotomarketalliance.com/how-product-leaders-build-sustainable-growth/) ## AI does not fix weak commercial systems They think [automation](https://www.gotomarketalliance.com/transform-your-go-to-market-strategy-with-ai-automation/) replaces effort. It doesn’t. It amplifies whatever system you already have. If your process is loose, your priorities unclear, and your team misaligned… AI will scale that faster. Clear focus. Tight processes. Aligned people. That’s the prerequisite. [McKinsey’s 2025 State of AI report](https://www.mckinsey.com/capabilities/quantumblack/our-insights/the-state-of-ai?) makes the same point at enterprise scale: AI adoption is spreading, but only 39% of respondents report EBIT impact at the enterprise level. Adoption alone is not the same as value capture. Even OpenAI shows the difference between demand and commercial systems at scale. ChatGPT reached 100 million monthly active users just two months after launch, making it [the fastest-growing consumer application](https://www.reuters.com/technology/chatgpt-sets-record-fastest-growing-user-base-analyst-note-2023-02-01/) in history at the time. OpenAI has since[ reported rapid revenue growth](https://openai.com/index/accelerating-the-next-phase-ai/), but the broader lesson holds: usage is only the starting point. The real business is built through monetization, enterprise adoption, and repeatable commercial systems. AI scales the process, but people still drive conversion Revenue is still built on trust, relationships, timing and judgment. None of which come from a workflow builder. **The best teams understand this:** - Systems create speed and consistency - People create conversion If your team can’t build relationships, handle objections, and move a deal forward with intent, no amount of AI will fix that. You don’t need more automation. You need operators who know how to use it; to build relationships, move with intent, and convert at the right moments. ## The truth most companies avoid Most teams don’t have a demand problem. They have a conversion problem. They don’t need more leads, features or awareness but they need a system that turns what they already have into revenue. That starts by actually looking at what’s already in front of you. Get deep into your data. Look at your current users and customers. Where are you leaving value on the table? Where are conversations starting but not finishing? > “*Opportunity is everywhere*” is my motto. A default setting, if you like. If you’ve ever worked with me, you’ve definitely heard me say it more than once. And unlike an LLM, I don’t just generate that line. I expect it to be acted on. Most teams are so focused on chasing new demand, they ignore the revenue sitting right in front of them. ## **Consistent revenue comes from operational discipline** AI can create revenue. So can interest. So can a great product but none of them do it **consistently**. That’s the difference. **Consistency comes from systems.** Systems that capture demand, convert it, and follow up **relentlessly**. If you want to know whether your revenue engine is actually working, start here: - Measure speed to first response across every inbound channel. Not daily averages, actual response time while intent is still active. - Audit where opportunities consistently stall. Look for repeated drop-off points between demo, onboarding, expansion, and decision-making. - Enforce a defined next step before every conversation ends. If no progression event is attached, the opportunity is already beginning to decay. - Build visibility into user behavior, not just pipeline activity. Expansion signals usually appear in product usage before they appear in CRM stages. - Treat follow-up as operational infrastructure. Create a repeatable cadence across email, phone, text, and LinkedIn, rather than relying on memory or motivation. The companies that win won’t be the ones with the best product alone. They’ll be the ones that build a machine around it, one that turns moments of interest into repeatable outcomes. Everything else is just… noise. --- I write [*"From Model to Money"*](https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=7455451716738641920) on LinkedIn, breaking down how AI products drive adoption, revenue, and scaled deployment. ### Why enterprise GTM fails when market nuance is oversimplified URL: https://www.gotomarketalliance.com/the-oversimplification-problem-in-enterprise-gtm/ Last updated: 2026-04-23T16:00:32.000Z Enterprise buyers are often treated as larger mid-market customers, with larger [budgets](https://www.productmarketingalliance.com/kpis-versus-budget/), contracts, and logos. The prestige associated with enterprise accounts makes this framing attractive, particularly for startups under pressure to demonstrate traction and signal credibility. Enterprise demand, however, operates within a different structural system. When that nuance is reduced to deal size and brand recognition, growth decisions become expensive. ## **Enterprise is a distributed decision system** Large organizations do not behave like scaled-up SMBs. Budget ownership is fragmented. Authority is layered. Risk is shared across functions. [Research from Gartner](https://www.gartner.com/en/newsroom/press-releases/2025-06-25-gartner-sales-survey-finds-61-percent-of-b2b-buyers-prefer-a-rep-free-buying-experience) indicates that the typical [B2B buying group](https://www.productmarketingalliance.com/b2b-buyer-persona-template-framework/) includes between six and ten decision makers, and in complex enterprise environments, that number often exceeds ten once procurement, legal, security, and executive oversight are involved. Each participant evaluates risk differently. Economic stakeholders focus on financial exposure. Technical teams assess integration and reversibility. Legal evaluates precedent and compliance. Operational leaders evaluate disruption. A pilot within one department demonstrates local utility. It does not confirm organization-wide readiness. Early traction can appear conclusive, particularly when executive sponsors are engaged. Under compressed timelines, teams often interpret these signals as validation of scalable demand. In reality, they represent [localized adoption](https://www.productmarketingalliance.com/finding-the-right-localization-strategy-for-your-business/) within a broader system that may not yet be aligned. ## **Prestige and profitability follow different timelines** Enterprise logos provide external credibility quickly. Financial return matures more slowly. Enterprise sales cycles regularly extend beyond six to twelve months. [Customer acquisition costs](https://www.productmarketingalliance.com/a-beginners-guide-to-customer-acquisition/) increase due to legal negotiation, security documentation, technical due diligence, and extended procurement processes. Post-sale effort expands as onboarding deepens and integrations require customization. [Industry benchmarks](https://winningbydesign.com/resources/blog/an-introduction-to-sustainable-saas-sales-growth/) published by Winning by Design show that enterprise SaaS sales cycles are significantly longer than mid-market cycles, while first-year resource intensity is materially higher. Revenue may be booked early in the relationship, but margin stability typically develops over time. Startups frequently underestimate this curve. Higher contract value does not automatically offset extended sales effort, implementation complexity, and ongoing support demands. When internal capacity is not structured for this depth, enterprise growth strains delivery teams and distorts product priorities. ## **Siloed organizations require a silo-aware strategy** In my own experience working with Big Four firms and several large enterprise organizations, internal movement was rarely centralized. Even when one business unit actively championed a solution, adjacent teams were often unaware of the initiative or uncertain about its long-term role. Enterprise organizations operate in silos by design. Budget cycles vary across departments. Reporting structures differ. [Internal communication](https://www.productmarketingalliance.com/the-importance-of-internal-communication-plus-how-to-crush-it/) is imperfect. A strong executive sponsor does not eliminate these structural realities. Assuming that enthusiasm within one division equals enterprise alignment leads to premature scaling. [Readiness](https://www.productmarketingalliance.com/product-launch-sales-readiness-checklist-framework/) must be evaluated across operational, technical, and governance layers. Questions around ownership, integration, compliance, and cross-functional visibility must be resolved before expansion. Without that groundwork, growth introduces friction instead of stability. ### Why most customer research fails to change strategy URL: https://www.gotomarketalliance.com/why-most-customer-research-fails-to-change-strategy/ Last updated: 2026-04-23T12:37:29.000Z Most companies today invest in [customer research](https://www.gotomarketalliance.com/what-is-market-and-customer-research/), and not on a small scale. According to [ESOMAR](https://esomar.org/publications/report-1), the global insights and market research industry now exceeds $140 billion in annual revenue, with tens of billions spent each year specifically on market and consumer research. Studying customers has become a mainstream, well-funded practice rather than a niche capability. I’ve worked across very different organizational contexts: early-stage startups, scaling companies, and large corporations. Unsurprisingly, the way research is done varies widely. In some teams, it’s handled by a single generalist. In others, companies rely on external agencies or build dedicated in-house research units. The approach usually reflects [budget](https://www.productmarketingalliance.com/kpis-versus-budget/), maturity, and internal structure. On the surface, everything looks right. And yet, this is where a quiet contradiction begins to emerge. Despite significant investments in understanding customers, many strategic initiatives never make it very far. Strategy changes are often filtered out early. Sometimes there isn’t enough evidence to defend them convincingly. Sometimes the timing feels wrong. And often, managers are simply reluctant to take on the risk of changing direction – even when the data points in that direction. What makes this particularly challenging is that the breakdown rarely happens at the execution stage. It happens much earlier, before a strategic shift is ever fully committed to. When I talk about strategic decisions, I don’t mean incremental optimizations or campaign-level tweaks. I’m referring to choices that fundamentally shape how a company shows up in the market: redefining the [ideal customer profile](https://www.gotomarketalliance.com/6-expert-strategies-for-defining-your-ideal-customer-profile/), changing the primary [go-to-market](https://www.productmarketingalliance.com/your-guide-to-go-to-market-strategies/) motion, rethinking the core value narrative, or deciding which growth levers the business will deliberately stop prioritising. [Going-to-Market in a crisis: 5 steps to a successful launchit is challenging times like these that reveal the true power of purpose — and Optoro’s is the reason I joined the company: to address the enormous problem of returns by making them better for customers, retailers, and the environment.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceAnna Pomerantseva![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/gtminacrisis.jpg)](https://www.gotomarketalliance.com/going-to-market-in-a-crisis/) These are precisely the decisions teams hope customer research will support. In practice, however, research more often informs activity than direction. It produces knowledge, context, and validation, but not commitment. From the outside, it appears that research is happening and strategy is being discussed. From the inside, the link between the two is fragile and often breaks long before any meaningful change reaches the market. ## **Where research breaks in real teams** When customer research fails to influence strategy, it rarely breaks in one dramatic moment. More often, it erodes quietly across a few predictable fault lines – ones I’ve seen repeat themselves across companies of very different sizes and levels of maturity. None of these reasons is surprising. Most PMMs will recognize them immediately, and we’ve all seen these dynamics play out, often more than once. ### **1\. Teams measure what’s easy, not what’s decision-relevant** Most research systems are built around methods that are familiar, defensible, and easy to operationalize: surveys, interviews, usability tests, and A/B experiments. These approaches are valuable, but they tend to privilege what customers can articulate over what actually drives decisions. As a result, teams become excellent at explaining attitudes and preferences – and far less confident when it comes to predicting behavior under real-world conditions, where risk, emotion, and trade-offs matter. Over time, this creates a subtle bias: insights feel informative but not strong enough to justify strategic change. [Go-to-Market strategy: startups vs scale-ups vs enterpriseOne of the most fundamental parts of launching a product is ensuring that you have a strong go-to-market (GTM) strategy in place. Without one, it will be extremely difficult to reach your target audience, sales goals, and stand out from competitors within the market.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceCharley Gale![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/keila-hotzel-lFmuWU0tv4M-unsplash.jpg)](https://www.gotomarketalliance.com/go-to-market-strategy-startups-vs-scale-ups-vs-enterprise/) ### **2\. No one truly owns synthesis** In many organizations, research exists, but synthesis doesn’t. Findings live in decks, documents, and dashboards, often owned by different functions. Product, marketing, and research teams each interpret insights through their own lenses, but no one is explicitly responsible for translating them into strategic implications. In one of my previous roles, multiple high-quality studies pointed to the same underlying customer tension. Product teams saw it. Marketing saw it. Research documented it thoroughly. What was missing wasn’t evidence – it was ownership. No one felt responsible for turning that shared understanding into a clear strategic recommendation. The insight stayed visible but inactive. ### **3\. Speed outpaces research cycles** Another common friction point is timing. [Product launches](https://www.productmarketingalliance.com/product-launch-checklist-framework/), [competitive pressure](https://www.productmarketingalliance.com/competitive-strategies-methodologies-framework/), and [revenue targets](https://www.productmarketingalliance.com/pmms-competitive-advantage-for-revenue-impact/) rarely wait for research to reach perfect clarity. When decisions need to be made quickly, research often arrives either too late or too fragmented to be persuasive. I’ve seen teams acknowledge that an insight was “probably right” while still moving forward without it, simply because the moment to act had already passed. The issue wasn’t disbelief. It was a [misalignment](https://www.productmarketingalliance.com/achieving-alignment-in-product-marketing/) between research cadence and decision timelines. This doesn’t mean speed kills research. It means slow, sequential research models struggle to survive in fast-moving environments – especially when insights are not framed in a way that supports timely decisions. ### **4\. Strategic risk feels higher than evidence** Finally, even when insights are strong, changing strategy feels risky. Shifting an ICP, altering a go-to-market motion, or reframing the core [narrative](https://www.productmarketingalliance.com/why-your-product-needs-a-narrative/) carries visible consequences. Without a clear way to connect research findings to these high-stakes choices, managers tend to default to caution. In another case I worked on, the data clearly suggested that the current target segment was no longer the strongest growth opportunity. The insight was acknowledged and then quietly set aside. The perceived risk of changing direction outweighed the confidence teams had in defending the recommendation. This is rarely about intent. More often, it’s about how the system is set up. And it’s why simply “doing more research” rarely resolves the problem. ## **Why more research doesn’t fix the problem** When we look at the challenge from a distance, it’s easy to land on what feels like the natural solution: *just do more research*. If customer research doesn’t move strategy, then the instinct is to ask for more interviews, longer surveys, bigger samples, more tools, bigger budgets, or a dedicated team. I’ve heard that sentence in boardrooms and brainstorms alike. And yet, almost paradoxically, this rarely solves the real problem. It’s not that more research is a bad thing. It’s that without a clear mechanism for turning research into *direction*, all those additional studies just produce more insights that never quite change what a team actually does. I’ve been in situations where expanding the research function felt like progress: we had more data, more reports, and even more visibility on [customer behaviour](https://www.productmarketingalliance.com/what-influences-customer-behavior/). But when it came time to make strategic decisions – should we pivot our positioning? Shift our core segment? Change our go-to-market motion? The conversation rarely gravitated toward the research findings. Instead, it skidded into debates about risk appetite, timing, or [leadership](https://www.productmarketingalliance.com/product-marketing-leadership-resource-portal/) preference. What’s missing isn’t the quantity of insight. What’s missing is the orientation of the process. Most research systems are simply optimized to answer, What happened? Or why might this be happening? And these are valuable questions. But strategy demands a different kind of input: what should we actually change because of this? And are we confident enough in that insight to put a strategic bet on it? When that distinction isn’t clear, research becomes upstream noise rather than a strategic lever. You can generate more and more insights and still end up with the same strategic inertia because none of them were framed in a way that helps a leader say yes instead of let’s wait and see. So the real barrier isn’t a lack of ideas. It’s a lack of structure around how insights are translated into choices. And that distinction between interesting versus decision-relevant insights is where the next shift must happen. ## **What changes when PMMs approach research differently** At first glance, it might seem that the answer to research not impacting strategy is simply “do better research.” But if that were true, we would see almost every company that invests in studies making clearer strategic decisions. And we don’t. Most customer research doesn’t fail because it is inaccurate. It fails because it is not decision-ready. It tells us what happened, sometimes even why people *say* they behave a certain way, but it rarely tells us what should change because of it. In strategic literature, there has long been a distinction between: - Descriptive insight - Decision-support insight And most customer research still lives firmly in the first category. Descriptive insight helps us understand what users notice, what they complain about, or what they prefer. It helps explain attitudes and perceptions. But it does not automatically answer the harder and riskier question: “Should we adjust our strategy because of this?” Put simply, research often produces accurate findings. What it rarely produces is decision clarity. This gap exists not because research methods are inherently flawed, but because many research systems are optimized for explainability – producing clean, internally coherent stories – rather than for predictive validity: the ability to reliably forecast what customers will actually do next. It is tempting to assume that more advanced approaches, such as neuromarketing or consumer neuroscience, will solve this problem. These methods aim to capture subconscious and emotional responses that traditional surveys and interviews often miss, and often, they do offer a deeper view into preconscious drivers of behavior. A [2024 study](https://link.springer.com/article/10.1007/s11042-024-19742-3) published by Springer showed that EEG-based neuromarketing data, when combined with machine-learning models, could effectively predict unconscious buying behaviour, outperforming some traditional approaches in identifying preference patterns. Likewise, [an overview](https://professional.dce.harvard.edu/blog/marketing/neuromarketing-predicting-consumer-behavior-to-drive-purchasing-decisions/) from Harvard Professional Education describes neuromarketing as a discipline designed to forecast consumer decisions by analyzing physiological and cognitive responses, not just stated opinions. [A recent review](https://www.frontiersin.org/journals/neuroergonomics/articles/10.3389/fnrgo.2025.1542847/full) in Frontiers in Neuroergonomics also documents the growing use of neuroscience techniques across the [consumer decision journey](https://www.productmarketingalliance.com/customer-journey-template-framework/), linking emotional and cognitive signals to stages of choice. These findings are important, but they don’t change the core challenge. Even the most sophisticated behavioral methods won’t move the strategy on their own. They can surface signals that were previously invisible, but unless those signals are explicitly tied to real business choices. Who to target, how to position, and where to invest remain interesting descriptions rather than strategic guidance. What truly changes when PMMs approach research differently is not the volume of insight, but the discipline applied to synthesis and framing. This shift requires PMMs to operate less as *insight curators* and more as *decision architects*. It also requires acknowledging a difficult truth: not every validated insight deserves to shape strategy. These aren’t theoretical questions; they usually come up when teams are already pressured to decide. - Does this insight reduce uncertainty around a high-stakes decision? - Does it predict behavior that materially affects the business? - If we act on it, what becomes harder to reverse? This move, from curiosity to consequence, is subtle but critical. It marks the difference between research that lives in decks and research that genuinely reshapes direction. Behavioral and decision science helps here not because it replaces traditional research, but because it forces a higher bar. It pushes teams to look beyond explanation and toward prediction, beyond narratives that sound right, and toward signals that reliably forecast real decisions. When research is framed this way, it becomes more than information. It becomes a strategic signal: one that leaders can weigh, challenge, and ultimately act on with confidence. ## **When research exists, but the strategy doesn’t move** ### **Scenario 1: Research happens. Strategy stays the same.** This is the most common, and often the most frustrating, scenario. The company invests in customer research. Interviews are conducted. Surveys are launched. Usability tests and experiments are run. In some cases, a researcher is hired, or an external agency is brought in. On paper, the organization is “doing research right.” And yet, when strategic conversations happen about [positioning](https://www.productmarketingalliance.com/your-guide-to-positioning/), go-to-market motion, or which [segment](https://www.productmarketingalliance.com/customer-segmentation-template-framework/) to prioritize, research rarely plays a decisive role. **What this looks like in practice:** - Insights arrive fragmented, often tied to specific initiatives or teams - Findings describe attitudes, preferences, and reactions - Different studies point in slightly different directions - No clear ranking exists between “interesting” and “strategically consequential” insights PMMs are left synthesising slides rather than shaping decisions. Research becomes something to reference rather than something to act on. Why doesn’t it move? - Insights explain what customers say or feel - They are not tested for their ability to predict real behaviour - They are not explicitly connected to irreversible choices As a result, research feels informative but non-binding. It supports execution [messaging](https://www.productmarketingalliance.com/your-guide-to-messaging/) tweaks, [UX](https://www.productmarketingalliance.com/ux-and-marketing-an-edtech-power-couple/) adjustments, campaign ideas but stops short of influencing strategy. ### **Scenario 2: Research becomes a strategic input** In the second scenario, the amount of research conducted may be similar but the role it plays is fundamentally different. Here, PMMs take ownership not just of insight delivery, but of synthesis and decision framing. Instead of treating all validated findings as equal, PMMs introduce discipline: - Insights are ranked, not just summarized - Each insight is evaluated against its strategic consequences - Research outputs are framed around decisions the business must make The key shift is simple but powerful: research is no longer presented as “what we learned,” but as “what this allows us to decide with more confidence.” ### **Scenario comparison** ![](https://www.productmarketingalliance.com/content/images/2026/02/Scenario-comparison.png) ## **From insight accumulation to decision lenses** Once the contrast between these two scenarios becomes visible, the next question is inevitable: how do senior PMMs consistently tell the difference? In practice, this is where many teams get stuck. They sense that some insights feel more “strategic” than others, but lack a shared way to articulate why. As a result, decisions default to intuition, hierarchy, or timing rather than disciplined synthesis. What changes in teams where research does influence strategy is not a new method of data collection, but the introduction of decision-oriented lenses – explicit criteria that insights must pass before they are allowed to inform high-stakes choices. ### **Insight validation framework for PMMs** ![](https://www.productmarketingalliance.com/content/images/2026/02/Insight-validation-framework-for-PMMs.png) What they provide is something far more valuable: discipline. They make synthesis explicit rather than implicit. They replace intuition with shared language. And they allow PMMs to move from presenting findings to framing choices: from explaining customers to helping the business commit. This is the moment where customer research stops being a collection of observations and becomes a strategic input. Not because it is exhaustive, but because it is selective. ## **Conclusion** Across companies of all sizes, the same pattern repeats: research generates understanding, but decisions still default to caution, precedent, or timing. The gap isn’t in data quality; it’s in how insights are translated into choices the business is willing to commit to. This is where the role of the PMM becomes decisive. Not as someone who produces or presents insights, but as someone who takes responsibility for synthesis, prioritisation, and framing. Someone who is willing to say: this matters strategically, and this doesn’t, at least not now. Not every validated insight deserves to shape strategy. But the ones that do require clarity, courage, and structure to be acted on. And that shift is less about better research and more about better ownership. For an industry that invests billions in understanding customers, the real challenge is no longer learning more but deciding what to do with what we already know. ### The AI-accelerated go-to-market playbook URL: https://www.gotomarketalliance.com/the-ai-accelerated-go-to-market-playbook/ Last updated: 2026-04-22T16:00:11.000Z > *“I could while away the hours* > *Conferrin’ with the flowers* > *Consultin’ with the rain…* > *And my head I’d be a scratchin’* > *While my thoughts were busy hatchin’* > *If I only had a brain.”* > — The Scarecrow, *The Wizard of Oz* In a way, go-to-market has spent decades living out the Scarecrow’s lament. Not because the people lack brains – [GTM teams](https://www.gotomarketalliance.com/which-teams-contribute-to-a-product-marketers-gtm-strategy/) are often the sharpest, scrappiest problem-solvers in the building – but because the *system* itself has always lacked one. It’s been a patchwork of tools, meetings, spreadsheets, Slack threads, tribal knowledge, and “I think this is the latest version” documents held together with caffeine and good intentions. It worked, technically, but it never worked *intelligently*. Go-to-market has long functioned like an unlikely group of misfits on the Yellow Brick Road. Product marketing brings the heart, sales brings the courage, ops tries to be the brains, and customer success is just trying to keep everyone from being carried off by flying monkeys. Through it all, everyone quietly hopes the messaging still makes sense and that no one is using a deck from two quarters ago. It’s an impressive feat of human coordination – but undeniably, it has always been a system without a coherent brain. AI finally gives GTM the brain it never had. Not a magical one from a man behind a curtain, but a real intelligence layer that removes friction, reveals patterns, accelerates thinking, and transforms GTM from a stitched-together survival act into a coherent, evolving engine. What follows is how that transformation unfolds – stage by stage, from intelligence gathering through [launch](https://www.gotomarketalliance.com/launching-success/) and beyond. But here’s the thing about brains: they don’t come with instruction manuals. The Wizard handed the Scarecrow a diploma and called it a day – no syllabus, no curriculum, no “here’s how to actually use this thing.” [AI](https://www.gotomarketalliance.com/adopting-ai-into-your-go-to-market-tech-stack/) landed in GTM the same way. Suddenly everyone had access to tools that could transform how they work, but nobody shipped the playbook for how to run the plays. So I wrote one. A GTM playbook built around a 120-day game clock – from pre-game intelligence through launch and beyond. Because if AI is the brain, the playbook is the nervous system: the structure that tells every part of the organization when to fire and in what sequence. What follows is how that transformation unfolds, stage by stage. ## Pre-game: Intelligence before impact The best teams win before kickoff. Watch any championship organization, and you’ll see the same pattern: disproportionate investment in preparation. Film study. Opponent analysis. Understanding their own tendencies so well that they can predict where they’ll be tested. Before AI, [competitive research](https://www.gotomarketalliance.com/how-to-conduct-market-research-for-go-to-market/) felt like wandering through a dark forest hoping the trees wouldn’t talk back – confusing, slow, and always on the verge of going sideways. [Market research](https://www.gotomarketalliance.com/product-launch-research-driven-strategies-go-to-market-success/) was a slow-motion archaeological dig. Teams sifted through PDFs, analyst reports, G2 reviews, and screenshots buried in Slack. By the time a competitive deck was built, the information was stale. AI changes the tempo entirely. Competitive sites can be monitored automatically. Analyst reports summarized in minutes. Sentiment patterns from support tickets, community chatter, and social signals are extracted and trended instantly. AI doesn’t just collect information; it organizes it into meaning. It replaces the scavenger hunt with something closer to a living map. Pre-game intelligence now produces what used to take months: a validated [Ideal Customer Profile](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/) based on behavioral data rather than conference-room assumptions. [Ideal customer profile (ICP) vs buyer persona: explainedDevelopers are a unique audience, and your developer marketing strategies need to reflect that. This is where segmentation comes into play! Take a look at what ideal customer profiles and buyer personas are, their benefits, and how to create them.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceTeresa Garanhel![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/07/Screenshot-2023-07-17-at-17.42.41.png)](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/) A messaging bank extracted from real customer conversations – the exact phrases buyers use to describe their problems. [Win/loss](https://www.gotomarketalliance.com/podcast/using-win-loss-analysis-to-secure-your-competitive-advantage-with-nick-siddoway/) patterns revealing why you actually win and lose deals. Buyer personas built from how people behave, not how marketing imagines they behave. The easiest way to spot a bad persona is that everyone nods at it but no one uses it. AI eliminates that phenomenon because personas aren’t invented – they’re discovered. They reflect patterns teams already see in the field but haven’t been able to quantify or describe cleanly. ## First quarter: Building the machinery The Scarecrow’s journey wasn’t just about getting a brain – it was about discovering he’d been capable of thinking all along. He just needed the right framework to channel it. First quarter is where intelligence becomes infrastructure. [Positioning framework](https://www.gotomarketalliance.com/build-your-own-positioning-statement-with-our-free-template/) development used to mean a committee trying to agree on adjectives over stale bagels. Product marketing would pull phrases from research, sales enablement decks, analyst notes, and whatever the CEO heard on a podcast the night before. [Build your own positioning statement with our free templatePositioning statements are concise, educational and contain a lot of information in a very small space. That’s really hard to get right, but we’re making it easier.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Hub_Meta_--1-.png)](https://www.gotomarketalliance.com/build-your-own-positioning-statement-with-our-free-template/) The result was often a Frankenstein’s monster of “value pillars,” vaguely aspirational nouns, and a promise that “we help you do more with less” – which means nothing to anyone except the intern updating the website footer. AI changes this in a way that’s more fundamental than people realize. Once you have real behavioral signals and real [personas](https://www.productmarketingalliance.com/how-many-personas-is-a-crowd/), you’re no longer guessing what language resonates – you’re seeing it emerge from the data. Patterns in [customer objections](https://www.productmarketingalliance.com/objection-handling-script-framework/), conversion triggers, win/loss themes, content engagement, and demo behavior begin shaping the story for you. Instead of inventing messaging, you *mine* it. This is where AI doesn’t replace creativity – it supercharges it. The PMM still chooses the frame, crafts the arc, and finds the emotional angle – but the raw material is richer, clearer, and grounded in human behavior. The content engine mobilizes. Sales enablement kits get built from real buyer interactions, not marketing’s imagination of what sales needs. Talk tracks incorporate the exact language your best reps use in won deals. Objection handlers address the top objections identified in actual conversation data. Battle cards exploit real competitive weaknesses rather than marketing claims. Notice what AI did here: it didn’t replace your team’s judgment. It eliminated the blank-page problem. Every asset started as a draft built from real intelligence rather than a cursor blinking in an empty document. Your team’s job shifted from creation to refinement – which is where human judgment actually adds value. ## Second quarter: The road opens up Second quarter is where the offense starts running plays in live conditions. Everything built in first quarter – positioning, messaging, content, enablement – now hits the market. You’ll discover what works, what doesn’t, and what you completely misjudged. This quarter is about volume, velocity, and signal capture. You’re generating pipeline, yes – but you’re also generating data. Every campaign, every outreach sequence, every sales conversation produces intelligence about what resonates and what falls flat. AI compresses the optimization cycle from weeks to days. Instead of monthly campaign reviews, you get daily reads on which variants outperform, which audiences respond, and which channels deliver a cost-efficient pipeline. Underperformers get paused fast. Winners get doubled down before the market shifts. Intent data platforms surface accounts actively researching your category – not spray-and-pray outreach, but prioritized targeting based on actual buying signals. SDRs get amplified through automated account research, AI-generated personalization, and dynamic sequences that adapt based on engagement. Humans focus on conversations, not copy-paste prospecting. The [feedback loop](https://www.productmarketingalliance.com/3-ways-a-product-feedback-loop-can-transform-your-product/) activates. Campaign performance, lead quality scores, sales conversation themes, objection frequency, competitive mentions – all synthesized into weekly signal reports rather than trapped in silos. The market is now talking back. The question is whether you’re listening. ## Halftime: The strategic reset Halftime is where great teams win games. Not by panicking. Not by abandoning the game plan at the first sign of resistance. But by interpreting the truth behind everything that happened in the first half – and making precise adjustments that change the outcome. Picture the locker room at halftime of a championship game. Coaches come down from the press box with Polaroids – aerial shots of every key play, showing formations the players couldn’t see from field level. The offensive coordinator diagrams adjustments that will exploit the patterns they’ve identified. The players report what they’re experiencing: which matchups are exploitable, which routes are getting jammed. Everyone synthesizes. Adjustments get made. GTM halftime works the same way. AI becomes your analytics staff: the team that sees everything from above and synthesizes it into actionable adjustments faster than any human team could. Pipeline health gets assessed against objective signals – not just topline numbers, but engagement patterns, stakeholder coverage, competitive presence. Message resonance gets analyzed: which [value propositions](https://www.productmarketingalliance.com/words-that-sell-crafting-value-propositions-that-convert/) consistently outperform, which [CTAs](https://www.productmarketingalliance.com/navattic-examining-ctas-video/) drive action, which audiences engage. Frontline feedback gets synthesized. What objections are surfacing that weren’t in the enablement kit? What competitors are showing up more than expected? What messaging is landing better than official talk tracks? This is the Polaroid from the field – what players see that the press box can’t. The teams that win don’t treat halftime as a break. They treat it as the moment their information advantage compounds. ## Third quarter: Precision execution Third quarter is where disciplined teams separate from the pack. You’ve made your halftime adjustments. You know what’s working. Now you execute with precision – sharper targeting, refined messaging, expanded motions – while [competitors](https://www.productmarketingalliance.com/competitor-swot-analysis-template-framework/) are still guessing. Target account lists get rebuilt around actual first-half conversion patterns. Campaigns restructure around what’s working: winning messages amplified, losing channels cut, budget reallocated to the highest-performing motions. Enablement refreshes with new [objection handlers](https://www.productmarketingalliance.com/the-arr-of-objection-handling-address-reframe-redirect/) for objections that weren’t anticipated, competitive talking points that address what’s actually showing up. Expansion motions activate. Early customers acquired during the launch get analyzed for signals of expansion readiness – high [adoption](https://www.productmarketingalliance.com/product-adoption-framework/), multiple users, usage nearing plan limits. The funnel stops being a drawing in a slide deck and becomes an operational system that reflects real behavior. AI keeps the system moving as humans lose steam, get distracted by other “priorities,” or start to burn out. It maintains the tempo, surfaces the signals, and ensures the machine doesn’t lose momentum. ## Fourth quarter: The close Fourth quarter is where deals close or die. Emotion spikes. Desperation spikes. Fatigue spikes. The launch date looms, and suddenly everyone feels the pressure that was abstract a month ago. AI stays sharp. It doesn’t panic. It doesn’t get tired. It keeps reading the signals and surfacing the truth even when the truth is uncomfortable. Deal triage becomes ruthless and data-driven. [Revenue intelligence](https://www.productmarketingalliance.com/how-product-marketers-use-revenue-intelligence-and-conversation-intelligence/) assesses each opportunity against objective signals: recent buyer engagement, [stakeholder involvement](https://www.productmarketingalliance.com/the-power-of-stakeholder-management/), procurement activity, historical patterns. Green deals get focus. Yellow deals get intervention. Red deals stop wasting cycles. Late-stage friction gets systematically removed. Procurement gets instant responses. Legal gets pre-drafted positions. Security questionnaires complete in hours, not weeks. Champions get the ammunition to close internally. Real-time coaching catches rep behaviors that sink deals before it’s too late — talking too much, missing champion concerns, ignoring procurement signals. Coaching happens based on actual behaviors observed in actual conversations, not instinct or anecdote. ## Overtime: The game never really ends The Scarecrow didn’t just get a diploma from the Wizard. He discovered that the brain he’d been seeking was something he’d been developing all along – through every challenge, every decision, every moment of doubt overcome. The diploma was recognition. The capability was always there. Overtime is where the launch transforms into a system that learns. Real usage analytics reveal how customers actually use the product versus how you expected them to. Messaging gets reconstructed based on what you learned in months of market contact – not what you assumed before launch. [Win/loss intelligence](https://www.productmarketingalliance.com/win-loss-analysis-presentation-template-framework/) gets extracted while it’s fresh. The feedback loop between GTM and product activates fully. The sales enablement library evolves continuously – updated case studies, refined talk tracks, [battle cards](https://www.productmarketingalliance.com/use-battlecards-to-increase-sales-performance-and-lead-conversion/) reflecting current competitive dynamics, objection handlers for objections you didn’t anticipate. The system gets smarter because the feedback loop closes and the machine learns. The playbook you’ve just run isn’t something you archive after launch day. It’s a framework you’ll run again – on the next product, the next market, the next evolution. Each time, sharper. Your pre-game starts from better intelligence. Your plays get refined by experience. Your AI integration deepens. ## The real transformation Most companies claim they have a “GTM engine,” but what they really have is a collection of functions held together by meetings, good intentions, and shared Google Docs named “FINAL\_v7\_REAL\_FINAL.” AI finally gives GTM the ability to operate like an actual engine – one where information flows in both directions, where patterns stay visible, and where decisions compound instead of reset every quarter. At the heart of an AI-supercharged GTM engine is a simple idea: every part of the motion improves when every team works from the same source of behavioral truth. When GTM messaging emerges from signal instead of speculation, everything becomes easier. Campaigns resonate sooner. Sales language becomes more consistent. [Product feedback](https://www.productmarketingalliance.com/flirting-with-feedback-a-product-marketing-managers-dilemma/) sharpens. And GTM as a whole stops arguing over whose version of the story is “correct.” Because now the truth isn’t guessed. It’s measured. The real benefit isn’t automation – it’s acceleration with accuracy. PMMs get more time for strategic work because AI eliminates the mechanical overhead. Sales gets clearer tools because the narrative is grounded. Product gets better inputs because signals are consolidated. AI doesn’t replace GTM; it supercharges it. It wipes out the drudgery – the rework, the revision loops, the desperate hunt for “the latest” deck – and gives marketers the kind of lift that changes their entire altitude. And yes, it makes marketers superhuman – not in the Marvel “shoot lasers from your eyes” sense, but in the *Six Million Dollar Man* sense: “We can rebuild him; we have the technology.” The future of marketing isn’t [automation](https://www.productmarketingalliance.com/boosting-your-campaigns-with-useful-marketing-automation-strategies/) – it’s amplification. Humans remain the architects, the narrators, the decision-makers. AI simply provides the exoskeleton that lets them operate at a higher altitude. For years, GTM has operated on partial visibility, manual effort, and an almost heroic level of improvisation. AI doesn’t erase the need for strategy, craft, or judgment – but it finally gives GTM the intelligence layer it always lacked. And now, thanks to AI, the GTM Scarecrow gets his diploma. ### Beyond features: How product leaders build sustainable growth (without becoming a feature factory) URL: https://www.gotomarketalliance.com/how-product-leaders-build-sustainable-growth/ Last updated: 2026-04-22T11:19:17.000Z A few years ago, I walked into a sprint review feeling pretty proud. We had shipped a big chunk of work, and the demo looked slick. Then someone asked a simple question that took the wind out of the room: “Great… but did it actually improve anything?” We had a roadmap full of features and a team that could deliver. What we didn’t have was a clear line between what we shipped and what we changed for users or the business. In hindsight, we were doing what a lot of teams do when the pressure is on: we were building fast, but not always building with intent. Since then, I’ve worked across regulated finance, early-stage products, and public-sector digital services. 💡 The environments are wildly different, but the trap is the same: it’s easy to become a feature factory. This article is about the shifts that helped me (and the teams I’ve worked with) move from shipping more to growing sustainably. I’ll share a few real examples, the mistakes we made, and the practical habits that kept us honest. ## From PLG tactics to PLG strategy Let’s start with a myth: product-led growth (PLG) is not as simple as adding a freemium tier and watching the sign-ups roll in. Yes, PLG includes [self-serve onboarding](https://www.gotomarketalliance.com/optimizing-onboarding-to-reduce-early-stage-churning-done-right-how-to-optimize-your-process-to-reduce-early-stage-churn/), in-product prompts, and clever activation loops. But in my experience, those tactics only work when the product strategy underneath them is solid. If your product doesn’t reliably deliver value, no amount of growth hacks will save you. The best product-led teams I’ve seen do three things consistently: 1\. They measure value in a way the whole company understands. 2\. They run tight experiments instead of betting the farm on big releases. 3\. They build operational muscle so the product can scale without breaking. I think of these as the pillars of sustainable product-led leadership. Let’s dig in. ## Pillar 1: Data that reflects real value (not vanity) Increasing engagement is not a strategy. Neither is the ship a [new dashboard](https://www.productledalliance.com/harnessing-the-power-of-data-dashboards/). When I’m joining a team or resetting a roadmap, I start with one question: *What is the measurable change we’re trying to create for users that also moves the business?* That’s the heart of a good North Star Metric. Not a [metric](https://www.productledalliance.com/23-product-management-metrics-and-kpis/) you can inflate with spammy notifications, but one that represents real value delivered. [Research-driven product launch strategies for GTM successDiscover how research drives successful product launches and learn stellar data-driven strategies for effective go-to-market planning.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AlliancePrak Swamy![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/07/product-launch-prak-swamy.png)](https://www.gotomarketalliance.com/product-launch-research-driven-strategies-go-to-market-success/) A simple example from my time working on a B2C flow: we had a key “Match me to an advisor” journey that looked healthy on paper – lots of visits, decent time on page. But when we mapped the funnel properly, we found a nasty drop-off right before the final step. The page was fast enough, the copy was fine… but the form was asking for too much, too soon. So we did three things: 1. We agreed on the outcome: more qualified leads completing the journey (not just more traffic). 2. We picked a leading metric: completion rate of the flow. 3. We ran small tests on friction: shorter forms, clearer microcopy, and better placement of the call to action. After a few rounds of [A/B testing](https://www.productledalliance.com/ab-testing-learnings-from-meta/) and iteration, conversions improved by roughly 22%, and we saw an uplift in qualified leads. That’s the kind of change you feel across sales, marketing, and service teams - not just in a dashboard. You don’t have to copy my metrics, but the point is, when you define the outcome clearly, the roadmap gets lighter overnight. Half the “nice-to-haves” stop making sense. [Communicating your product roadmap and visionThe product roadmap is the most important communication and planning tool that your product management counterparts own. The roadmap offers a high-level visual summary of the product vision and the direction your product will be taking over time.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceAlison Haytor![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Screenshot-2023-07-19-at-14.23.11-1.png)](https://www.gotomarketalliance.com/communicating-your-product-roadmap-and-vision/) ### How to make metrics actually useful Here are a few practical tips that helped me keep outcome metrics honest: - Pair a North Star with a small set of input metrics. If your North Star is activated teams, your inputs might be: time to first value and successful onboarding steps completed. - Build dashboards that tell a story, not just numbers. I’ll often add a short sentence above a chart: “If this goes down, users are struggling with X.” - Create a “no metric, no build” rule for bigger work. If we can’t explain how we’ll measure impact, we’re not ready to build it yet. This sounds strict, but it’s actually freeing. It gives you permission to say no without sounding opinionated. [Transform your GTM strategy | GTM Alliance | GTM AcademyElevate and standardize your entire organization’s go-to-market skillset and watch your revenue streams rocket. GTM Academy is \*the\* L&D platform of choice.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceDhvani Unadkat![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/09/GTM_Meta_Images_Text-1.jpg)](https://www.gotomarketalliance.com/) ## Pillar 2: Experimentation as a delivery capability A lot of teams say they experiment, but what they really mean is “we’ll A/B test the button color once we have time”. The shift for me was realizing that experimentation is a habit, and habits need structure. On a large internal platform I worked on, we had to roll out a new workflow that changed how advisors handed work to paraplanners. If we shipped it as one big release, the adoption risk was huge – and if we got it wrong, we’d create chaos. So we treated it like a product experiment: - We ran discovery workshops to understand where the workflow was breaking. - We shipped in phases so we could de-risk adoption. - We added lightweight management information dashboards so leaders could see what was happening in real time. - We listened hard in the first few weeks and made fixes quickly. By the time we rolled it out widely, we had processed tens of thousands of requests through the new flow, and we could point to tangible operational improvements (including a reduction in average completion time). The most valuable part was the confidence we built by learning in public, in small steps. ### A lightweight loop you can copy A simple experimentation loop I’ve used across teams looks like this: - Start with a hypothesis. Example: “If we reduce steps in onboarding, more users reach first value within 24 hours.” - Define success and guardrails: What moves up? What must not get worse? - Ship the smallest test. Prototype first where possible. Then build an MVP. - Decide fast. Scale it, iterate, or stop. One mindset shift that helps: **treat “stopping” as a win**. If you kill a bad idea early, you’ve protected your team’s time and your users’ patience. ## Pillar 3: Operational excellence (where growth sticks or leaks) This is the unglamorous bit. It’s also the bit that decides whether you keep the customers you’ve worked so hard to acquire. I’ve seen products with brilliant acquisition numbers fall apart because releases were chaotic, documentation lived in people’s heads, and technical debt turned every change into a mini-project. One of the best lessons I learned came from a compliance-heavy integration project. We were embedding identity verification and ongoing screening directly into a product workflow. The temptation was to treat it as *just* a compliance feature. But operationally, it was everything: we had a fixed go-live date, multiple user groups needed training, data quality issues could trigger false alerts, and if users didn’t trust the workflow, they’d bypass it. So we focused on operational excellence as part of the product: - We co-designed the workflow with compliance and engineering early. - We kept the first release focused ([MVP](https://www.productledalliance.com/building-minimum-viable-products-that-matter/), not “everything at once”). - We built training and comms into the delivery plan. - We put visibility in place so leadership could see adoption and issues quickly. That work reduced manual effort and made the workflow easier to follow, which is how you keep risk down without killing usability. In a product-led world, operational excellence *is* retention. ### Operational habits that compound If you’re wondering where to start, here are a few habits that have paid off for me: - **Define “done” properly:** Done includes analytics, monitoring, docs, and support readiness – not just merged code. - **Make releases boring:** The goal is predictability. If every release is a drama, growth will amplify the drama. - **Invest in shared ownership:** Product, design, and engineering should share outcomes, not throw work over the wall. - **Tackle one chunk of debt every cycle:** not a rewrite, just one meaningful change. It compounds. ## Navigating the AI era with purpose AI is everywhere right now, and I’m excited about it – but I’ve also seen teams rush into it in ways that create more risk than value. Here’s what hasn’t changed: the job is still to solve real user problems and measure impact. Here’s what **has** changed: AI can help you do that faster, and in some cases, differently. A good example is an AI-assisted workflow used to automate parts of an annual review and cost-calculation process. The promise was obvious: reduce manual work, improve consistency, and give users clearer outputs. The hard part wasn’t building the button. The hard part was trust. So, we treated governance as a product requirement: - We added gating and review steps where needed. - We worked closely with compliance and legal to interpret rules. - We focused on explainability (not black-box magic). - We designed the UI so users understood what AI was doing - and what it wasn’t doing. If you’re integrating AI, my advice is simple: don’t start with the model. Start with the decision you’re trying to improve and the user trust you need to earn. ## A 30-day reset plan to escape feature-factory mode If you’re leading a product team and you want a practical reset, here’s a plan you can run in a month: ### Week 1: Re-anchor on outcomes - Write down your North Star Metric and three input metrics. - For each big roadmap item, add one sentence: “This will improve X because Y.” - Kill or pause anything you can’t justify. ### Week 2: Put experimentation on rails - Agree on a single template for experiments (hypothesis, success, guardrails, duration). - Pick one journey (onboarding, activation, renewal, or upgrade) and run one small test. - Share learnings publicly, even if the test “fails”. ### Week 3: Make delivery safer - Define what “done” means for your team (including measurement and support readiness). - Run a retro specifically on release pain: where do things usually break? - Fix one recurring issue (documentation, handover, monitoring, QA gaps). ### Week 4: Build the feedback loop - Sit in on two customer calls (or watch recordings). - Spend one hour with support/success teams and collect the top five pain points. - Bring one “voice of the user” insight into your next planning session. If you do nothing else, do this: tie every build to a measurable outcome, and then check whether it happened. That habit alone will change your roadmap. ## Product-led and purpose-led At the end of the day, product-led growth is a leadership discipline. It’s choosing outcomes over output. It’s building a culture where learning beats guessing. And it is investing in the operational foundations that make growth sustainable. If you’re feeling stuck in feature factory mode, you’re not alone. Most teams drift there because it’s rewarded: you ship, you look busy, and you move on. But the teams that win long-term are the ones who can answer the hard question after every release: **“Did this improve anything?”** When you can answer “yes” – with data, stories, and real user impact – growth becomes less of a scramble and more of a system. ### Why AI is making your VOC program worse URL: https://www.gotomarketalliance.com/why-ai-is-making-your-voc-program-worse/ Last updated: 2026-05-15T17:19:30.000Z We've got more [customer data](https://www.gotomarketalliance.com/the-perils-of-poor-customer-data-hygiene-and-how-you-can-prevent-it/) than ever before. Five times more than we had just ten years ago, according to the International Data Corporation. AI tools are churning through millions of customer interactions, reviews, and conversations every single day. Yet here's the thing that keeps me up at night: despite having all this information at our fingertips, most go-to-market leaders feel less confident about their decisions than they did a decade ago. Sound familiar? You're sitting in front of a beautiful dashboard, looking at sentiment scores and NPS trends, but something feels off. The data is there, the visualizations are crisp, but when it comes time to make that critical decision about product direction or customer strategy, you hesitate. You wonder if you're really hearing what your customers are trying to tell you. This is the paradox we're living in. More data, less clarity. More automation, less confidence. And I think I know why. ## The problem with how we built VOC Let me take you back to how we used to do things. Voice of the Customer programs were built in a different era. We relied on quarterly surveys, annual NPS scores, and post-mortem analyses. Sometimes we'd get [customer feedback](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) twice a year if we were lucky. The data was limited, but it was manageable. We could read through every response, spot the patterns ourselves, and make decisions based on what we saw. Then AI came along and promised to solve all our problems. Continuous monitoring! Real-time insights! Automated sentiment analysis! And technically, it delivered on those promises. We now have access to customer feedback from Reddit threads, GitHub issues, support tickets, sales calls, and countless other sources. AI summarizes it all into neat little packages for us. But here's where things went sideways. When AI looks at all this customer feedback, it does what it's designed to do: it looks for patterns. It creates averages. It smooths out the rough edges. It takes thousands of unique customer voices and turns them into a single, sanitized summary. The meat of the matter, those rough edges, those outlier comments, those subtle shifts in tone, gets lost in the process. What lands on your desk is a beautifully formatted dashboard that tells you customers are "generally satisfied" with a sentiment score of 7.2\. But what does that actually mean? What specific actions should you take based on that number? [What pricing model should you choose in 2026?With AI now layered into most SaaS products, many are delivering value through usage, automation, and measurable outcomes all at once. That shift is pushing companies to rethink not just what they charge, but when and how pricing should evolve across the customer lifecycle.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)GTM AllianceEleonora Berylo![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/ohhh.png)](https://www.gotomarketalliance.com/cpcu-credits-subscriptions-or-hybrid-how-to-choose-the-right-pricing-model-in-2026/) ## What customers are really trying to tell you Here's something I've learned after years of working with B2B and B2C companies: customers today communicate differently than they used to. They don't always come right out and tell you what they're thinking. Instead, they leave signals: breadcrumbs that indicate their true feelings and intentions. Think about your own behavior as a customer. When you're unhappy with a product, do you immediately fill out a feedback form? Probably not. You might start using it less frequently. You might abandon your shopping cart more often. You might stop engaging with emails or skip those quarterly business reviews. These are the signals I'm talking about: For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.gotomarketalliance.com/pro-plus-membership/) _This post is for paying subscribers only._ ### CPCU, credits, subscriptions, or hybrid: how to choose the right pricing model in 2026 URL: https://www.gotomarketalliance.com/cpcu-credits-subscriptions-or-hybrid-how-to-choose-the-right-pricing-model-in-2026/ Last updated: 2026-03-25T10:09:26.000Z Pricing in [product-led businesses ](https://www.gotomarketalliance.com/how-to-build-a-culture-that-values-customer-interaction-in-product-led-growth/)has become harder to standardize for a simple reason: value is no longer delivered in a single, predictable way. Some products operate like infrastructure and are expected to be always on. Others create value through usage, automation, or measurable outcomes. With AI now layered into most SaaS products, many are doing all three at once. That shift is what’s pushing companies to rethink how they price. Across the market, this has led to a mix of models. CPCU remains common in performance-driven environments, credit systems are widely used in AI products, seat-based subscriptions still anchor traditional SaaS, and hybrid structures are becoming more visible across categories. What hasn’t changed as quickly is the buyer’s perspective. The core question is still straightforward: why this pricing? Teams often try to answer that through months of A/B testing, but product and market dynamics tend to move faster than clean conclusions. [A more practical approach](https://www.gotomarketalliance.com/how-to-identify-a-suitable-pricing-strategy/) is to combine available research with real-world patterns observed in the field. ## When value stops being predictable, pricing has to follow One of the more consistent observations across recent research is that pricing is increasingly tied to how value is consumed, rather than how software is packaged. [McKinsey](https://www.mckinsey.com/industries/technology-media-and-telecommunications/our-insights/upgrading-software-business-models-to-thrive-in-the-ai-era) puts it quite directly: “AI-enabled software is accelerating the shift from subscription-based models toward usage- and outcome-based pricing.” ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2026/03/Screenshot-2026-03-24-at-14.44.49.png) **‘Upgrading software business models to thrive in the AI era’ By Mohit Khanna and Nimish Mittal with Ashley Wu and Marc Castillo, September 22, 2025* That shift is easy to see in practice. When a product’s output depends on how often it is used, how complex the task is, or how much performance it drives, a flat subscription starts to feel disconnected from the value it creates. At the same time, the buyer has not changed as quickly as the product. ## The budget problem pricing flexibility doesn't solve Even as pricing becomes more flexible, the way companies buy software remains relatively structured. Budgets are still planned annually, procurement still requires defined commitments, and finance teams need to understand how costs behave over time. Companies are also accountable for quarterly reporting, which makes fully variable, pay-as-you-go models harder to manage at scale. The difference becomes even more pronounced when spending moves from thousands to millions. That is typically the point where the priorities of an enterprise buyer become clearer. [L.E.K.](https://www.lek.com/insights/tmt/us/ei/navigating-consumption-based-pricing-models-enterprise-customers) describes this tension in fairly practical terms: > “Enterprise customers often prefer pricing models that provide predictability and budget control, even when consumption-based models better align with value.” This is where many go-to-market efforts begin to slow down. [A model that feels intuitive](https://www.gotomarketalliance.com/how-to-choose-the-best-pricing-strategy-for-your-go-to-market-launch/) to a growth team can become difficult to approve once additional stakeholders are involved. It becomes even more noticeable in environments where attribution is not perfectly clean. If multiple tools influence performance, or if incrementality is debated internally, buyers tend to lean toward pricing structures that reduce uncertainty rather than amplify it. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2026/03/Pricing-model-across-the-customer-lifecycle---1-.png) ## Why credit-based and CPCU models win early In earlier stages of the customer lifecycle, flexibility tends to work in your favor. CPCU models resonate when performance is visible and measurable because they match how growth and acquisition teams already think about spend, which makes them easier to introduce without long approval cycles. Credit-based systems play a similar role in AI-driven products. They allow teams to start small, experiment, and expand usage as value becomes clearer. That is one reason the model has spread so quickly. - [Lovable](https://lovable.dev/), which prices around monthly credits, rollovers, and top-ups, said in July 2025 that it had passed $100 million in ARR, and by February 2026 it had reached $400 million in ARR. - [Anthropic’s](https://www.anthropic.com/) Claude API and Claude Code also rely on prepaid usage credits, and Anthropic said in February 2026 that Claude Code alone had grown to more than $2.5 billion in run-rate revenue. These examples do not prove that credit-based pricing by itself creates growth, but they do show that[ flexible usage-led monetization](https://www.gotomarketalliance.com/stripe-faster-go-to-market-playbook/) can scale rapidly when the product delivers immediate value. At the same time, a pattern starts to emerge as usage grows. According to [a16z](https://a16z.com/customers-want-predictability-in-usage-based-pricing-heres-how-to-help-them-get-it/), customers like usage-based pricing in theory but struggle to predict and control their bill in practice. That tension becomes more visible once a tool moves from experimentation into regular operating spend, which is precisely when finance teams and enterprise buyers begin pushing for more structure. ## Why fixed pricing reappears at scale As adoption deepens, the conversation often changes. Teams that initially focused on flexibility begin to look for clarity. Instead of asking how much value they can generate, they start asking how predictable the cost will be over time. That is where fixed pricing, or at least a fixed component, becomes more relevant. That shift is already visible in how companies are structuring pricing today. But as [Bain notes](https://www.bain.com/insights/per-seat-software-pricing-isnt-dead-but-new-models-are-gaining-steam), hybrid models have emerged as a dominant interim approach, blending traditional subscription elements with usage or outcome-based components. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2026/03/Screenshot-2026-03-24-at-14.46.12.png) What tends to happen in practice is less about replacing one model with another and more about layering them. A base subscription creates a stable foundation. Usage or performance elements sit on top, capturing additional value without removing cost visibility entirely. ## Looking at it through an adtech lens When a product has a direct and measurable impact on campaign performance, starting with CPCU tends to make sense. It aligns with how performance teams already evaluate success and lowers the barrier to initial adoption. As the product expands into automation or AI-driven workflows, the value becomes more usage-driven rather than purely outcome-based. At that stage, a credit-based layer can support broader adoption, especially while teams are still defining how deeply the product fits into their workflows. As usage stabilizes and the account grows, additional stakeholders typically get involved, and the conversation begins to shift toward structure. Introducing a fixed component, or moving toward a hybrid model, helps align with how larger organizations plan budgets and manage spending over time. This progression reflects a broader shift driven by AI. As products deliver value faster while introducing greater cost variability, relying on a single pricing model becomes increasingly difficult, particularly when companies are trying to balance monetization with the realities of market adoption. Pricing is increasingly behaving like the rest of go-to-market: it evolves. The first interaction with a customer often benefits from flexibility. Long-term relationships tend to require more structure. Designing for that transition, rather than trying to solve everything with a single model from the start, is where many companies are now focusing their attention. ### How to build a scalable demand engine that grows with your business URL: https://www.gotomarketalliance.com/how-to-build-a-scalable-demand-engine-that-grows-with-your-business/ Last updated: 2026-03-25T10:19:03.000Z When your company scales from hundreds to thousands of users, something breaks. It's inevitable. The scrappy processes that got you to Series B suddenly feel like duct tape holding together a rocket ship. Your [marketing team](https://www.gotomarketalliance.com/marketing-inside-out-put-your-team-first/) runs one way, sales sprints another, and product? They're building their own growth experiments in a corner somewhere. I've watched this pattern unfold at companies of every size. The demand engine that worked beautifully at 500 users starts groaning at 5,000\. By the time you hit a million users, those groans have turned into full-blown system failures. Today, I want to share what I've learned about building demand engines that actually scale. Not just survive growth, but thrive through it. We'll dig into the architecture, the people dynamics, and most importantly, how to create a machine that runs itself. ## The four pillars of scalable demand architecture Let's start with the foundation. When you strip away all the complexity, every demand engine rests on four pillars. These haven't changed much over the years, but how do we execute them? That's evolved dramatically. ### Campaigns and narrative Your [campaigns](https://www.gotomarketalliance.com/how-to-brief-the-sales-team-on-marketing-campaigns/) are how your story reaches the [market](https://www.gotomarketalliance.com/market-segment-vs-target-market-whats-the-real-difference/). But here's what separates teams that scale from those that stall: integrated thinking versus siloed execution. Think about it. You might have recruiters opening your ATS system daily to track applicants. Simple product, clear audience. But if you're running separate paid campaigns, [email sequences](https://www.gotomarketalliance.com/key-steps-to-getting-your-product-launch-right/), and content programs without connecting them? You're leaving a massive opportunity on the table. The teams doing this well take an identity resolution approach. They're thinking about campaigns that span multiple audiences and channels simultaneously. Not "let's run this one paid campaign and see what happens," but "how do we orchestrate a connected experience across every touchpoint?" ### Digital and paid evolution This pillar is transforming faster than any other, especially as [AI](https://www.gotomarketalliance.com/ai-in-gtm-opportunities-challenges-and-best-practices/) becomes table stakes. We're moving beyond basic targeting to intelligent activation. What does that actually mean? Propensity scores. Growth scores. Intelligent clickstream tracking both in-product and across the web. The old spray-and-pray approach to digital advertising is dead. Now it's about understanding buyer signals at a granular level and activating channels based on actual intent. You need to know who you're reaching, what signals they're sending, and how to activate each channel accordingly. That's where this pillar starts to shine, when it becomes truly AI-native in its approach. ### The content engine challenge If you're in marketing, you feel this pain daily. Product teams innovate at breakneck speed while your content struggles to keep pace. At Databricks, we literally out-innovate ourselves every year. The product priorities shift, new features launch, and suddenly your carefully crafted content feels outdated. Here's the thing: your customers and partners are only as strong as the information and enablement they receive. If they're problem-unaware, that gap becomes even wider to bridge. The content bar has risen dramatically. People want to be productive immediately. They want to grasp concepts faster. A five or ten-minute training video that genuinely improves their work often outperforms a full-blown course or generic ad. Educational assets that deliver immediate value: that's what people seek now. ### Web and experience as a conversion platform Many companies are reimagining their websites, and for good reason. It's not just about the experience before someone lands on your site anymore. It's about what happens after they fill out a form. Are you sending them a generic ebook? Or are you delivering a compact guide that actually helps them solve their immediate problem? The web experience extends far beyond the homepage: it's your primary conversion platform for all incoming traffic. [How to price a product: Your complete guideThis guide breaks down exactly how to calculate your product selling price step by step, with formulas, examples, and more.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-329.png)GTM AllianceJames Shaw![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Measuring-AI---s-effectiveness-for-GTM-3.png)](https://www.gotomarketalliance.com/how-to-price-a-product-your-complete-guide/) ## The orchestration layer: where magic happens Here's what separates successful demand engines from those struggling to hit pipeline goals: orchestration. This is the secret sauce, the connective tissue that makes everything work. ### Moving beyond point-in-time thinking Instead of thinking about individual personas at specific moments, level up to target buyer groups. Take Databricks as an example. We might have: - The decision maker (CIO) - The influencer (VP of Data and AI) - The practitioners (data scientists) Yes, getting data scientists excited about Databricks matters. But capturing that entire trifecta as a buyer group, especially for enterprise deals? That's where real pipeline acceleration happens. ### Tracking the full journey Look at your buyer journey from left to right: digital capture, content nurture, web conversion, pipeline output. Each stage has been disrupted by AI in today's go-to-market model. When we develop content now, we take a laser focus on enablement. Top-performing campaigns show higher intent when someone engages with practical content. That three-minute snackable training video often drives more pipeline than a flashy ad campaign. ### Redefining pipeline output MQLs aren't just about email addresses anymore. You need multiple intent signals to validate each lead: - What else has the user done? - Which form did they come through? - What intent drove them there? - Did they arrive via ad (lower attention span) or consume an asset (higher engagement)? We're evolving toward trial validation approaches that combine signals from product, human buyers, and marketing. These channels must integrate when you hand leads to sales and think about revenue attribution. ## Breaking down the silos: cross-functional collaboration You can't build a demand engine in isolation. It requires genuine cross-functional collaboration something that's chronically underinvested in most companies. ### The misalignment trap Marketing tracks MQLs. Sales obsesses over quota attainment. Customer success lives and dies by net retention. Product managers care about their feature activation rates. Everyone's optimizing for different North Star metrics. That's fine individually, but it breaks when you need coordinated demand generation. The distortion in metrics and resource allocation stems from these misaligned incentives. ### Creating true alignment Demand generation is a team sport. Period. Here's how to fix the alignment problem: **Strategic layer**: Bring together the decision makers. Your CMO, CRO, CPO, and VP of Customer Success need regular planning syncs and accountability reviews. Yes, it sounds audacious to get all these leaders in one room. But decision-making starts from the top, and you need them bought into the orchestration. **Operating layer**: Create surfaces for functional leaders to interact. In many organizations, customer success rarely talks to product once you pass a million users. Build that opportunity into your operating rhythm. Whether it's pipeline reviews or campaign readiness sessions, make sure department heads are connecting regularly. **Execution layer**: Get your teams accountable for talking to field teams. If you can't get in front of customers directly, the next best thing is talking to your customer success team, field engineers, SDRs, and product marketers. They have their ears to the ground. Create performance review discussions around campaigns. "We launched this campaign about feature X. How did it go? What did customers think? Did they even see it?" Seed these conversations throughout your organization. ### Finding your North Star Successful revenue organizations unite around common metrics. Net new ARR works well because every function can contribute to it: - Product: Feature adoption only matters if it generates revenue - Customer Success: Expansion and churn reduction tie directly to ARR - Marketing: Pipeline contribution becomes clearer when tied to actual revenue This becomes a change management exercise if you don't already have it. If people aren't bought in, you probably have the wrong North Star. Have those conversations. Get alignment from your C-suite down to individual contributors. [How to create effective product positioning + examplesIf your product messaging doesn’t resonate, it’s unlikely the right buyers will ever engage.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-330.png)GTM AllianceStevie Langford![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/11-best-books-on-GTM-strategy-go-to-market-strategy-2.png)](https://www.gotomarketalliance.com/how-to-create-effective-product-positioning-examples/) ## Building the repeatable machine Once you have the architecture and people alignment, you need to make it repeatable. This is where many demand engines fail, as they rely too heavily on heroics rather than process. ### Theme-based execution Instead of chasing every new tactic, organize around persistent themes. At Databricks, we focus on three core themes that won't change all year: 1. Lake-based architecture (getting people to use our backend) 2. AgentBricks (making it dead simple to build agents that don't suck) 3. Analytics democratization The campaigns underneath these themes can change. Channels can evolve. Targeting can shift between greenfield, enterprise, or digital-native startups. But those three pillars create focus and alignment across all campaign development. ### The planning flywheel Build a consistent rhythm: plan, launch, measure, learn, optimize. But do it thematically. When everyone understands the core themes, they can contribute more effectively. Your community manager knows how their work ladders up. Your paid media specialist sees the bigger picture. ### Feedback loops at scale Community often provides the lowest-cost channel for activating feedback loops. If you're missing these loops between your users and your demand engine, you're flying blind. Build in regular checkpoints: - Weekly pipeline metrics review - Monthly channel performance audits - Quarterly theme effectiveness analysis ## Warning signs: when to rebuild versus tune Someone asked a great question during my talk: "How do you know when it's time to rebuild the demand engine versus just tune it?" ### Three key indicators **Metric degradation**: You're observing your pipeline metrics weekly and monthly. When channels that showed green start trending yellow then red, pay attention. At Databricks, our community edition was hugely popular in the early days. Developers loved it. But as the company evolved, it became less relevant. Downloads dropped. Engagement plummeted. That's just one channel, but it signaled broader changes needed. **Random acts of demand**: The minute you see growth experiments happening outside your core team, take notice. Maybe the product is building its own PLG experiments. Sales might be testing account intelligence tools. These "random acts of demand" signal that your current engine isn't meeting everyone's needs. **Engagement decline**: MQLs and pipeline are outcome metrics; they're lagging indicators. Watch the leading indicators instead: - Click-through rates dropping - Website engagement declining - Trial consumption falling - Weekly active users are trending down These early warning signs tell you something's breaking before it shows up in your pipeline reports. ## The human element: making it all work Technology and process matter, but people make or break your demand engine. One question really struck me: "What's the most common illusion of alignment between marketing and sales that looks healthy but fails in execution?" The biggest illusion? Assuming that if you do everything right on the people side, SDRs and BDRs will automatically pick up and action marketing leads. Here's the reality: field teams have their ears closer to the ground than anyone. They know which leads will actually convert. They can smell intent from a mile away. And they suffer from what I call "cannibalization anxiety": the fear that marketing-generated leads will somehow diminish their own efforts. Psychological safety matters here. Do your SDRs and BDRs actually trust your marketing organization to make the best use of their time? It's not just about technology and tools. It's about processes and, more importantly, feedback loops. ## The path forward Building a scalable demand engine isn't about revolutionary thinking. It's about evolutionary execution. The pillars remain consistent: campaigns, digital, content, and web. But how you connect them, how you align your people, and how you create repeatable processes determine whether you scale or stall. Start with the orchestration layer. Have those cross-functional conversations. Whatever level you're at in the organization, peer, senior, or team lead, start thinking about how everyone contributes to the broader mission. Growth is everyone's job. But without deliberate orchestration, it becomes no one's responsibility. That's the trap that breaks demand engines as companies scale. Take one thing from this: if you do nothing else, invest in that orchestration layer. It's a people play more than a technology play. And when everyone's contributing and growing in the same direction, that's when the pipeline metrics, the MQLs, and all the outcomes naturally follow. The demand engine that scales isn't the one with the best technology or the biggest budget. It's the one where everyone understands their role in driving growth and has the tools, alignment, and support to execute it. ### Why most product launches fail (and how to fix them) URL: https://www.gotomarketalliance.com/why-most-product-launches-fail-and-how-to-fix-them/ Last updated: 2026-03-13T15:00:07.000Z Remember Ray Gunn from the Paris Olympics? The breakdancer who had to publicly apologize to her fans and fellow Olympians after her performance went viral for all the wrong reasons? I'm willing to bet you've been part of a product launch that felt eerily similar, where things fell apart so badly that someone had to send an apologetic Slack message or, worse, an apologetic email to a customer. If that hits close to home, you're in good company. And you're exactly who this article is for. I'm Kate Jack, and I've spent my career sitting at the intersection of [marketing](https://www.gotomarketalliance.com/marketing-inside-out-put-your-team-first/), [product](https://www.gotomarketalliance.com/product-launch-and-land-answering-the-what-why-when-and-how/), and [revenue](https://www.gotomarketalliance.com/scale-customer-success-and-revenue-with-ai/), a chaotic space if there ever was one. As a certified project management professional who's served as go-to-market chief of staff to various CROs, I've seen launches from every angle. And I'm here to share what I've learned about transforming launch chaos into what I call revenue orchestration. ## Why launches still feel like we're making them up as we go We've put people on the moon. We have AI-assisted planning and entire teams dedicated to go-to-market. So, why do launches still feel like organized chaos at best? The answer lies in five fundamental disconnects that plague most organizations: ### The roadmap serves as a heads-up, not a trigger Product teams plan in milestones. GTM teams plan in calendar dates. And those systems almost never fully connect. The roadmap tells you what might be coming, but it doesn't automatically kick anything off on the GTM side. There's a massive gap between "this feature is coming" and "here's exactly what everyone needs to do about it." ### Nobody defines what "ready" actually means At every pre-launch meeting, someone asks: "Are we ready?" But ready for who? Ready for what? Sales ready to demo? Customer success ready to handle escalations? Support ready to troubleshoot? We use the word constantly and mean completely different things every time. ### Enablement becomes an afterthought Features get built. Messaging gets drafted. Deadlines get committed to. Then someone turns to enablement and says, "Hey, can you make this work?" Sometimes it's two weeks before launch. Sometimes, and I speak from painful experience here, it's two days. ### There are contributors but few owners We have a lot of cooks in the kitchen and no head chef. Everyone's involved, but no one's truly accountable. What fills that vacuum? Last-minute heroics that feel productive in the moment but definitely aren't scalable. ### GTM is organized by function, not by workflow Product, marketing, sales, and customer success; each team is optimized individually and typically differently. But launches require flow across them. Work happens in silos, handoffs break, timing drifts, and feedback loops arrive way too late. For expert advice like this straight to your inbox every other Friday, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.gotomarketalliance.com/pro-plus-membership/) _This post is for paying subscribers only._ ### How I turned sales call chaos into GTM gold using a 3-step framework URL: https://www.gotomarketalliance.com/how-i-turned-sales-call-chaos-into-gtm-gold-using-a-3-step-framework/ Last updated: 2026-03-25T10:41:46.000Z Sales call notes, when captured consistently, are a goldmine of customer intelligence. Yet, most PMMs, myself included at one point, rarely use them beyond [win/loss analysis](https://www.productmarketingalliance.com/8-tips-for-effective-win-loss-analysis/). And don’t get me wrong, those reports are valuable. But buried in those same notes are subtle objections, recurring points of confusion, and quiet hesitations that never make it into dashboards. I learned this firsthand at RemotePass. Our [sales and marketing teams were closely aligned](https://www.productmarketingalliance.com/achieving-alignment-in-product-marketing/) via regular syncs. But even with that, SQL quality kept fluctuating. We had no shortage of data, yet we still lacked clarity on *why* deals were stalling or dropping off. That gap — between data and understanding — became the problem to solve. So, I partnered with our Sales Operations Manager to connect an AI tool (ChatGPT) to our CRM, HubSpot, using a lightweight API workflow​​. The goal was simple: automatically generate weekly reports that surfaced recurring objections, feature confusion, and emerging customer themes directly from sales notes. That setup created a scalable [feedback loop](https://www.productmarketingalliance.com/3-ways-a-product-feedback-loop-can-transform-your-product/) connecting Sales, Marketing, and Product. It took a few iterations to make it part of everyone’s weekly rhythm, but once the insights started proving useful, we saw clearer qualification patterns, fewer noisy leads, and more consistent SQL quality. ![](https://www.productmarketingalliance.com/content/images/2025/11/data-src-image-4026c120-7c06-40d9-84cc-b5e209b82966.png) **How we turned raw CRM notes into weekly team actions. Every Friday, this dashboard brings Sales, Product, and Marketing together around the same intel.* But as we soon learned, not all intel is worth chasing. Some were noise; others were high-impact signals. So we introduced a lightweight system to separate the two: the Collect → Validate → Act framework. In this article, I’ll break down how that framework worked for us, what we learned, and how any PMM can use it to turn sales calls into actionable [go-to-market](https://www.productmarketingalliance.com/your-guide-to-go-to-market-strategies/) intelligence. ## The Collect → Validate → Act framework The **Collect → Validate → Act** framework is a simple, process-driven approach used to turn scattered data into clear decisions. It’s common in continuous improvement models, but for us, it became the backbone of how we translated sales intel into business action. Here’s how it played out: ### Collect: Gather weekly signals Once the setup was done, the real work began. Every Friday, [ChatGPT](https://www.productmarketingalliance.com/how-to-use-chatgpt-for-product-marketing/) automatically pulled notes, summaries, and key points from our HubSpot CRM. It picked up everything from competitor mentions to product confusion to unexpected ways customers were using our platform. The first time I read through those summaries, I realized how much valuable context we’d been missing. Things Sales reps mentioned in passing, like a prospect struggling to differentiate our EOR model from staffing, suddenly became visible patterns. I’d review the AI summaries, clean them up, and add context before sharing them with the right teams. Sometimes that meant highlighting an objection that needed a stronger Sales response. Other times, it was flagging a feature confusion for the Product team or surfacing a new use case that Marketing could explore. Over time, this rhythm became a habit that made intel collection predictable, collaborative, and, most importantly, useful. ### Validate: Apply the three filters Interestingly, collecting intel was the easy part. The real challenge was figuring out which insights actually mattered. Not every comment from a prospect should trigger a campaign or a roadmap change. To stay disciplined, we created three simple filters: - **Frequency:** Is this a one-time comment, or are we hearing it again and again? One call can mislead you, but if five prospects bring up the same concern, it’s a signal. - **Value Impact:** Would solving this issue move the needle? Some blockers are nice-to-fix, but others directly affect SQL conversion or deal velocity. We learned to focus on the latter. - **Fit:** Who should act on this? Some insights call for a [messaging](https://www.productmarketingalliance.com/your-guide-to-messaging/) tweak from the PMM team. Others belong to Product. Clarifying ownership early kept us from chasing every shiny piece of feedback. Applying these filters turned our process from a reactive scramble into a focused system where only the most valuable insights made it to the next stage. ### Act: Address only what's validated Once an insight passed all three filters, we moved into ruthless [prioritization](https://www.productmarketingalliance.com/the-power-of-prioritization-in-product-marketing/) and execution. The goal was simple: act only on what had clear, validated value. One pattern that stood out early was the number of prospects asking for a time-tracking feature. It was already on the product roadmap, but now we had data showing it was a consistent request across regions and deal sizes. Product fast-tracked its development, and Sales had a clearer narrative around it. On the marketing side, a bigger issue surfaced. Many prospects assumed we offered recruitment services, which wasn’t true. It turned out this misunderstanding was one of the biggest reasons SQLs were dropping off. The pattern checked all three boxes: - It was a recurring trend. - Fixing it could directly improve SQL rate and deal velocity. - It required a PMM-led solution, not a Product fix. We responded quickly. The PMM team created a focused sales enablement document and an article clearly explaining what our EOR model does (and doesn’t) cover. ![](https://www.productmarketingalliance.com/content/images/2025/11/data-src-image-dd3d7921-2df8-405e-839c-05b0822bd009.png) **One of the marketing assets we created to clear up confusion around our EOR model, showing what RemotePass’s EOR service covers and what it doesn’t.* The result was immediate and measurable. SQL quality improved noticeably because leads were now coming in pre-qualified and aligned with our actual value proposition. The small act of clarifying our story turned confusion into confidence and confidence into conversions. ## Want to try this system? Here’s what to keep in mind ### Start with a strong prompt The quality of your insights depends on how well you guide the [AI](https://www.productmarketingalliance.com/ai-driven-product-marketing-playbook/). Our prompt was intentionally specific: it asked ChatGPT to extract recurring objections, feature confusion, and competitor mentions, then summarize them into actionable insights. Here’s an example you can use or adapt: > *“Summarize recurring objections, questions, and confusion points from this week’s sales call notes. Highlight patterns that could inform Sales enablement, Product decisions, or Marketing messaging.”* ### Review before you validate Don’t take AI output at face value. Scan through the notes yourself to ensure the context is accurate before deciding what’s worth validating. ### Move fast on urgent blockers If an insight points to something that’s actively hurting conversions, act quickly. The longer it lingers, the more deals you risk losing. ### Keep a steady cadence We found Fridays worked best because the team had fewer meetings and more time to reflect. That made it easier for everyone to review insights and take action. Pick a schedule that fits your team’s workflow and stick with it. The more consistent you are, the more valuable the process becomes over time. ### Measure the before and after Always track how your actions influence key metrics like SQL quality, deal velocity, or [conversion rate](https://www.productmarketingalliance.com/conversion-rate-optimization-five-industry-proven-strategies-for-saas-products/). Otherwise, it’s hard to prove (or improve) the system’s value. ### Loop in cross-functional partners early Bring Sales Ops, Product, and Marketing into the process from day one. This ensures shared ownership of insights and faster execution once patterns are identified. ### Document as you go Keep a simple running log of validated insights, actions taken, and the outcomes. Over time, this becomes a knowledge base your team can revisit instead of starting from scratch each quarter. ### Treat it as a living system, not a one-time project [Customer behavior](https://www.productmarketingalliance.com/how-buyer-behavior-changing/) evolves, and so should your feedback loop. Keep refining prompts, validation criteria, and reporting style as your product and market mature. [Sales calls](https://www.productmarketingalliance.com/5-tips-for-marketers-mining-sales-calls-for-insights/) are one of the richest sources of truth in any [go-to-market](https://www.productmarketingalliance.com/go-to-market-template-framework/) motion. When paired with structure, the right prompt, and a steady cross-functional rhythm, those call transcripts turn from overlooked notes into a real competitive advantage. ### 6 ways AI is saving our enablement team hundreds of hours URL: https://www.gotomarketalliance.com/6-ways-ai-is-saving-our-enablement-team-hundreds-of-hours/ Last updated: 2026-03-06T16:00:00.000Z Time is the currency we're all trying to save in [sales enablement](https://www.gotomarketalliance.com/sales-metrics-for-sales-enablement-explained/). And if you're like me, you've probably spent countless hours building content, creating training materials, and trying to figure out how to make your sales teams more effective. The good news? [AI tools](https://www.gotomarketalliance.com/ai-in-gtm-opportunities-challenges-and-best-practices/) are changing the game, and I want to share exactly how we're using them at Deel to save hundreds of hours while actually improving our training quality. I'm Don, Senior Director of Global Sales Enablement at Deel. We're a global HR payroll compliance platform operating in about 150 countries. Before this, I led enablement teams at MongoDB and LinkedIn. So yeah, I've been around the block a few times (or as I like to joke, I got fired a lot). Let me walk you through six specific ways we're leveraging AI in our [sales enablement strategy](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/). Some of these might seem basic if you're already deep into AI, but I promise there are nuggets here for everyone, whether you're a one-person show or running a global team. ## Content creation: The foundation of AI-powered enablement Let's start with the basics. Content creation used to eat up most of our time. Now? We've cut that time by more than half using a simple three-step process. Here's exactly how we do it. First, we take our existing knowledge base articles and save them as PDFs. Then we feed those PDFs into [ChatGPT](https://www.gotomarketalliance.com/leveraging-chatgpt-for-comparative-analysis-of-gtm-software-solutions/) or Gemini with specific instructions about what kind of training content we need. The AI analyzes the material and creates a structured outline for a presentation. Once we have that script, we use Beautiful.ai to turn it into actual slides. The whole process takes maybe 30 minutes for what used to be a three-hour job. Now, I need to be real with you here. The output isn't perfect. You've probably seen those terrible AI-generated training decks where subject matter experts just dump something into ChatGPT and call it done. The ones that tell you about DISC profiles when you really need objection handling techniques? Yeah, those drive me crazy, too. The key is treating AI as your assistant, not your replacement. You still need to review, edit, and add your expertise. But starting with AI-generated content means you're editing rather than creating from scratch. That's a game-changer for productivity. [How to price a product: Your complete guideThis guide breaks down exactly how to calculate your product selling price step by step, with formulas, examples, and more.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-320.png)GTM AllianceJames Shaw![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Measuring-AI---s-effectiveness-for-GTM.png)](https://www.gotomarketalliance.com/how-to-price-a-product-your-complete-guide/) ## Virtual avatars: Solving the language barrier This one's particularly powerful for global teams. We use Synthesia to create training videos with virtual avatars. And before you roll your eyes, hear me out on why this actually works. The main benefit isn't that these avatars look amazing (though they're getting better). It's that we can instantly translate our training into 15 different languages. None of us on the enablement team speaks Mandarin, Cantonese, French, German, or Spanish fluently. But our AI avatars do. Here's the process: We take the script we created with ChatGPT, import it into Synthesia, and boom: we have a training video. Need it in French for your APAC team? Click a button. Want it in Spanish for Latin America? Done. I know what you're thinking. There's something weird about virtual avatars, right? Sales reps aren't stupid. They know it's not a real person, and it can feel like you're trying to trick them. We've found the key is being upfront about it. We tell our teams, "Hey, we're using AI avatars so everyone can learn in their first language." When you position it as a benefit rather than trying to pass it off as real, people appreciate it. One caveat: I wouldn't create hour-long e-learning courses with avatars. They work best for short, focused training snippets. Think five-minute explainers, not full onboarding sessions. For expert advice like this straight to your inbox every other Friday, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.gotomarketalliance.com/pro-plus-membership/) _This post is for paying subscribers only._ ### Consistency at scale: Overcoming market fragmentation in global GTM URL: https://www.gotomarketalliance.com/consistency-at-scale-overcoming-market-fragmentation-global-gtm/ Last updated: 2026-03-25T11:15:00.000Z [Global go-to-market (GTM) strategies](https://www.productmarketingalliance.com/gtm-success-in-4-steps-with-salesforce/) sound impressive on paper. But anyone who has lived there knows the reality: it's messy. Different languages, cultural contexts, sales practices, and regulatory environments collide. What feels like a crisp, well-structured narrative in North America can fall flat (or worse, sound tone-deaf) in Latin America, Europe, or Asia. As the second [Product Marketing Manager (PMM)](https://www.productmarketingalliance.com/what-is-product-marketing/) hired at my company, with clients in 14 countries across the Americas, I live this challenge every day. Based in Latin America, I report to a Sr. PMM Director in North America, the first PMM and the one who built the discipline from scratch. Together, we've had to figure out how to create **consistency at scale** across multiple countries, working in three languages (English, Spanish, and Portuguese), and partnering with sales teams who bring their own local expertise and nuances. Here's what I've learned about overcoming market fragmentation and maintaining trust across regions. ## The problem: fragmentation pulls you apart Global GTM teams face a paradox: - **Markets demand** [**localization**](https://www.productmarketingalliance.com/finding-the-right-localization-strategy-for-your-business/)**.** Sales reps on the ground know their prospects better than anyone. They want messaging that feels local, tailored, and relevant. - **Leadership demands consistency.** [Product positioning](https://www.productmarketingalliance.com/your-guide-to-positioning/), brand promise, and strategic narratives must be unified, or the company risks confusing customers, analysts, and investors. As a PMM, you sit in the middle of that tension. And in fast-growing organizations, fragmentation can happen quickly: - Regional decks multiply. - Translations lose nuance. - [Sales collateral](https://www.productmarketingalliance.com/sales-collateral-that-speaks-to-buyers-match-content-to-the-journey/) drifts from the agreed narrative. - Teams spend more time debating "what we say" than actually selling. Left unchecked, fragmentation erodes credibility, slows execution, and weakens your market presence. ## Lesson 1: Start with a single source of truth When I joined, one of my first questions to Sales was: *"Where do you find the most up-to-date* [*messaging*](https://www.productmarketingalliance.com/your-guide-to-messaging/)*?"* The answers varied – emails, Slack threads, old presentations, even personal notes. No wonder fragmentation was spreading. The first step toward consistency is building a **single source of truth**: - One core [messaging framework](https://www.productmarketingalliance.com/product-messaging-framework-template/), reviewed and approved by PMM leadership. - A transparent process for updating it (no silent edits floating in the ether). - Accessible repositories (we use a shared workspace rather than scattered decks). Sales can be localized, but they always start from the same base. That baseline prevents each region from "reinventing" the company story. ## Lesson 2: Align across languages, not just markets Operating in English, Spanish, and Portuguese means translation isn't just a mechanical process: it's strategic. Literal translations miss cultural nuance. For example: - **English** emphasizes clarity and directness. - **Spanish** requires precision in tone, especially when it comes to formality. - **Portuguese (Brazilian)** tends to favor a friendly, conversational tone. If your GTM doesn't account for this, you risk sending the wrong signal. That's why we treat each translation as an **adaptation**, not a copy. The message must be consistent, but the expression must respect language norms. As PMMs, we own this responsibility. Our job isn't just to "translate decks": it's to ensure that what we say lands with equal credibility in every market. Sharing the decks and [requesting feedback](https://www.productmarketingalliance.com/using-feedback-for-effective-data-driven-marketing-messages-video/) from local Sales Reps or Sales Engineering makes the difference. And this serves as the introduction to the next lesson. ## Lesson 3: Build a partnership with Sales In fragmented environments, Sales often becomes both the most considerable risk and the most significant asset. Risk, because regional reps may improvise if they don't feel the core materials reflect their reality. Asset, because they are the frontline voices of customer truth. The key is to treat Sales as **co-creators**: - We involve them early in message testing, especially in markets where cultural nuances are important. - We establish "regional champions" who facilitate ongoing feedback between PMM and the field. - We celebrate when local input improves the global narrative. This partnership shifts the dynamic. Instead of Sales feeling like they're "fixing" Marketing's work, they feel like they're shaping it. ## Lesson 4: Balance global consistency with local flexibility One phrase I use often: *"flexibility within a framework."* Our global GTM defines the **non-negotiables**: - Core [value proposition](https://www.productmarketingalliance.com/your-ultimate-guide-to-creating-a-value-proposition/). - [Strategic narrative](https://www.productmarketingalliance.com/why-your-product-needs-a-narrative/). - [Differentiators](https://www.productmarketingalliance.com/competitive-differentiation/). But we give regions room to adapt the **delivery**: - Examples that resonate locally. - [Case studies](https://www.productmarketingalliance.com/what-is-a-case-study/) from nearby industries. - Language tone adjustments. This approach builds alignment without stifling local expertise. It prevents fragmentation while giving Sales ownership of customer conversations. [Building a scalable demand engine that grows with your businessHow to build a scalable demand engine with aligned teams, AI-driven insights, and repeatable processes that turn growth into predictable revenue.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-331.png)GTM AllianceSonal Mane![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Enterprise-deals-are-won-on-story--2-.png)](https://www.gotomarketalliance.com/how-to-build-a-scalable-demand-engine-that-grows-with-your-business/) ## Lesson 5: Communicate relentlessly with your PMM peers As the second PMM in the company, I had to stay in constant sync with our Director in North America, who laid the foundation for the function. We quickly learned that silence creates inconsistency. We built a rhythm of communication: - Weekly syncs to align on priorities. - Shared document reviews for every strategic narrative update. - Quick Slack check-ins to avoid duplication. This cadence ensures that the "two PMMs" don't accidentally create two PMM philosophies. Instead, we present a unified front across ten different time zones. ## Lesson 6: Codify lessons into playbooks Consistency doesn't scale on goodwill alone. It requires documentation. Every time we solved a fragmentation issue, we asked: *"How do we prevent this from happening again?"* The answer was usually a **playbook**: - Messaging frameworks. - Sales enablement guidelines. - Localization rules. - Competitive response templates. Playbooks scale trust. They reduce dependence on ad-hoc alignment calls and provide new hires with an immediate baseline. In global GTM, they are the difference between chaos and coherence. ## The delicate balance of trust Fragmentation isn't just a logistical problem… It's a [trust](https://www.productmarketingalliance.com/why-you-should-build-customer-trust-as-a-product-marketing-leader/) problem. If one region deviates too far, customers notice. Analysts notice. Even internal teams notice. And once doubt creeps in ("Do we really know who we are as a company?"), the house of cards wobbles. As PMMs, we're custodians of consistency. Our job is to keep the narrative intact across every geography, language, and function – while still empowering teams to adapt responsibly. ## Conclusion: consistency is the multiplier In global GTM, speed and creativity matter. But consistency is the multiplier. It ensures that every message builds on the last, that every region reinforces the brand, and that customers experience the company as one coherent entity – not a patchwork of voices. My experience as the Sr. PMM for LATAM has taught me this: **consistency doesn't happen by accident.** It happens by design, through: 1. One source of truth. 2. Alignment across languages. 3. Partnership with Sales. 4. Flexibility within a framework. 5. PMM-to-PMM communication. 6. Codified playbooks. In fragmented markets, it's tempting to think each region needs its own playbook. The reality is the opposite: what they need is shared consistency, delivered responsibly at scale. That's how you build trust and keep it standing, house of cards and all. ### How to price a product: Your complete guide URL: https://www.gotomarketalliance.com/how-to-price-a-product-your-complete-guide/ Last updated: 2026-02-25T11:10:04.000Z Pricing a product isn’t about picking a number that “feels right.” In 2026, successful product teams calculate pricing using cost data, customer value, market benchmarks, and continuous testing. Whether you’re launching a new product, adjusting pricing due to rising costs, or trying to improve margins, this guide breaks down **exactly how to calculate your product selling price step by step** — with formulas, examples, and practical guidance for SaaS, B2B, and B2C products. By the end, you’ll know how to price your product confidently, competitively, and profitably. ## What is a product selling price? A product selling price is how much a customer pays for a product/service. Prices vary depending on how much customers are prepared to pay, the amount of money the seller is prepared to accept, and how competitive the price is when compared to other businesses. ## Why getting your product price right matters in 2026 Rising [customer acquisition costs](https://www.productmarketingalliance.com/a-beginners-guide-to-customer-acquisition/), [AI-driven competition](https://www.productmarketingalliance.com/ai-driven-product-marketing-playbook/), and increased price transparency mean [pricing](https://www.productmarketingalliance.com/your-guide-to-pricing/) mistakes are more expensive than ever. In 2026, product pricing decisions are influenced by: - Higher buyer expectations around [value](https://www.productmarketingalliance.com/value-proposition-framework-template/) - Faster competitor price changes - AI-powered price comparison tools - Pressure to balance growth with profitability That’s why modern pricing isn’t static – it’s calculated, tested, and revisited regularly. ## How to calculate the price of a product (step by step) ### Step 1 – Calculate your total costs Start by identifying all costs required to deliver your product: **Direct costs** - Manufacturing or development - Hosting or infrastructure - Packaging and distribution **Indirect costs** - Marketing and sales - Customer support - Product management and overheads Your total cost per unit is the foundation of any pricing calculation. ### Step 2 – Define your target margin Next, decide how much profit you need to make on each sale. Typical gross margins by product type: - SaaS: 70–90% - Digital products: 80–95% - Physical products: 30–60% Your margin should reflect your business model, growth stage, and market expectations. ### Step 3 – Apply a pricing formula The most common starting point is [cost-plus pricing](https://www.productmarketingalliance.com/cost-plus-pricing-how-and-when-to-do-it/) (click here for more formulas): ****Selling Price = Total Cost ÷ (1 − Target Margin)** **Example:** If your total cost is $40 and your target margin is 60%: $40 ÷ (1 − 0.6) = **$100 selling price** ### Step 4 – Validate against the market Once you calculate a price, compare it against: - [Competitor pricing](https://www.productmarketingalliance.com/pricing-mastery-choosing-the-ultimate-model-to-outshine-your-competitors/) - [Customer willingness to pay](https://www.productmarketingalliance.com/willingness-to-pay-interview-questions-framework/) - Perceived value of your product If your price is significantly higher or lower, reassess your [value proposition](https://www.productmarketingalliance.com/your-ultimate-guide-to-creating-a-value-proposition/) — not just the number. ### Step 5 – Test and adjust over time Pricing is not a one-time decision. Regularly review pricing based on: - [Conversion rates](https://www.productmarketingalliance.com/conversion-rate-optimization-five-industry-proven-strategies-for-saas-products/) - [Customer feedback](https://www.productmarketingalliance.com/the-what-why-and-how-of-customer-market-feedback/) - [Market changes](https://www.productmarketingalliance.com/power-prompts-market-research-competitive-intelligence/) - [Feature additions](https://www.productmarketingalliance.com/new-product-feature-document-template-framework/) The most effective [pricing strategies](https://www.productmarketingalliance.com/pricing-strategies-framework-template/) evolve with your product and customers. ## Product pricing formulas (with examples) ### Product selling price formula The simplest way to calculate your product selling price is by adding a profit margin to your cost price. **Formula:** ****Selling price = Cost price + Profit margin** The **cost price** is the amount paid to produce or acquire the product. The **profit margin** is the percentage added to ensure profitability. This method is often used as a baseline and should be validated against customer value and competitor pricing. --- ### How to calculate the average selling price Before setting your own price, it’s important to understand the **average selling price (ASP)** of similar products in the market. **Formula:** ****Average selling price = Total revenue ÷ Number of units sold** **Example:** If a market generates $5,000,000 in revenue from selling 10,000 units, the average selling price is $500. If you’re launching a new game console and want to position it as a premium product, this benchmark can guide your pricing. You may choose to price your product at **$550-$600** to reflect a higher perceived value and [differentiate from competitors](https://www.productmarketingalliance.com/competitive-differentiation/). --- ### How to calculate product selling price by unit If your business purchases inventory in bulk, calculating the selling price per unit ensures accuracy and consistency. To calculate product selling price by unit: 1. Calculate the **total cost** of all units purchased 2. Divide the total cost by the **number of units** to determine the cost price per unit 3. Apply your chosen pricing formula to calculate the final selling price This approach is especially useful for physical products, wholesale businesses, and ecommerce brands. --- ****Putting a tag on it: The Product Pricing Playbook** Tap into the six steps to the perfect pricing strategy. 👉 [Download your free copy](https://www.productmarketingalliance.com/putting-a-tag-on-it-the-product-pricing-playbook/?utm%5Fsource=ghost&utm%5Fmedium=article&utm%5Fcampaign=in-article-callout) --- ## How to calculate the perfect product selling price: 5 key pricing models There are multiple pricing models you can use depending on your product type, market, and growth goals. Below are the most common pricing models and when to use them. ### Freemium pricing model The [freemium pricing model](https://www.productmarketingalliance.com/finding-the-freemium-threshold/) offers customers a free version of a product, with the goal of converting them to a paid plan over time. A common example is Spotify, which provides free access with limitations such as ads and restricted features, encouraging users to upgrade to a paid subscription. Freemium pricing is designed to reduce friction, increase [adoption](https://www.productmarketingalliance.com/product-adoption-framework/), and build a large user base. #### When should a freemium pricing model be used? Freemium pricing works best for **digital products** targeting large markets. To succeed, you must: - Deliver strong value in the free version - Clearly differentiate paid features - Avoid giving away core value for free - Sustain costs until users upgrade Careful data analysis is essential to determine which features remain free and which drive conversion. --- ### Tiered pricing model Tiered pricing allows customers to choose between multiple pricing options based on their needs. Common tiers include: - Free or [freemium](https://www.productmarketingalliance.com/converting-freemium-users-to-paid-users-framework/) - Individual - Team or family - Student or discounted plans This structure enables customers to self-select the option that best fits their use case and budget. #### When should a tiered pricing model be used? Tiered pricing is ideal for **digital services** with diverse customer segments. It helps businesses maximise revenue while appealing to different willingness-to-pay levels. --- ### Flat-rate subscription pricing With flat-rate pricing, customers pay a fixed recurring fee in exchange for a defined set of features or services. A typical example is a mobile phone plan, where users pay a monthly fee for a specific allowance of data, minutes, and texts. #### When should flat-rate subscription pricing be used? Flat-rate pricing works best for: - Products with limited feature variation - A clearly defined [target audience](https://www.productmarketingalliance.com/how-target-audience-icp-and-personas-guide-product-marketing-strategies/) - Simple value propositions It’s easy to understand but offers less flexibility for upselling. --- ### Bulk (volume) pricing model Bulk pricing reduces the unit price as purchase volume increases, incentivising customers to buy more. **Example:** A company may charge $10 for one item, but reduce the price to $8 per unit when five items are purchased, creating clear savings for the buyer. #### When should bulk pricing be used? Bulk pricing is commonly used in **B2B, wholesale, and manufacturing**, where larger order sizes are standard and cost efficiencies increase with volume. --- ### Market-based pricing Market pricing sets product prices based on supply, demand, and competitor pricing rather than internal cost structures. This model is often used by industries with high competition, such as: - Consumer electronics - Automotive - Streaming services #### When should market pricing be used? Market pricing is effective when your product closely resembles competitors’. To succeed, strong [positioning and messaging](https://www.productmarketingalliance.com/positioning-and-messaging-rollout-checklist-framework/) are essential to justify your price within the market. --- ## Types of pricing strategies Product marketers use different pricing strategies depending on their market, product maturity, and competitive landscape. Below are the most common pricing strategies and how they work in practice. Common pricing strategies include: - Competitor-based pricing - [Cost-plus pricing](https://www.productmarketingalliance.com/cost-plus-pricing-how-and-when-to-do-it/) - Value-based pricing - Dynamic pricing - Penetration pricing - [Price skimming](https://www.productmarketingalliance.com/pros-and-cons-of-price-skimming/) - Target costing While cost-plus pricing is one of the simplest methods, **target costing** is often used when pricing decisions are heavily influenced by the market. ### What is target costing? Target costing is a pricing method where the **market price determines the maximum cost** a business can afford to produce a product. The [Chartered Institute of Management Accountants](https://myfuture.cimaglobal.com/) defines target costing as: > *“A product cost estimate derived from a competitive market price.”* With target costing, pricing decisions are influenced by factors such as: - Market competition - Product similarity - Customer switching costs - Price sensitivity Rather than adding a margin on top of costs, businesses work backwards from the price customers are willing to pay. --- ### Example: How to price a product using target costing Imagine you sell customised football jerseys and the average market price is $200. - Average market price: $200 - Target margin: 50% - **Target cost: $100** This means the maximum cost to produce each jersey is $100\. Any cost above this reduces your margin or makes the price uncompetitive. --- ### How to determine an appropriate margin There’s no single “correct” margin for every product, but many businesses aim for a **40–50% margin** as a baseline. Another simple approach is the **price multiplier method**: - Multiply total costs by **2** for a 50% margin - Multiply total costs by **3** for a 67% margin If your product is highly differentiated or delivers unique value, higher margins may be achievable. --- ### What is cost-plus pricing? Cost-plus pricing calculates a selling price by adding a fixed profit margin to total costs. **Example:** If a product costs $60 to produce and the target margin is 30%, the selling price would be $78, generating an $18 profit. This pricing strategy is most commonly used for **physical products**, where material and production costs are easier to quantify. For SaaS products, cost-plus pricing often relies on estimated inputs such as salaries, development time, and infrastructure, which can make accuracy more difficult. --- ### Pros and cons of cost-plus pricing **Pros** - Simple to calculate - Ensures profitability if costs are controlled **Cons** - Ignores competitor pricing - Doesn’t account for customer willingness to pay - Encourages cost inefficiencies - Makes frequent price increases more likely as costs rise Because this model is inward-looking, it can lead to overpricing or missed revenue opportunities if used in isolation. --- ### Differences between cost-plus pricing and target costing The key difference between cost-plus pricing and target costing is **where pricing decisions begin**. - **Cost-plus pricing** starts with internal costs and adds a margin - **Target costing** starts with the market price and works backwards Target costing is especially useful in competitive markets where customers have many alternatives and pricing flexibility is limited. In contrast, cost-plus pricing may work better in niche markets or where costs are stable and competition is low. --- ## How to calculate gross profit margin To calculate your company's gross profit margin percentage, subtract the cost of goods sold (COGS) from the net sales (gross revenues minus returns, allowances, and discounts). Then, divide this figure by net sales, and this will calculate the gross profit margin as a percentage. ### Why is profit margin important to investors? Investors are interested in your net profit margin because this allows them to assess if your company is generating enough profit from your sales. When you’re calculating your net profit margin, it’s important to consider overhead costs and fixed costs. These cover raw materials, salaries, insurance, utilities, etc. have been factored into the equation. Business owners need to take into account that irrespective of whether you’re a small business/startup or an established enterprise corporation, the net profit margin is one of the key cogs in your overall financial well-being. --- ## Things to consider when pricing your product Multiple factors will influence the pricing model you choose to apply when deciding on the selling price of a product. For example, if you’re holding an end-of-season sale to clear stock, you’ll likely use a discount price model to introduce a lower price. Similarly, factors such as sales volume and labor costs will also influence your product’s price, and different prices are often used depending on [geographical location](https://www.productmarketingalliance.com/your-ultimate-guide-to-geographic-segmentation/). Taxes, cost structures, [market needs](https://www.productmarketingalliance.com/customer-needs-and-how-to-meet-them/), and exchange rates are likely to have a say in the price of your product in international markets. This often means the exact same product will have a higher price in location A than in location B. Whether you’re a solo entrepreneur, an [e-commerce business](https://www.productmarketingalliance.com/seeking-the-right-team-to-boost-your-ecommerce-business/), or part of a large-scale company, you need a pricing strategy that’ll give you the right price for your product. Don’t forget to factor in variable costs when deciding on the price of your product; it’s a simple way to ensure you don’t alienate some segments of your audience. If you’re unsure whether you’re priced excessively when compared to similar products, don’t be afraid to use a pricing calculator. Pricing calculators are a great resource for helping business owners establish if their sales price is fair and meets the expectations of the clientele. [**Silvia Kiely Frucci**](https://www.linkedin.com/in/silvia-kiely-frucci/)**, Product Marketer of the International Segment of Wolters Kluwer**, shared five lessons she’s learned when pricing products during her career: ### 1\. Follow the process, but don’t be bound to it Pricing is a complex matter, and it cannot be driven just by [qualitative insights](https://www.productmarketingalliance.com/qualitative-vs-quantitative-research/). Creating a framework around the various pricing work streams is essential to getting things done. For the past two years, I have used the model below as a guideline: ![Four boxes with bullet points that have arrows leading one into the next. They read: Analysis, define objectives, sales pipeline and loss analysis, customer evalutation, market analysis. Evaluation: price model building, discount strategies, testing. Implementation: Marketing material, sales enablement, price GAP plans. Monitoring: Define and manage customer feedback loop, sales tracking, KPI tracking. ](https://www.productmarketingalliance.com/content/images/2023/09/Pricing-process-guideline.png) Even if it looks like a linear process, milestones, and decisions are not always linked to the stage that the process suggests they should be dealt with. For example: - Relevant competitor information can be found after price testing with customers. - The initial [customer segmentation](https://www.productmarketingalliance.com/customer-segmentation-template-framework/) must be re-evaluated when new qualitative insights have emerged during a pricing workshop. It’s important to always keep an open mind during the process to make sure your pricing output reflects the market needs. ### 2\. Pricing is a team effort Product marketers are often responsible for pricing, but the process doesn’t have to be a single-handed decision. Pricing workshops are the perfect ground to involve all the key influencers to discuss around the table. Product, sales, marketing, [customer engagement](https://www.productmarketingalliance.com/product-marketings-role-in-driving-customer-engagement/), project management, and Business Unit Directors are all stakeholders in the success of the pricing strategy: they all hold a unique perspective on products, customers, and markets, and they all have very different KPIs around success. Creating an open dialogue is the best way to hear everyone’s point of view and find a common strategy. ### 3\. The perfect pricing structure is a myth In the past, I have built different pricing models: some were cost-plus only, others heavily relied on competitor pricing insights, and some were value-based. There is no doubt to me that value-based pricing is the most successful way to price products, both in the physical and [SaaS](https://www.productmarketingalliance.com/product-marketing-in-the-saas-sector-ebook/) space. Value-based pricing best practices often show a 3-tier option with tick boxes for product features/benefits. Although this output is very clear and simple for customers it cannot be applied to every product: some products are so complex and/or so customizable they cannot be easily deconstructed to create different versions. It is more the case of displaying value to the customers using a complementary pricing model where the final price is built by attributing a monetary rate to each customer-recognized value. ![Model used as a guideline for discounting your pricing for customers. This is five circles - one in the middle that reads "Product" with four circles around the inner circle which all read "Value/customer benefit". ](https://www.productmarketingalliance.com/content/images/2023/09/Model-used-as-a-guideline-for-discounting-your-pricing-for-customers.png) This model could be used as a guideline for discounting by asking the simple question to your customers: “Which value do you want to drop for a cheaper price?” ### 4\. Negative price testing is the best ground to re-evaluate your product value proposition I find price testing one of the most complicated processes to plan. Is it best just to live test and look for customers’ behavior in response? How about creating customer panels before roll-out? Will you test on renewals or new business? The questions are infinite. Whichever strategy you select for the product you are selling, make sure you create a clear way to capture customer feedback: define 1-3 items that will help you define customer product perception in response to your pricing and align it with your product value proposition. Great pricing means the customers have understood your product the way you and your company see it. ### 5\. Pricing is not just a number Making plans to roll out the price to the rest of the company is as important as deciding the price itself. One of the never-to-be-missed actions from the pricing workshop is agreeing on a clear strategy around sales enablement: In my experience, partnering with your marketing team at this stage is paramount; they will help you shape the message internally and to the customer. --- ## How to generate profit Companies have one thing in common: they all want to achieve their desired profit - without introducing a low price! There’s no doubt a suitable product selling price plays a crucial role in helping them achieve these objectives. In his presentation, [How to Price for Growth and Profitability](https://www.productmarketingalliance.com/masterflix/?wchannelid=5y44xxxmu7&wmediaid=x23hxwt1bg), [**Yannick Kpodar**](https://www.linkedin.com/in/yannickkpodar/)**, former Global Director of Product Marketing at PayFit**, outlined his step-by-step process to identify the best pricing strategy for company growth and profitability. Ultimately, there’s no definitive answer on how to price a product, and as [Phill Agnew, former Senior Product Marketing Manager at **Hotjar**](https://www.productmarketingalliance.com/the-psychology-behind-pricing-5-pricing-principles/#two-tactics-to-increase-price)suggests, it’s a complex area where many companies make mistakes. You need to utilize a pricing strategy to drive cash flow. To do so, you’ve got to be clear on: - The cost of producing your product - The value of your services to your clients - How much your customers have and want to spend - The overall running costs of your business - What critical costs need to be covered short-term (e.g. loan repayments) - How your competitors price their products Pricing needs to take every one of these principles into account to drive optimum profit. You may have to go through your business plan with a fine-tooth comb and consider factors such as brand development, team restructuring, etc. before you can draw a definitive conclusion. Remember, your pricing strategies and product selling price are by no means definitive. You should continually assess your plan and make changes whenever something isn’t working as you anticipate. Your decision-making process can be dictated by simple metrics such as sales figures and churn rates. --- ## How to measure the impact and ROI of pricing strategies Implementing a new pricing strategy without proper measurement is like sailing without a compass. [**Thibault Oberlin**](https://www.linkedin.com/in/toberlin/)**, Senior Director of Product Marketing at PayFit (formerly at Google)**, advocates using the [OKR (Objectives and Key Results)](https://www.productmarketingalliance.com/your-guide-to-okrs/) framework to track pricing effectiveness systematically. ### Setting pricing objectives [OKRs](https://www.productmarketingalliance.com/your-guide-to-okrs/) combine qualitative objectives with quantitative key results. "Setting a qualitative objective or goal... that's the what. And then you're going to tie to these key results, usually from two to four or five, which are all the actions that combine together to help you accomplish this objective," Oberlin explains. For pricing strategies, effective objectives might include: - Improve pricing competitiveness in mid-market segment - Increase average revenue per customer through value-based pricing - Reduce pricing-related churn by 25% ### Defining measurable key results Each pricing objective needs 2-5 specific, measurable key results. Examples include: *For competitive pricing:* - Win rate against main competitor increases from 35% to 50% - Price positioning analysis shows movement from premium to competitive quadrant - Sales cycle reduces by 15% due to clearer pricing advantage *For value-based pricing adoption:* - 60% of new deals use value-based pricing calculator - Average deal size increases by 30% - Customer satisfaction with pricing transparency improves to 8/10 *For reducing pricing churn:* - Pricing-related cancellation reasons drop from 40% to 15% - Successful price increase communications achieve 85% retention - Grandfathering policies reduce churn impact by 50% ### Cross-functional alignment Pricing OKRs must align across teams. Sales needs visibility into pricing performance for coaching, customer success requires churn indicators for intervention, and finance needs revenue impact metrics for forecasting. Create a pricing dashboard accessible to all stakeholders showing: - Real-time progress against key results - [Pricing win/loss analysis](https://www.productmarketingalliance.com/8-tips-for-effective-win-loss-analysis/) - Competitive pricing movements - Customer feedback on pricing ### **Iteration based on data** Review pricing OKRs monthly, not quarterly. Pricing markets move quickly, and waiting three months to adjust can mean significant lost revenue. Use leading indicators like quote-to-close ratios and pricing objection frequency to predict lagging indicators like revenue and churn. By implementing structured measurement through OKRs, companies can move from gut-feel pricing decisions to data-driven optimization that directly impacts revenue growth. ### How to create effective product positioning (with examples) URL: https://www.gotomarketalliance.com/how-to-create-effective-product-positioning-examples/ Last updated: 2026-02-25T11:08:44.000Z The product marketing role is continually evolving, with practitioners being tasked with a variety of roles and responsibilities. While [product launches](https://www.productmarketingalliance.com/a-visual-guide-to-product-launches/), customer and market research, [customer onboarding](https://www.productmarketingalliance.com/the-fundamentals-of-customer-onboarding/), and [product storytelling](https://www.productmarketingalliance.com/the-what-why-and-how-of-storytelling/) are all amongst the remit of a modern-day PMM, product positioning and messaging remain the areas that experts are devoting the most time to, with **91%** of respondents in the [**State of Product Marketing Report 2025**](https://www.productmarketingalliance.com/state-of-product-marketing-report-2025/)earmarking product positioning and product messaging as their core responsibilities. ![Table of product marketing responsibilities as reported by respondents for the State of Product Marketing Report 2023, 2024, and 2025. Product positioning and messaging is consistently cited as the top responsibility, chosen by 90.1% in 2023, 90.62% in 2024, and 91% in 2025.](https://www.productmarketingalliance.com/content/images/2026/01/PMM-responsibilities.png) Source**:* [****State of Product Marketing Report 2025**](https://www.productmarketingalliance.com/state-of-product-marketing-report-2025/) If your product messaging doesn’t resonate, it’s unlikely the right buyers will ever engage. And without strong positioning, even great products struggle to stand out, generate demand, or clearly communicate their value in crowded, competitive markets. To help you get positioning and messaging right, this article covers: - What is product positioning? - What is a product positioning statement? - Why is product positioning important? - The relationship between product messaging and product positioning - How to create compelling product messaging - How can I position my product? - Examples of product positioning from top brands - Two key approaches to product positioning - What influences how a product is perceived? - Product messaging and positioning resources ## What is product positioning? [Product positioning](https://www.productmarketingalliance.com/what-is-a-perceptual-product-positioning-map/) refers to how a product or service is perceived by consumers in relation to competing offerings. It involves defining where a product fits in the market and creating an identity that resonates with target customers. Effective product positioning is crucial for differentiating your offering and influencing purchase decisions. It establishes your product's value and gives customers a reason to choose it over alternatives. ## What is a product positioning statement? A positioning statement is a concise description of your target customer, the problem you address, and your unique solution. An effective statement serves as an internal compass for product development and an external guide for sales and marketing communication. **Here’s a simple formula:** For \[target customer\] who \[need/desire/pain point\], \[product name\] is \[product category\] that \[key benefit\], unlike \[competitor\], our product \[differentiation/USP (unique selling point)\]. **Here’s an example from Coca-Cola:** "For quality beverage seekers, Coca-Cola offers a wide range of the most refreshing options. Each creates a great experience for customers when they enjoy a Coca-Cola brand drink. Unlike other beverage options, Coca-Cola products inspire happiness and make a positive difference in customers' lives, and the brand is intensely focused on the needs of consumers and customers." This positioning statement framework helps you distill the essence of your product and who it serves into a concise, memorable message that resonates with customers. ## **Why is product positioning important?** There are several key reasons why product positioning should be a priority: ### Increases brand awareness Product positioning helps cement your brand identity in the minds of customers. It creates memorable associations that set you apart from competitors. The more distinct and consistent your positioning, the greater your brand awareness. ### Attracts the right customers Clear positioning that resonates with your target audience helps attract qualified leads. With the right positioning, customers will recognize how your product solves their needs and why you should be their only go-to. ### Drives sales When customers understand the unique value of your product, they’re more likely to purchase it. Accurate product positioning ensures your product is seen by the right audience, ensuring your product’s truly appealing, which drives people to take action. ### Commands higher prices Effective positioning can justify charging premium prices. Customers will perceive greater value in a product that solves their problems exceptionally well. ### Builds loyalty Satisfied customers tend to stick with brands that meet their needs – if it ain’t broke, don’t fix it. Positioning helps align your product with customer wants, driving retention and loyalty. ### Guides product innovation Established positioning provides direction for product development and new feature prioritization, enabling you to focus your efforts on enhancing defined areas that you know provide consistent value. ## The relationship between product messaging and product positioning Product messaging and positioning work hand-in-hand to create a consistent, strategic brand narrative that resonates with target customers. While positioning defines where a product fits in the market, messaging is about conveying that positioning through expertly crafted marketing communications. For example, if your positioning centers on superior performance, messaging can showcase real customer stories, expert reviews, competitive comparisons, and more, to back up that premise. Effective product positioning provides critical grounding for messaging. It crystallizes what makes your product one-of-a-kind and the specific customer needs it fulfills. This core essence should be infused throughout external-facing messaging to ensure consistency. Without clearly defined positioning, messaging risks becoming disjointed and diluted across campaigns. Of course, getting positioning and messaging aligned requires [collaboration](https://www.productmarketingalliance.com/how-to-foster-collaboration-between-sales-and-product-marketing/) between product, marketing, and sales teams. But when done effectively, it ensures every customer touchpoint reinforces what makes your product special. ## How to create compelling product messaging During her appearance on [Product Marketing Insider](https://www.productmarketingalliance.com/product-marketing-insider-series/), **Ashley Wood, Head Of Product Marketing at LANDR Audio Inc.** gave her insights on how PMMs can refine their product messaging. ### What does powerful messaging look like? “I think it's clear above all else, we have a tendency, especially for working on a product and just internally in general, to assume if people have heard about this function or this feature, that they understand the brand as a whole. “And that's why empathy is such an important quality to have in a product marketer. [Powerful messaging](https://www.productmarketingalliance.com/how-to-avoid-messaging-positioning-mistakes/) addresses the who, the why, the what, and the how. The why really is about helping them solve a problem, identifying what is, what your differentiators are, and the how being your features and functionalities. “I play this really annoying game with my PMMs where I'll just ask, ‘So what?’ until we've gotten to the core of the problem that we're solving. “Your products are evolving, your competitors are evolving, and more importantly, your users are evolving. It's possible that you outgrow your messaging. I think it's important that you're always checking that it's still resonating with your audience, whether that's through [A/B tests](https://www.productmarketingalliance.com/is-a-b-testing-still-relevant-in-b2b-marketing/), user interviews, and [performance metrics](https://www.productmarketingalliance.com/key-pmm-metrics-and-okrs-cltv-and-revenue-retention-for-saas/).” ### How can product marketers develop existing messaging? “The more time you spend with users understanding their goals and their jobs to be done, the easier it is to build the messaging that resonates. “When it comes to evaluating it and making sure that you're always combining the quantitative and qualitative data, typically quantitative findings will signal that there's an issue and then you can dig in a bit further with qualitative findings, mostly through user interviews and focus groups." ### How do you highlight USPs in your messaging? “Working on messaging without being crystal clear on the positioning is a mistake. I really like[ April Dunford’s framework for positioning](https://www.productmarketingalliance.com/mastering-positioning-for-growth/). We use that document as a home base so we have a lot of clarity on who our competitors are in each space, how we're unique for each of them, and who cares the most about the value that those unique attributes bring. “Once that’s set in stone for the moment we use it to come back to, and when we create messaging, we say, “OK, does this line up with our positioning document? Does this line up with our [user personas](https://www.productmarketingalliance.com/your-guide-to-personas/) and our segments?” ### What challenges have you faced when creating messaging? “The biggest challenge probably comes to narrowing down exactly who cares the most about the value you're providing. We have a tendency to want to communicate with as large an audience as possible. “However, I think what usually ends up happening there is that your messaging talks to everyone without actually talking to anyone because you've watered it down so much that it's generic and therefore, it doesn’t resonate with anyone. “Establishing strong positioning that everyone internally is aligned on is the key to crafting successful messaging. In my opinion, when you know exactly who your product is serving, and why it's the best position to solve that problem, messaging becomes a lot more instinctual.” ### Which common messaging mistakes do you often see? “One of the most common mistakes I see is when messages are so big that you don't understand what they do and who they're for. “At Lander, there's no shortage of people who could benefit from our products. But having to take a step back and communicate that to a product manager that's spending all of their time trying to make this the most usable product for as many people, I'm letting them know, ‘I know, all of these people could care about it or should care about it, but this is the group of people we have the best shot of converting.’ “I think a common internal mistake is not clearly communicating your audience segment to internal stakeholders.” ## **How can I position my product?** ### Understand the market landscape Research your industry, competitors, customer needs, and the strengths/weaknesses of existing offerings. This context will inform your positioning. ### Identify your target customers Determine who your product is for by analyzing [the right data](https://www.productmarketingalliance.com/what-is-market-segmentation/): [Demographic](https://www.productmarketingalliance.com/understanding-developer-demographics-personas-and-segmentation/), [geographic](https://www.productmarketingalliance.com/your-ultimate-guide-to-geographic-segmentation/), psychographic, and [behavioral](https://www.productmarketingalliance.com/what-influences-customer-behavior/), and then use this data to create valuable [buyer personas](https://www.productmarketingalliance.com/your-guide-to-personas/). ### Determine your value proposition Pinpoint the primary [value you provide](https://www.productmarketingalliance.com/your-ultimate-guide-to-creating-a-value-proposition/) to target customers. How does your product uniquely satisfy their wants and needs better than alternatives? ### Find your differentiation Highlight the stand-out qualities and benefits [only your product delivers](https://www.productmarketingalliance.com/your-guide-to-competitive-intelligence/). This distinction forms the crux of your positioning. ### Craft your brand story Shape a compelling [brand narrative](https://www.productmarketingalliance.com/the-what-why-and-how-of-storytelling/) that weaves together your value proposition, differentiation, product attributes, and customer perspective into a positioning statement. ### Test and refine Validate your positioning with target customers through [surveys and interviews](https://www.productmarketingalliance.com/the-ultimate-guide-to-consumer-insights/). Adjust messaging based on feedback to find the right fit. ### Integrate across touchpoints Consistently convey your positioning through marketing materials, sales interactions, product packaging, website content, ads, and more. ## **What are some examples of product positioning?** Let’s take a look at some effective product positioning from leading brands: ### HubSpot **Positioning statement:** "Since 2006, HubSpot has been on a mission to make the world more inbound. Today, over 100,000 customers in more than 120 countries use HubSpot's award-winning software, services, and support to transform the way they attract, engage, and delight customers. Composed of HubSpot's CRM, Marketing Hub, Sales Hub, Service Hub, CMS Hub, and Operations Hub, HubSpot gives companies the tools they need to grow better." HubSpot positions itself as a global business with a wealth of solutions – it’s been around for a good while, which emphasizes that it’s trustworthy. Not to mention that it’s used by a wealth of customers across the globe. The positioning statement focuses on customers, and their success, and showcases that its products are made to scale. ### Amazon **Positioning statement:** "For consumers who want to purchase a wide range of products online with quick delivery, Amazon’s a one-stop online shopping site. Amazon sets itself apart from other online retailers with its customer obsession, passion for innovation, and commitment to operational excellence." Amazon dominates the digital retail market by clearly positioning itself around addressing customer pain points – quick delivery, an abundance of products, and innovation. It highlights its commitment to customer convenience and weaves its core values into its positioning statement. ### McDonald’s **Positioning statement:** "McDonald's is a leader in the fast-food industry, with quick, friendly service and consistency across thousands of convenient locations. McDonald's' dedication to improving operations and customer satisfaction sets it apart from other fast-food restaurants." McDonald’s doesn’t have a niche target audience – it caters to people globally, offering a diverse range of options depending on where you’re situated. Its positioning statement highlights the qualities people often look for when deciding on a brand they want to buy from – “do they have my best interests in mind?”, “are they offering value for money?”, “do they have something unique to offer me?”. This positioning statement highlights its customer-centricity, speed, and convenience – everything you typically want from a fast food restaurant. ### Nike **Positioning statement:** "For athletes in need of high-quality, fashionable athletic wear, Nike offers customers top-performing sports apparel and shoes made of the highest quality materials. Its products are the most advanced in the athletic apparel industry because of Nike's commitment to innovation and investment in the latest technologies." Nike has staked its reputation on innovation and quality. Its messaging emphasizes committing to these key values and uses language that resonates and focuses on what buyers want – functional apparel that’s also fashionable. Nike also partners with celebs to increase its brand image and inspire trust from its target audience. ## **What are two common approaches to product positioning?** ### Attribute-based positioning With attribute positioning, brands highlight a specific product feature, technology, or capability as the key differentiator. This focuses on functional or technical strength, e.g.: - Longest battery life - Healthiest ingredients - Innovative materials While sometimes effective, attribute-centric positioning has risks: Competitors can eventually emulate technical capabilities, nullifying the uniqueness, or customers may not care about a particular attribute. ### Benefit-based positioning Benefit positioning centers on the value, solution or experience your product provides customers. The emphasis is on meaningful customer outcomes versus technical specs. Examples: - Enhanced confidence - Greater peace of mind - An easier life Benefit-based positioning connects far better emotionally. It focuses on satisfying customer needs and desires, not just product features, forming the basis for deeper relationships and loyalty. ## **What influences how a product is perceived?** **Brand reputation**: An established, reputable brand signifies quality, durability, and the ability to satisfy wants. New entrants often lack this implicit trust. **Fits with self-image**: Customers are drawn to product brands that align with the values they hold or how they wish to be perceived by others. **Peers and influencers:** Product perceptions are heavily swayed by recommendations from family, friends, experts, and influencers we follow. It’s no secret that word of mouth is one of the strongest marketing tools out there. **Aesthetic appeal:** Visually pleasing and tactically satisfying products are perceived as superior – great design enhances sentiment. **Marketing messaging:** Product messaging and positioning shape perceptions by highlighting benefits and capabilities. As we’ve touched on already, effective marketing elevates a product’s status. **Pricing cues:** Higher prices imply quality manufacturing, exclusivity, and prestige. If customers are looking for a high-end product, they’ll look for a high-end price; if they’re seeking something cost-effective, they’ll want that to be highlighted. **Emotional appeal:** Products that make customers feel good and address emotional needs, beyond just functionality, garner affection and loyalty. Brands that provide emotional appeal in their messaging resonate with their target audience. **User experience:** Hands-on interactions determine if a product meets expectations. And if you can provide superior, seamless experiences, you can boost the favorability of your product. ## Let’s recap Product positioning shouldn’t be an afterthought. It’s a fundamental driver of brand awareness, customer acquisition, and product adoption. Defining an authentic, memorable brand story that taps into customer desires, speaks to their needs, and elevates your product above alternatives is worth the investment. Consistently reinforcing your differentiated value and purpose through aligned marketing and experiences will win over customers. Product positioning done right provides focus and direction to help your offering reach its full potential. ### How alignment drove $150M in revenue URL: https://www.gotomarketalliance.com/how-alignment-drove-150m-in-revenue/ Last updated: 2026-02-25T08:51:10.000Z Let me start with a confession. Five years ago, I walked into a meeting where the head of sales and the head of marketing were sitting at opposite ends of the table, literally looking in different directions. The body language alone told me everything I needed to know about the state of our [alignment](https://www.gotomarketalliance.com/aligning-gtm-teams-for-better-customer-experience/). Sound familiar? Today, I want to share how we transformed that dysfunction into a unified revenue-generating machine at FIS, a global fintech company. This journey took us from scattered teams working in silos to a cohesive unit that drives $150 million in incremental revenue through [cross-sell and upsell opportunities](https://www.gotomarketalliance.com/how-to-sell-product-positioning/). And yes, the same two leaders who couldn't look at each other now co-present at our quarterly business reviews. ## The reality of misalignment in complex organizations When I joined FIS as head of [go-to-market](https://www.gotomarketalliance.com/go-to-market-best-practice-and-strategy-tales-from-the-greats/), we faced a challenge that plagues many growing companies. We had over 300 disparate solutions spanning everything from treasury systems for airlines to payment processing for banks. Our [product marketers](https://www.gotomarketalliance.com/product-marketing-from-startups-to-corporate/) were distributed across these solutions like islands in an archipelago, each creating content in isolation. The result? Chaos. Picture this: A sales rep in London needs to pitch our treasury solution to Santander Bank. They're searching through seventeen different SharePoint sites, three email threads, and a folder mysteriously named "Final\_Final\_v3\_ACTUALLY\_FINAL" just to find the right battle card. Meanwhile, product marketing has created beautiful new [messaging](https://www.gotomarketalliance.com/top-10-messaging-examples-and-what-we-can-learn-from-them/) that sits untouched because nobody knows it exists. This wasn't just inefficient. It was expensive. Every minute our sellers spent hunting for content was a minute not spent with prospects. Every inconsistent message diluted our brand. Every missed cross-sell opportunity was revenue left on the table. ## Understanding what alignment actually means I did something that might seem trivial, but it changed everything. I looked up "alignment" in the Oxford dictionary. The definition struck me: "sharing common goals and vision to form an alliance." Alliance. Not just cooperation. Not just communication. An actual alliance where teams unite around shared objectives. This definition became our North Star. We weren't trying to get marketing and sales to tolerate each other. We were building an alliance with a common enemy: inefficiency, missed [opportunities](https://www.gotomarketalliance.com/identifying-market-opportunity/), and [poor customer experiences](https://www.gotomarketalliance.com/customer-led-growth-the-key-to-long-term-success/). _This post is for paying subscribers only._ ### Momentum powered by GTM Alliance San Francisco 2026 | OnDemand URL: https://www.gotomarketalliance.com/momentum-powered-by-gtm-alliance-san-francisco-2026-ondemand/ Last updated: 2026-01-30T16:37:08.000Z _This post is for paying subscribers only._ ### How to use AI in your GTM motions without burning your TAM URL: https://www.gotomarketalliance.com/ai-gtm-motions-without-burning-tam/ Last updated: 2026-01-23T18:11:04.000Z The pressure to implement AI in your go-to-market strategy is real. Every GTM leader is facing the same question: how do you leverage AI and automation to scale revenue without accidentally burning through your total addressable market? You're currently being sold on revolutionary AI agents that will transform your GTM motions overnight, but nobody's talking about what happens when those agents run wild on misaligned systems, dirty data, and broken workflows. In this article, I'll take you through the critical problem many of us are facing, namely the gap between AI's promise and its practical implementation in GTM. By the end, you'll know how to audit your existing tech stack before adding AI, how to build a business case framework that prevents costly mistakes, and why your technology decisions should always put your revenue team first. Because the truth is, your foundations aren't solid, AI will simply scale your inefficiencies faster than you can fix them. And that's an expensive lesson nobody needs to learn the hard way. ## The business case framework that keeps AI from going rogue Before I begin, it's important to say I'm an AI enthusiast through and through. I genuinely love finding ways to automate and augment marketing operations. But I've also seen what happens when an AI agent runs wild: it can burn through your entire TAM if you're not careful. That keeps me up at night (and it should keep you up at night, too). So here's how I approach it: I put every AI implementation through my classic business case framework. Boring? Maybe. But it works. Let me walk you through a real example from the past few months. We wanted to reach out to prospects showing third-party intent signals (think 6sense and similar platforms). We also wanted to personalize outreach to website visitors, specifically people from companies that kept coming back to our site. The easy route was just to unleash an AI agent and let it rip. But here's what I did instead: First, I manually uploaded data between systems. Yes, manually. I wanted to understand every step of the process before automating it. Then I tested personalized messaging based on ABM insights (again, manually). At the same time, I ran an AI personalization tool in parallel, but kept it in sandbox mode. I wasn't letting it touch real prospects yet. I was studying its output, understanding its patterns, learning where it might go off the rails. Why all this extra work? Simply because I needed to understand the pitfalls before integrating everything. I interviewed vendors selling outreach agents. I saw how they actually work under the hood. Most of them are just workflows connected to LLMs, churning out "personalized" messages that sometimes miss the mark spectacularly. ## Your tech stack is secretly running the show Let's talk about something that most GTM and RevOps teams don't realize until it's too late: your tech stack isn't just supporting your go-to-market playbooks. It's actually defining their boundaries. Let me explain. Whether you're running [ABM campaigns](https://www.gotomarketalliance.com/mastering-account-based-marketing-for-gtm-teams/) or scaling outbound outreach, your technology sets the framework for what's possible. And while vendors are constantly pushing updates and new features, go-to-market teams often stay stuck in the past. The reason is usually a communication breakdown. The person who bought the tool left the company. Nobody really owns it anymore. And the documentation? What documentation? The worst part is that you typically don't discover these problems until they're causing real damage. Maybe your user experience is already suffering. Maybe prospects are getting frustrated. Maybe customers are churning because of tech issues nobody knew about. ## The four pillars of a proper tech audit I've run tech audits for startups, SaaS businesses, and Fortune 500 companies, both in-house and during my agency days. The businesses may be different, but the problems are universal. Company size doesn't matter. Everyone has the same issues hiding in their tech stack. ### Core marketing and sales infrastructure Start with workflows. I can't tell you how many times I've found leads sitting untouched because they're assigned to someone who left the company six months ago. Or territories that got reshuffled, but nobody updated the routing rules. Then there's your CMS. When was the last time you checked your security updates? I've seen companies unknowingly let bot traffic inflate their conversion numbers for months. Their ad algorithms were optimizing for fake conversions while they celebrated their "success." And please check your landing pages. As a marketer, it physically pains me when I click an Instagram ad and hit a 404 page. I message those companies immediately. You're literally paying to send people to dead ends. I'd estimate one in ten companies I check have this problem somewhere in their funnel. _This post is for paying subscribers only._ ### The future of GTM: Why the architecture of trust is shifting upstream URL: https://www.gotomarketalliance.com/the-future-of-gtm/ Last updated: 2026-01-20T12:47:15.000Z For most of its history, GTM was a backstage function: segmentation, pipeline, enablement, partner onboarding, campaign orchestration. Leaders appeared in carefully prepared environments, and employees operated as largely invisible executors. That architecture is breaking. Over the last couple of years, three forces converged. 1. Buyers moved decisively toward [self-directed research](https://www.gotomarketalliance.com/what-is-market-and-customer-research/). 2. Executives were pulled into permanent public visibility. 3. Revenue results started to correlate more closely with ecosystem position than with isolated campaign excellence. The result is a different GTM reality. Expertise that is not visible is treated as uncertain. Leadership that does not interpret publicly feels absent. Companies that do not sit inside strong digital ecosystems struggle to compound growth, even if the product is good. This is not a cosmetic change in communication style. It is a structural change in how trust, attention, and revenue move through markets. [How to align customer success with go-to-market to increase adoptionCustomer success should be a key part of any go-to-market plan of action. Our guide shows you how to work with CS to ensure your GTM plans end in increased user adoption.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-315.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---How-mapping-the-customer-journey-can-enhance-your-GTM-strategy-2.png)](https://www.gotomarketalliance.com/how-to-align-customer-success-with-go-to-market-to-increase-adoption/) ### Buyers live upstream from your funnel The old assumption was that the buyer journey started when a lead entered your system. By now, that is clearly false. [A Gartner sales survey published in June 2025](https://www.gartner.com/en/newsroom/press-releases/2025-06-25-gartner-sales-survey-finds-61-percent-of-b2b-buyers-prefer-a-rep-free-buying-experience) found that 61 percent of B2B buyers prefer a rep-free buying experience and 73 percent actively avoid suppliers sending irrelevant outreach. The important part is not the rep-free headline. The important part is what it implies. Buyers assemble their view of a category long before a first meeting. They learn from creator content, peer posts, niche communities, and product teardown threads. When they finally talk to a vendor, they are not looking for information in the abstract. They are testing whether the vendor’s internal reality matches the external narrative they have already constructed. In other words, the decision is made upstream. GTM that assumes the conversation starts with outbound is already late. ### Leadership as a credibility layer The current environment reshapes the function of leadership. Silence, once interpreted as discipline and focus, is now interpreted as the absence of perspective. Executives no longer have [the option to remain abstract figures.](https://www.gotomarketalliance.com/a-marketing-leaders-guide-to-messaging-and-positioning/) They are pulled into the open and expected to think in public with structure and continuity. You see it in how founders and revenue leaders now use event stages, long-form commentary, and podcasts not to promote features, but to expose the logic behind their decisions. The strongest ones do not sell the product. They articulate the constraints they operate under, the segments they intentionally ignore, and the broader context that shapes their choices. This shift toward public reasoning is happening because trust no longer lives solely inside the sales cycle. In the past, the burden of trust-building fell almost entirely on individual sales representatives. Today, [that burden is distributed.](https://www.gotomarketalliance.com/a-marketing-leaders-guide-to-messaging-and-positioning/) Today, the burden is distributed across the entire organization. Every public-facing individual becomes a contributor to or a liability for the brand’s credibility. If one person speaks in a way that contradicts the broader logic of the company, it creates immediate doubt about internal alignment and decision quality. The asymmetry is more visible in smaller companies. Large enterprises operate with long-term planning cycles, established forecasting systems, and enough data to control narrative consistency across teams. Their public units move within clear parameters. Early-stage companies do not have that luxury. Breaking into new markets without legacy trust forces every team member to become part of the trust architecture. With fewer resources, less historical data, and limited pattern recognition, the margin for error is narrower. A single [misaligned message](https://www.gotomarketalliance.com/top-10-messaging-examples-and-what-we-can-learn-from-them/) can distort how the entire organization is perceived. This is not performance. It is a sorting mechanism. Teams, partners, and buyers calibrate their trust by observing how leadership reasons under real conditions. They are not only assessing the conclusions. They are assessing the quality of thought and the coherence of the system behind it. 💡 ****Best Practice:** Trust is no longer built behind the scenes through controlled interactions. It emerges from a traceable sequence of decisions made in public and reinforced within the leader’s network. When there is no visible thinking to observe, the brand reads as hollow regardless of how refined the visuals or messaging may be. ### The public employee and the personal brand problem The same collapse of distance now applies to employees, especially in GTM. [A Deloitte Digital research piece](https://www.deloittedigital.com/us/en/insights/research/thrive-in-the-future-of-sales.html) showed that organizations using a formal RevOps model were 1.4 times as likely to exceed their 2023 revenue goals by at least 10%. ![( “The Future of Sales Charticle”, Deloitte, 12 Sep 2024) ](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/12/Screenshot-2025-12-10-at-13.43.51.png) **( “The Future of Sales Charticle”, Deloitte, 12 Sep 2024)* Most people quote that statistic to argue for RevOps structure. The more interesting implication is different. When you centralize revenue data and orchestrate across marketing, sales, success, and partners, you also see clearly which individuals carry disproportionate influence into the market. Very often, those individuals are not only good operators. They are visible. Their posts drive inbound. Their commentary shapes [partner perception](https://www.gotomarketalliance.com/the-power-of-partnerships-in-b2b-go-to-market/). Their name on a call changes how seriously a conversation is taken. This creates a tension that companies are not fully prepared for. 1. They need employees to build visible expert brands because buyers trust an independent expert more than a logo. 2. They also need to retain control over the narrative, the pipeline, and the risk profile of what is said. If you lean too far into control, you suffocate the very voices that make the company legible to the market. If you lean too far into total freedom, you risk misalignment, compliance issues, and internal resentment when one person’s brand starts to feel bigger than the company’s. The emerging equilibrium is subtle. The best GTM organizations give people a clear frame on what must stay private, then treat everything else as a canvas for thought leadership. They assume their best operators will be partially portable and design retention around depth of opportunity, not around gag orders. ### GTM has become an ecosystem discipline If buyers decide upstream and people carry influence, the natural question is: where does growth really come from? The 2024 Deloitte Digital work already pointed to RevOps as a structural multiplier. Parallel research on digital ecosystems shows a similar pattern from another angle. [A 2024 study in Review of Managerial Science ](https://link.springer.com/article/10.1007/s11846-023-00720-2) examined how participation in a digital business ecosystem affects stakeholder satisfaction and business performance, concluding that firms embedded in strong ecosystems outperform those that try to operate in isolation. ![Fernández-Portillo, A., Ramos-Vecino, N., Ramos-Mariño, A. et al. How the digital business ecosystem affects stakeholder satisfaction: its impact on business performance. Rev Manag Sci 18, 2643–2662 (2024).](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/12/Screenshot-2025-12-10-at-13.43.21.png) **Fernández-Portillo, A., Ramos-Vecino, N., Ramos-Mariño, A. et al. How the digital business ecosystem affects stakeholder satisfaction: its impact on business performance. Rev Manag Sci 18, 2643–2662 (2024).* What this means in practice is that GTM is now about your position in the network as much as it is about your funnel mechanics. Partnerships, co-selling, co-marketing, solution integrations, joint events, advisory roles, and cross investments are not side projects. These are ways to anchor yourself in the graph. Once that graph is dense around you, small moves generate outsized results. When it is sparse, even excellent tactics fail to compound. The hard part is that ecosystems remember behavior. If you treat partners as distribution channels rather than as actors with their own constraints, you get one campaign and then silence. If you use NDAs as a way to trap people rather than protect mutual work, you may win a short-term advantage and lose a decade of introductions. If you show up in communities only when you need something, your presence is treated as spam, even if you are technically helpful. [Ecosystem-led GTM](https://www.gotomarketalliance.com/ecosystem-led-gtm-certified-masters/) is less about big alliances and more about micro proof of value repeated over time. 💡 ****Best Practice:** Introduce someone to a client without asking for credit. Share a hard truth early about a deal risk. Pass on a partnership that would hurt your partner’s positioning, even though it would benefit you short term. These decisions are remembered. Over time, they create a form of network credit that no marketing budget can replicate. ### The cost side: cognitive and ethical load The optimistic reading is that [GTM is becoming more human](https://www.gotomarketalliance.com/the-future-of-gtm-using-predictive-and-generative-ai-to-accelerate-your-go-to-market-strategy/) and more transparent. The realistic reading is that GTM is becoming more demanding for humans inside it. People are now asked to be: 1. Operationally excellent. 2. Publicly present across multiple channels. 3. Politically fluent inside ecosystems. 4. Ethically resilient in the face of short-term pressure. That combination is rare; it also creates fatigue. There is a real risk that GTM turns into a permanent performance theatre where everyone is always on, and no one has time to think. [State of Product Marketing Report 2025Your career accelerator, team playbook, and industry snapshot in one. Get a behind-the-scenes view into what your peers are prioritizing, struggling with, and celebrating – all backed by data and direct quotes from real product marketers. What’s inside? We surveyed and spoke with hundreds of product marketers to uncover the![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-316.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_State_of_Product_Marketing_Report_2025_Meta-1.png)](https://www.gotomarketalliance.com/state-of-product-marketing-report-2025/) Companies that understand this will differentiate not by pushing harder, but by designing sane defaults. For example: - Setting explicit limits on how much public content is expected from each role. - Protecting blocks of deep work where no content, no calls, and no events are required. - Investing in shared research and narrative assets so individuals do not have to improvise under pressure. 💡 ****Best practice:** Ethics also need to be handled as a process, not as brand copy. If there is no internal clarity on what you will not do to hit a number, external narratives about trust and ecosystem alignment will eventually collapse under their own weight. ### Conclusion The future of GTM is not defined by one more channel or one more framework. It is defined by a different topology. 1. Buyers decide upstream, often without you in the room. 2. Leaders and GTM operators are judged by the quality of their public reasoning, not only their internal decks. 3. Ecosystems, not individual companies, are becoming the real units of competition. In this environment, the advantage belongs to teams that can: - Build visible, precise expert voices that the market can follow. - Embed themselves in ecosystems where trust moves faster than outbound sequences. - Treat integrity and sanity as part of their GTM design, not a legal afterthought. Everyone else will still be running campaigns. The ones who internalize this shift will be running the environment those campaigns have to live in. ### Enterprise deals are won on story: A strategic GTM narrative framework URL: https://www.gotomarketalliance.com/enterprise-deals-are-won-on-story-a-strategic-gtm-narrative-framework/ Last updated: 2026-01-12T13:48:51.000Z In every enterprise opportunity, your champion has to sell your idea to finance, security, procurement, and the leaders who will carry the risk if it goes wrong. If your narrative can’t survive that internal journey, you pay the hefty cost of inaction and no decision. All because one of these parties struggled to pitch your solution.And that’s why [the AI revolution in GTM](https://www.gotomarketalliance.com/ai-in-gtm-opportunities-challenges-and-best-practices/) isn’t about automating emails. It’s about hyper-personalizing the narrative to match the buyer’s reality so closely that alignment becomes the path of least resistance. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2026/01/GTM_Articles_Quotes.png) ### Remember that the best story wins One of the most famous direct mail pieces in history is [Gary Halbert’s Coat-of-Arms letter](https://www.thegaryhalbertletter.com/MarkJoyner/hp2.htm), a simple message that made people feel pride, identity, and curiosity so strongly they acted.Halbert didn’t “sell paper.” He sold a story that people wanted to be true about themselves. Enterprise GTM works the same way. > Your buyer isn’t buying your features; they’re buying a believable future, with a safe path to get there. ### The enterprise storytelling stack Having been the first sales hire at [POCIT](https://peopleofcolorintech.com/), supporting early-stage startups in building their sales motion at Sell First Build Second, and now serving as Founding GTM at [hyperGTM](https://www.hypergtm.com/), I have consistently observed the same core concerns and questions coming up across customers, whether they’re Directors of Talent Acquisition or Chief Technology Officers. Here’s the framework I now use to build narratives that actually hold up inside enterprise deal cycles. ### The cost of the Status quo Enterprise buyers don't buy "better"; they buy "less painful." If the status quo isn't bleeding, they won't move. - **The Goal:** Name the cost in plain language. - **The Audit:** What breaks? Who feels it? What does it block (revenue, speed, compliance)? - **CFO-Ready Template:** “Today, we lose \[Value/Metric\] because \[Existing Process\] fails when \[Specific Trigger\] happens.” ### The "Why Now" trigger [Market trends](https://www.gotomarketalliance.com/building-business-strategies-around-market-trends/) are interesting; quarterly constraints are urgent. Your "Why Now" must fall into one of three buckets: - **Strategic Shift:** New region, new product motion, or M&A. - **Forced Constraint:** Headcount freezes, budget scrutiny, or sunsetting legacy tech. - **New Risk:** Regulatory changes (GDPR/AI Act) or security vulnerabilities. 💡 ****Pro-Tip:** If your champion can’t defend the urgency to Finance, the deal will slip to next year. ### The new mechanism This is the "how." Avoid buzzwords like "AI-powered." Focus on the structural change that makes the result possible. - **Bad:** "We use AI to optimize your outreach." - **Good:** "We turn manual research into a workflow your team runs weekly, keeping human judgment in the loop while removing the 'scramble'." 💡 ****Rule of Thumb:** If the buyer can't repeat the mechanism word-for-word, they can't sell it internally. ### De-risking the career move Enterprise buying is career-risk management. Your proof must answer: "If this fails, will I look foolish?" - **Proof Assets:** A success scorecard, a 30-day pilot plan, or clear guardrails. - **The Risk-Reversal Paragraph:** “We will start with \[Small Scope\], measure \[Success Metric\], and only expand if \[Outcome\] is met. No long-term lock-in until the result is proven.” ### The champion’s script Equip your champion with three specific "mini-narratives" to handle internal friction: 1. **Upward (The Boss):** Focus on the business case + risk control. 2. **Sideways (Peers):** Why this helps them without adding to their backlog. 3. **Downstream (Procurement/IT):** Why this is safe, standard, and easy to deploy. [The Faster Go-to-Market PlaybookHow leaders use AI to scale fast from day one![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-313.png)GTM AllianceGo to Market Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Whitepaper_Meta_-1.png)](https://www.gotomarketalliance.com/stripe-faster-go-to-market-playbook/) ### The power of narrative in GTM Research by Annette Simmons suggests that people don’t actually want more information; they want a path to "faith" in your solution. In enterprise sales, product features are commodities, it is the narrative that builds trust and closes the deal. Leveraging Simmons’ six story types from The Story Factor helps move buyers through conviction rather than sales theatrics. ### 1\. The "Who I Am" story (Credibility) Use this for category creation and building executive trust. It humanizes your expertise by showing your evolution. **Template:** "I used to believe \[Old Way\], until I saw \[Pivot Point\]. Now, I realize that \[New Perspective\] is the only way forward." ### 2\. The "Why I’m Here" story (Intent) Use this for outbound outreach to disarm skepticism. It proves you aren't just selling, but identifying a known market pattern. **Template:** "I’m reaching out because teams like yours are seeing \[Specific Pattern\], and it’s currently showing up as \[Direct Impact\]." ### 3\. The Vision story (Future) Use this for strategic accounts and leadership alignment. It paints a picture of a world where current pains have been deleted. **Template:** "Imagine if your team could achieve \[Major Outcome\] without the typical trade-off of \[Common Pain/Cost\]." ### 4\. The Teaching story (Belief) Use this during demos and in sales decks. It uses a "case study" format to show how others overcame surprises or failures. **Template:** "A team tried \[Strategy X\]. The surprise was \[Problem Y\]. Here is how we implemented \[Fix Z\] to save the project." [Go-to-market manager salary trends: What you need to knowExplore our data on go-to-market salary trends, insights on pay factors, and actionable tips to maximize your earning potential.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-314.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Go-to-market-manager-salary-trends-What-you-need-to-know.png)](https://www.gotomarketalliance.com/go-to-market-manager-salary-trends-what-you-need-to-know/) ### 5\. The "Values-in-Action" story (Trust) Use this to ease friction with security or procurement. It demonstrates integrity by showing how you behave when things get difficult. **Template:** "When \[Critical Issue\] happened, we took \[Principled Action\], even though it cost us \[Resource\]. Here’s why we did it." ### 6\. The "I Know What You're Thinking" story (Objections) Use this for late-stage deals or internal pushback. By naming the objection first, you strip it of its power and show empathy. **Template:** "You might be thinking \[Common Objection\]. We thought that too, until we saw \[Proof/Data\] that changed our minds." ### Conclusion I’m a firm believer that AI shouldn’t be used to lower quality at scale, but to raise it, and by helping teams build stronger [GTM narratives](https://www.gotomarketalliance.com/the-challenges-of-global-go-to-market-strategies/) and uncover insights that ensure the story survives when we’re no longer in the room. Enterprise deals are still decided in budget reviews and risk meetings you’ll never attend. In those moments, your champion is the product, and your narrative is the only thing speaking for you. The teams that win won’t have better decks. They’ll have stories that travel, because in enterprise, the best story doesn’t just sound good. It closes. --- ## Forge industry alliances and become unbeatable Looking for the full, actionable low-down on building partnership strategies? [**Sign up to Ecosystem Go-to-Market: Masters**](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) and Reach new audiences, amplify your messaging, and finally sell at scale when you learn how to leverage strategic partnerships the right way. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/04/ecosystem-go-to-market-masters.png)](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) --- ### Aligning technical marketing and Go-to-Market URL: https://www.gotomarketalliance.com/aligning-technical-marketing-and-go-to-market/ Last updated: 2025-12-16T15:56:53.000Z If you’re like me, you started in tech, focused on designing technical solutions to business problems. If that sounds like you, then you probably think the value of technical marketing is obvious. Well, you would be wrong; most marketing teams are less technical and more value and brand-focused. Without getting bogged down: who and how technology purchases happen has changed. This means that technical marketing is less important in the demand generation process. ## What is technical marketing? My definition: > Technical marketing is the design, execution, and promotion of a marketing strategy focused on the user. The goal is to ensure that any prospect, user, or system administrator understands the product in a way that ensures their experience is a positive one. Technical marketing is user-focused; it should enable self-serve learning through relevant and contextual hands-on demonstrations. ## Where is technical marketing most impactful? With the above in mind. Technical marketing provides assets that can lower support costs, simplify onboarding, and provide context to specific industries. While this is all great, most organizations view this as a post-sale activity. Your job as a technical marketer is to ensure that leadership sees the value of user-focused self-serve assets. Unless you sell to developers, you will need to define the value of technical marketing assets based on four key areas of the [corporate Go-to-Market tactics.](https://www.gotomarketalliance.com/scaling-your-go-to-market-strategy-for-every-organization-size/) I developed this flywheel to help visualize how we align key values of technical marketing to corporate Go-to-Market: ![](https://www.productmarketingalliance.com/content/images/2025/03/Tech_GTM_flywheel.png) Source: [OpenText](https://www.opentext.com/en-gb) ## The key steps that lead to buy-in ### Aligned technical marketing goals with corporate GTM pillars Our technical marketing plan was explicitly aligned to [KPIs across key stakeholders](https://www.gotomarketalliance.com/what-are-the-go-to-kpis-and-metrics-used-in-customer-success/), explicitly tying our success to key strategic areas; these are reviewed and modified as part of yearly planning efforts. ### Product strategy [Technical content (demos, tutorials)](https://www.gotomarketalliance.com/mastering-content-driven-gtm-how-to-craft-messaging-that-closes-deals/) that showcase the **core capabilities** and **value proposition** of the product, aligning with the product roadmap and intended use cases. ### Customer support Self-service resources (documentation, tutorials, FAQs) that directly address common user concerns and aim to **reduce the need for direct support.** ### Customer compliance Ensure your technical content, especially demos and training materials, addresses the **relevant compliance levels** and **typical compliance requirements** of your Ideal Customer Profile (ICP). ### Industry specifics Plan to create [**industry-relevant use cases, examples, and tutorials**](https://www.gotomarketalliance.com/the-role-of-use-cases-in-product-marketing/) that resonate with the specific needs and jargon of your target industries. ## Tactical decisions that paid off exponentially ### Integrate community KPIs into technical marketing planning The community plays a crucial role in amplifying and validating your technical marketing efforts. Your planning should include strategies to: ### Provide a "Starter Kit" for community exploration [Equip community members](https://www.gotomarketalliance.com/community-newsletter/) (especially developers) with the resources they need to explore the product, innovate, and share their use cases. **This fosters engagement and organic content creation**. ### Crowdsource content and expertise Encourage community members to create their tutorials, demos, and solutions, especially for industry-specific needs. **Your planning can include initiatives to recognize and promote expert customers.** ### Address community needs directly Plan content based on feedback and questions from the community, ensuring relevance and usefulness. **This can help reduce support tickets and improve user satisfaction.** ### Next step: Utilize the "Wheel" framework for alignment The "Wheel" concept mentioned above provides a visual framework for laddering up from technical marketing activities to broader GTM goals, with user needs at the center. For larger vendors, you may need to address all four pie sections. For smaller vendors, view this as a roadmap; start where you have an existing gap in the outer circle. ![](https://www.productmarketingalliance.com/content/images/2025/03/Community-Marketing-KPI-framework_External.gif) Source: [OpenText](https://www.opentext.com/en-gb) ## Things I wish I had known when we started ### Act like a product owner, not a content strategist Once you start addressing customer/community requests, you need to commit to a cadence, it needs to be aggressively user-focused. Your assets need to connect to your user and tell the product’s story to the user (not the buyer). You have to address [the product gaps](https://www.gotomarketalliance.com/designing-products-with-accessibility-in-mind/); **this is not about putting the best foot forward** but about user satisfaction. ### You don’t solve all GTM problems (so don’t take on KPIs for all stakeholders) I have focused on existing customers and our community KPIs; this makes sense for a large IT vendor. I would choose a different alignment from a KPI perspective at a different type of company. For example, if I was at a Medical device company, I would choose the compliance team’s KPIs. ### Bring product marketing’s persona and value viewpoint to technical marketing assets Ask the right questions about who needs this. *Why* do they need this? As I mentioned in the [video tutorial blog](https://www.productmarketingalliance.com/the-value-of-video-tutorials/), your goal is still to promote the product and the company; bring those skills to every demo, written document, and video. Technical marketing is no longer just a nice-to-have to support pre-sales. It is a discipline that can make or break product success. The buying cycle is becoming more complex, with a large part of the cycle moved to pre-qualification. If you have or plan to have free trials, you need high-quality technical marketing that is aligned with and complements your value-based marketing. ### 5 principles to scale customer success (and revenue) URL: https://www.gotomarketalliance.com/scale-customer-success-and-revenue-with-ai/ Last updated: 2025-12-02T10:39:13.000Z The current economic environment has forced a shift from “growth at all costs” that prioritized customer acquisition to sustainable, efficient growth that puts a spotlight on retention. [Customer acquisition](https://www.gotomarketalliance.com/all-you-need-to-know-about-customer-acquisition/) is getting more expensive; a study from SimplicityDX shows a [222%](https://www.simplicitydx.com/blogs/customer-acquisition-crisis) surge in customer acquisition costs in the last 10 years. Sales cycles are [lengthening](https://www.saastr.com/58-of-you-say-sales-cycles-are-even-longer-in-2024/). In this landscape, customer success (CS) is no longer a “nice-to-have.” CS sits at the intersection of product, people, and profit – and it’s uniquely positioned to drive all three. But unlocking that potential requires a mindset shift: from reactive to proactive, from support to strategy, and from siloed to revenue-aligned. To succeed, CS leaders must adopt a new operating model that’s: - [**Outcome-driven**](https://www.customersuccesscollective.com/outcome-driven-engagements-are-the-new-big-key-to-cs-success/): Focused on delivering real, verifiable customer value, such as faster onboarding and time‑to‑value, increased product adoption, measurable ROI (e.g., cost savings or revenue growth), and reduced churn through proactive engagement. - [**Powered by AI**](https://www.customersuccesscollective.com/ai-humans-for-smarter-customer-service/): Leveraging customer intelligence to predict, automate, and scale - [**Human-first**](https://www.customersuccesscollective.com/using-ai-human-first-video/)**:** Enhancing, not replacing, the trusted relationships that drive loyalty and growth There are five core principles of a revenue-growing lifecycle. Together, they form the foundation for a post-sales operating system that’s intelligent, scalable, and relentlessly focused on customer value and business outcomes. Before we dig in, if this is something you're keen on learning more about, you’ll *love* the full blueprint. --- ### This article is adapted from our sister community's playbook, [**How to Build a Customer Lifecycle That Grows Revenue**](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/). [![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://www.customersuccesscollective.com/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg)](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) It covers the **entire framework** with AI-ready workflows, first-value milestones, and templates you can run this quarter. Don't miss out – [**grab yourself a free copy**](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/). 👇 --- ## 1\. Customer success as a strategic growth engine Most companies still haven’t fully realized what a growth machine their customer success team actually is. That’s finally beginning to change: [**78.7% of CS professionals**](https://www.gotomarketalliance.com/state-of-customer-success/) now believe CS is a key revenue driver, and [**49% of CS teams**](https://www.customersuccesscollective.com/state-of-customer-success-report/https://www.gotomarketalliance.com/state-of-customer-success/) fully own all areas of expansion revenue, not just influence it. CS isn’t just a post-sales support function. When done right, it doesn’t just help customers succeed, it drives NRR, fuels expansion, and turns customers into advocates that fuel additional pipeline. Why? Because growth doesn’t come from licenses sold and product adoption. It comes from value realization. **Customer success teams are in the best position to make that happen.** A sales rep might close a deal, but a CSM can build a relationship that lasts years and influence everything from onboarding and adoption to renewals and referrals. > *“As CSMs, we weather a lot of seasons with our customers – seasons of abundance, seasons of change, and uncertainty. Being present through those experiences allows us to gain the credibility necessary to be trusted advisors.”* **– Christina Wold, Global Head, SMB Customer Success & Customer Value at SAP Concur** The best CSMs are so aligned with outcomes that they show customers how to unlock ROI, tie product value to business goals, and help execs make big decisions with confidence. We’re watching CS evolve, from being seen as “everything” (or nothing) to a focused, revenue-driving function with real targets and clear impact. CS isn’t adjacent to revenue anymore. **It *is* revenue.** ## 2\. Human-first AI integration Let’s be clear: AI is here to amplify, not replace, customer success. Used right, AI doesn’t make CS *less* human; it makes it more powerful. It embeds intelligence into your workflows so you can do less admin and more high-impact work. ### Give your customers (and team) a boost AI helps keep the customer journey on track. It nudges users toward value, automates onboarding steps, flags red accounts, and handles the follow-ups customers need to continue toward verified outcomes. All of that frees you up to do what you’re best at: being strategic, building trust, and ensuring that value is realized. ### Work smarter, not just faster AI sees what you might miss. It pulls insights from usage data, customer sentiment, and even external signals like layoffs or funding rounds. It surfaces opportunities and risks before they blow up, so you can act fast, with context. You’re not reacting. You’re orchestrating. --- ## Build a Customer Lifecycle That Grows Revenue Short on time? Grab the PDF of our **How to Build a Customer Lifecycle That Grows Revenue** and access the five plays, milestone maps to time-to-value, and practical [agentic-AI](https://www.customersuccesscollective.com/agentic-ai-customer-experience/) use cases. Then come back and cherry-pick what you need here. [ Download your copy ](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) --- ### Introducing… Agentic AI Okay, this is where it gets exciting. Agentic AI refers to intelligent agents that operate autonomously. They don’t just surface insights. They make decisions, initiate workflows, and execute lifecycle plays without human intervention (but plenty of oversight). Agentic AI is especially powerful in mid‑ and long‑tail segments, where high‑touch coverage isn’t scalable but consistent, proactive engagement still drives retention and expansion. Think: - Detecting expansion potential based on customer behavior and sending the right playbook - Sending personalized outreach based on early churn signals - Kicking off renewal workflows automatically - Handling end-to-end renewals for certain segments [**Gartner predicts**](https://www.gartner.com/en/newsroom/press-releases/2025-03-05-gartner-predicts-agentic-ai-will-autonomously-resolve-80-percent-of-common-customer-service-issues-without-human-intervention-by-20290) that up to 80% of customer service issues could be handled by agentic AI by 2029\. That’s not science fiction… that’s your future operating model. ### Your strategy needs three layers To make this work, build an AI strategy that covers: - **Internal teams:** Empower CSMs with insights, workflows, and prep tools - **Customers directly:** Use chatbots, guides, and in-app help to serve at scale - **Fully automated tasks:** Let AI handle repeatable workflows like renewals or QBR prep, especially in your long tail Did you know that only 30.5% of customer success teams use customer health score automation, and only 15.9% automate adoption nudges? Based on data we revealed in the [**State of Customer Success Report 2025**](https://www.gotomarketalliance.com/state-of-customer-success/), there's clearly still a huge opportunity to scale these tactics. [![30.5% of customer success teams use customer health score automation, and only 15.9% automate adoption nudges](https://www.customersuccesscollective.com/content/images/2025/10/CSC_Meta_Image_Template--3-.png)](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ### 3\. Proactive, predictive, and personalized engagement Customer success can’t afford to wait and react anymore. You’ve got to stay ahead of problems, spot opportunities early, and make every interaction feel like it was made just for that customer. That’s where AI steps in. ### Think ahead, act faster AI eliminates much of the guesswork in customer engagement. Through analyzing product usage, engagement trends, NPS, CSAT, and other signals, AI can build predictive health scores, predict outcomes, identify trends, and trigger actions based on real-time signals. It can flag accounts going quiet, highlight [potential churn risks](https://www.gotomarketalliance.com/what-is-customer-churn-analysis/), or even surface expansion-ready customers who are ready for additional features, seats, or upsells, all before anyone raises a hand. You’re not putting out fires anymore. You’re preventing them from starting. ### Smart touchpoints that scale Let AI do the heavy lifting on the backend. It can trigger automated (but personalized) outreach, update success plans based on new activity, and handle the check-ins you won’t always have time for. And with agentic AI, you can even hand off things like low-touch [renewals or engagement nudges](https://www.gotomarketalliance.com/a-step-by-step-guide-to-retention-renewals-and-expansion/). Think of it as a kind of digital teammate, one that coordinates lifecycle plays across different segments, channels, and roles. This technology is particularly potent in workflows and [segments](https://www.gotomarketalliance.com/b2b-market-segmentation-guide-how-to-succeed-in-b2b-in-2023/) that are beyond what humans can realistically manage. (Emphasis on the human part!) Way less admin, heaps more impact. ### Personalization that doesn’t burn you out AI makes one-to-many actually feel like one-to-one. It pulls in data like lifecycle stage, product usage, hiring signals, or funding news, and helps tailor every message, resource, or recommendation to the customer’s context. So, no more generic email blasts. Just targeted and timely engagements that improve retention, increase product adoption, and generate expansion readiness. ## 4\. Revenue alignment and executive sponsorship If CS wants to be taken seriously as a revenue driver by the wider business, the first step is to align your CSM KPIs to tangible, financial outcomes – retention, upsell, and expansion. NRR is your North Star here. It tells the full story: Are you keeping customers, growing them, and protecting against churn? The argument of aligning CS teams to hard, revenue metrics is compounded by **Jasmine Reynolds, Director of Enterprise Customer Success (Strategic Lead) at** **Appfire**, in her keynote session at **Customer Success Summit Washington 2025:** > *“It isn't about turning customer success into sales; it's about monetizing the value we already create. This result happens because CS has built trust and understands the customer's outcomes deeply. And we're already doing it.* > > *“But in most situations, CS teams are held back because they’re probably afraid to have those conversations about money and negotiations. It’s my belief that we should break down that silo.* > > *"We need to shift from just being focused on driving that value, but driving to that value so that we can eventually expand that account in a reasonable way.* > > *“It may not be a year. It may not be two years. It may be longer, but I'm saying that the value that you build is actually monetary.”* Here’s the thing: customers don’t need to be “sold to” again. They should have already realized the value of your product. Some orgs are even tying CSM compensation models to this shift: - CSMs are incentivized for retention and sales team performance - Growth targets baked into books of business (e.g., 15% net growth) - CSQLs counted as pipeline-generating contributions To operationalize this shift, you need executive buy-in early. Translate your CS wins into things they care about: annual recurring revenue (ARR), margin, lifetime value (LTV). Still, there’s work to be done, with only64.6% of CS leaders feeling their role is valued by the C-suite, indicating a lingering disconnect between CS impact and exec-level visibility. **Julie Fox, Global Director of Customer Success at Cin7** shared a moment at **Customer Success Summit Chicago** that perfectly captured what revenue alignment really looks like in action. During an internal QBR, Julie noticed the sales leader openly discussing challenges in hitting their targets. Rather than just reporting that her CS team was on track, she seized the opportunity to reframe the conversation, and the impact was immediate. > *“I was able to say, ‘Hey, what would happen if we exceeded our goals? What if we saved an additional ten customers per month? Or increased upsell from this amount to this amount?’ “I did the math for them and said, ‘If I can do these things, we’re still going to hit our goals – even if sales stay at the exact pace they’re at.’ That was the moment the CEO and my leadership started to sit up straight and say, ‘Tell me more.’”* Julie didn’t just share CS metrics. She translated customer success into business impact, showing exactly how CS could close the gap if sales came in light, and proving that CS deserved a seat at the strategic table. ## 5\. Standardized, scalable, and iterative processes But sustainable growth demands something better: processes that are standardized, scalable, and built to evolve. It all begins with a playbook. Not some rigid manual gathering dust, but a living framework tied to commercial outcomes that guides your team while staying nimble enough to adapt as you learn. The secret is starting small. Test what works, measure the results, and only scale once you've perfected the approach. Think of it like product development: - Launch the minimal viable product - Collect feedback - Iterate fast - Scale what actually works When you design your lifecycle this way – testing onboarding flows, health score models, engagement cadences – you build a system that improves over time instead of breaking under pressure. But here’s the catch: not all customers need the same motion. What works for your top enterprise accounts might not work for your SMB clients. This is where segmentation matters. Strategic accounts might need a dedicated CSM,white-glove onboarding, and strategic depth. Smaller accounts? They might thrive with a digital journey, speed, and smart self-serve. One size never fits all, and trying to force it will just slow your team down. So, instead, try to build with modularity in mind: 1. **Standardize** the objectives and outcomes 2. **Customize** the engagement methods, timing, and channels 3. **Automate** wherever possible, but keep a human in the loop where it counts And don’t forget to bake in feedback loops. From customers and your own team. That’s how your lifecycle stays current – even as your product evolves, your ICP shifts, or your CS org doubles in size. --- ## Forge industry alliances and become unbeatable Looking for the full, actionable low-down on building partnership strategies? [**Sign up to Ecosystem Go-to-Market: Masters**](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) and Reach new audiences, amplify your messaging, and finally sell at scale when you learn how to leverage strategic partnerships the right way. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/04/ecosystem-go-to-market-masters.png)](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) --- ### Top 5 mistakes SaaS companies make when entering the US market URL: https://www.gotomarketalliance.com/5-mistakes-saas-companies-make-us-market/ Last updated: 2025-11-26T11:13:12.000Z Breaking into the US market can be a game-changer for [SaaS companies](https://www.gotomarketalliance.com/the-complexity-of-end-user-adoption-in-b2b-saas/), but it’s not without its pitfalls. After working with numerous European companies trying to establish a foothold in the US, I’ve seen a pattern of common mistakes that can stall or derail expansion. Below are the top five, backed by industry data and real-world examples, along with best practices for early-stage growth. ## Mistake #1: Not being ready to serve US clients The US market expects speed, support, and scale from day one. If your [customer support](https://www.gotomarketalliance.com/how-to-align-customer-success-with-go-to-market-to-increase-adoption/) or tech team isn’t aligned with US time zones, you’ll lose trust quickly. According to 2025 benchmarks, the median SaaS landing page conversion rate is 3.8%, but that number can drop drastically when user experience suffers. 📖 ****Case in point:** one company I worked with placed specialists in Argentina to cover Pacific Time support. It was a small move with a big impact: real-time support opened doors to enterprise conversations they couldn’t previously enter. 💡 ****Best practice:** Before launching, assess your support readiness. Even a partial presence (shared shifts or hybrid teams) in the Americas can boost early retention. ## Mistake #2: Underestimating language & cultural nuance Fluency in English doesn’t always translate to business clarity. Strong accents, overly formal tone, or misread social cues can all slow you down. US clients value clear, confident, and casual (but not sloppy) communication. And here’s something most companies underestimate: in the US, people and businesses are empowered to walk away without explanation. A nail salon can refuse to serve you. A café can ask you to leave. An enterprise buyer can ghost you after a perfect demo. Why? Because the culture prioritizes freedom of choice. It doesn’t matter how great your product is if you come off as rigid, uncomfortable, or pushy; the door quietly closes. Tools like [“The Culture Map” ](https://www.amazon.com/Culture-Map-Breaking-Invisible-Boundaries/dp/1610392507)by [Erin Meyer ](https://erinmeyer.com/)can help teams understand expectations around trust-building, directness, and feedback styles. 💡 ****Best practice:** Invest in accent-reduction or executive communication coaching for client-facing roles. And localize your sales collateral, not just in language, but in tone. ## Mistake #3: No proof Many EU startups make the mistake of entering with just a great pitch deck. In the US, nobody buys what you say. They buy what you’ve **done**. That means: - 10 - 15 case studies - References (even if unpaid pilots) - Outcomes, not just features 📖 ****Example:** A health tech platform I advised delayed monetization until they had strong US-based pilot results. Within months, they had warm intros from satisfied clients, leading to $200K+ in closed business. 💡 ****Best practice:** Start by solving one specific US customer pain point. Get the pilot. Prove results. Then scale. ## Mistake #4: Assuming a great product and strong materials will be enough Even if you’ve nailed [your positioning](https://www.gotomarketalliance.com/what-is-positioning/), refined your pitch, and have all the case studies to back it up, you’re still likely to hit a wall without boots on the ground. US clients want familiarity. If they don’t recognize your logo, they look for someone they trust to validate it. To build trust faster, many successful EU companies start by: - Partnering with a local reseller or implementation firm - Subcontracting selectively to build delivery credibility - Securing a known local advisor or evangelist [Sponsoring events](https://www.gotomarketalliance.com/partner-with-us/) is nice for visibility, but it doesn’t buy you trust. That still comes from relationships, context, and someone putting their name behind yours. 💡 ****Best practice:** Don’t try to do it all yourself. Find someone credible in your niche who can walk you into the room. And if you can’t find them — hire them. ## Mistake #5: Weak legal infrastructure Having an MSA template is not enough. US enterprises will ask: - Are you compliant with US employment laws? - Do you carry liability insurance? - Are you supporting DEI initiatives? Companies without a US-based legal structure or strong compliance foundation often get stuck in procurement hell. 💡 ****Best practice:** Hire a US-based legal consultant early. If you’re not ready to open a full entity, work with a partner or through a reseller. ## Year-one expectations: What conversion rates should you expect? For SaaS companies entering the US: - **Visitor to lead:** 2–5% - **Trial to paid (B2B):** 15–25% - **Close rate (qualified opp):** 20–30% Only **\~33% of SaaS companies 10%** convert at **15–25%**, about meet or exceed these benchmarks. The **top 5x the average**. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/11/data-src-image-fc33e815-419d-4d35-9984-fbbfec00c08e.jpeg) **“If you’re converting <1% of total traffic to paid users, and you’ve been in the US for more than 6 months, you’re likely misaligned on either positioning, pricing, or proof.”* ## What if you don’t have the resources yet? That’s okay. Start with this: - One US-based advisor or consultant - One pilot project with measurable outcomes - A website tailored for the US buyer Your first three clients may come from referrals, not outbound. The key is to anchor your story with something real: a result, a person, a moment of trust. ## Final word The US market rewards speed, clarity, and social proof. It also punishes arrogance and unpreparedness. If you’re serious about crossing the Atlantic, bring more than ambition. Bring proof. And remember: the companies that win here don’t just localize their pitch, they adapt their entire presence. ### From target to action: How target audience, ICP, and personas guide product marketing strategies URL: https://www.gotomarketalliance.com/how-target-audience-icp-and-personas-guide-product-marketing-strategies/ Last updated: 2026-01-08T13:22:09.000Z Many companies pour time and money into initiatives, features, campaigns, and growth programs – only to see little or no return. The main culprit? **A lack of strategy**. It’s all too common for teams to build detailed personas without first defining their ideal customer, or to let revenue pressure push them toward accounts that don’t fit their ideal customer profile (ICP). Too often, big decisions are also made on gut feel, without market validation or the right data to back them up. The result: lower [retention](https://www.gotomarketalliance.com/how-to-calculate-your-customer-retention-rate-and-increase-it/) and wasted resources. The difference between companies that grow steadily and those that don’t often comes down to having – or lacking – a strong, simple foundation. That foundation is the **strategic funnel**, which starts broad with your target audience, then narrows to your ICP, and finally to personas. This framework isn’t built in isolation. It’s the result of collaboration across product marketing, strategic marketing, sales, and other teams, each contributing market knowledge, data, and business direction. Together, they create focus, consistent [messaging](https://www.productmarketingalliance.com/your-guide-to-messaging/), and – most importantly – tangible results that drive growth. You can picture it like this: > **Target audience → ICP → persona** It’s not just a process – it’s the guiding strategy that helps you work with the right people, at the right time, with the right message. Once this funnel is in place, your campaigns stop being shots in the dark and start becoming deliberate levers for growth and success. In this article, you’ll learn how this framework works in practice and how you can apply it to your role as a GTM pro. Here’s a taste of what we’ll cover: - On overview of the strategic funnel - Product marketing’s a role in this process - Practical tips and tools for applying the strategic funnel - Common mistakes and how to avoid them Let’s dive in. ## The strategic funnel: Target audience → ICP → persona Picture a funnel that takes countless possibilities and distills them into the most promising opportunities. This is the strategic funnel every organization must learn to master in order to grow with focus and direction. [![Diagram titled "The strategic funnel". The diagram is triangle-shaped, with the point at the bottom. It's split into three parts. The top part is labeled "target audience"; the missle part is labeled "ICP"' the bottom part is labeled "persona".](https://www.productmarketingalliance.com/content/images/2025/09/Strategic-funnel.png)](https://www.productmarketingalliance.com/how-target-audience-icp-and-personas-guide-product-marketing-strategies) At the top, you have the **target audience**, a broad category of people who can purchase your product or service. It's the starting point, the universe of possible customers, and as such, it is the widest and least qualified component of your funnel. The magic happens next, as you refine your target audience into your [**ideal customer profile**](https://www.productmarketingalliance.com/how-to-determine-your-ideal-customer-profile/). You begin to get more focused and more narrow in your approach. This is where your focus sharpens; you identify the companies or buyers who *should* buy because their needs, characteristics, and behaviors signal higher value and long-term success. Every time you aim at this group, you’re making a smarter investment of your time, energy, and resources. The bottom of the funnel represents the most specific and strategic element of the funnel: personas. These are the real people – decision-makers, influencers, and users – who make decisions and interact with your brand. Knowing them intimately allows you to craft the right messages, shape products that fit, and create experiences that resonate. Think of the funnel like this: - **Target audience:** Who can buy – the wide-ranging universe of possibilities. - **ICP:** Who *should* buy – the strategic focus that enables sustainable growth. - **Persona:** Who makes the decision – the real human beings connecting the business to the market. This funnel isn’t just a process; it’s the compass guiding your entire marketing, sales, and product strategy. It’s what separates teams that get lucky from those who consistently know where to invest for results that are tangible, repeatable, and scalable. Let’s take a closer look at each layer of the funnel. ### Layer 1: Target audience – who *can* buy? Your **target audience** is the broadest layer of the funnel – the wide map of potential customers who could be interested in your solution. At this stage, no filters have yet been applied; you’re simply defining the universe of possibilities so you don’t overlook valuable opportunities. As a product marketer, your role at this stage is to synthesize information from multiple sources – market research, demographics and behavior data, industry reports, global trends, and internal company knowledge. When you combine these inputs, you build a realistic and actionable understanding of who could buy, where they operate, and how opportunities might emerge. Take a logistics tech company as an example. Its target audience might span from local transportation firms to large e-commerce retailers managing their own urban fleets. This presents a number of avenues for developing strategies and generating interesting ideas. At this stage, market sizing is critical for framing the size and scale of the opportunity in each audience segment. Broad campaigns can help drive initial awareness and engagement, while [segmentation](https://www.gotomarketalliance.com/b2b-market-segmentation-guide-how-to-succeed-in-b2b-in-2023/) work signals which groups deserve closer attention as you move down the funnel, when activities become more detailed and audience-specific. #### Example of a target audience **Goal:** To determine the widest universe of potential buyers. **Company:** A logistics technology firm specializing in intelligent route optimization **Target audience:** E-commerce companies, regional carriers, urban delivery franchises, and marketplaces with their own delivery operations in mid-to-large urban centres. These potential customers are receiving growing numbers of online orders and are struggling to help drivers pick the most efficient routes. They may not yet feel an urgent pain point, but can realize efficiency gains from the solution. **Market mapping macro criteria:** - **Market segment:** Logistics, e-commerce, omnichannel retail, and marketplaces with in-house delivery fleets. - **Geography:** Major metropolitan areas in Brazil with large population clusters and heavy traffic flows. - **Company size:** Revenue ranging from approximately $5M to $100M, with operational teams of 20 to 300 people. - **Generic needs:** Route optimization, greater logistics productivity and delivery resources, reduced transportation costs, and improved delivery experience for the final customer. - **Buyer behavior:** Increased use of digital tools, large presence in marketplaces, using legacy systems or manual processes, some familiarity with SaaS solutions and APIs. ### Layer 2: ICP – who *should* buy? If the target audience is the wide space of possibilities, the ideal customer profileis the lighthouse that points you toward the most promising opportunities. An ICP goes beyond identifying who *could* buy – it highlights who you should invest in, because these buyers are most likely to deliver long-term value. Building your ICP typically involves looking at indicators such as customer lifetime value (LTV), acquisition cost (CAC), strategic fit, and the best-case usage of your solution. For example, a logistics technology company might define its ICP as e-commerce firms with in-house delivery fleets, high daily order volumes, and a history of failed attempts with competing solutions. These companies will likely be highly receptive to a new offering that addresses their pain points, positioning them for rapid, robust growth and a significant opportunity for innovation. In this context, the PMM plays a crucial role in helping prioritize these strategic profiles, aligning marketing and sales efforts so that the messaging and approach are precisely calibrated. Strengthening communication with real success stories from within this group can become a powerful lever to build trust in the market, turning the ICP into a compass that guides the company toward sustainable, scalable, and purpose-driven growth. [Ideal customer profile templateFind and target your best-fit customers with confidence.![](https://www.productmarketingalliance.com/content/images/icon/android-chrome-512x512-1-440.png)Product Marketing AllianceAmelia Wilson![](https://www.productmarketingalliance.com/content/images/thumbnail/Ideal-customer-profile--1-.png)](https://www.productmarketingalliance.com/ideal-customer-profile-template-framework/) #### ICP example **Objective:** Refine the target audience using high-fit criteria that generate business value. **ICP:** E-commerce companies that handle over 200 deliveries per day, have last-mile operations with their own fleet, and operate in large urban centers. They’re in a phase of operational scaling, with dedicated logistics teams and allocated budgets for innovation and automation. They face recurring bottlenecks such as delivery delays and inefficient routing, and have already tested other market solutions with underwhelming results. They seek technology partners who offer consultative support and can adapt to their specific operational context. **Quantitative and qualitative criteria:** - **Product/roadmap fit:** Operating in dense urban space, managing hundreds of delivery points every day, and needing dynamic, intelligent route optimization. - **Healthy LTV and CAC potential:** Medium to long-term contracts with high average ticket size, low churn, and plenty of room for expansion. - **Solution usage:** Needs integrations with transport management systems, real-time dashboards, and predictive reporting. - **Retention signals:** Past frustrations with competing tools; strong motivation to stick with a better solution. - **Market influence:** Has a supply chain in a high-visibility space (e.g., São Paulo, Belo Horizonte, Porto Alegre) that others can benchmark against. - **Ideal purchase timing:** Adjusting logistics structures as order volumes surge, with underlying pressure for more efficient operations. ### Layer 3: Persona – how does this person think and decide? In the personas phase, your strategy has real faces and personal stories attached to it. Personas are the real people who use your solution in their daily lives. They’re making decisions, running into barriers, and are directly involved in the ongoing success of your solution. Unlike the broad definitions of target audience or ICP, personas reveal the details that matter most: motivations, behaviors, decision-making styles, and the barriers they face in adopting a new solution. Consider “Patrícia,” the Director of Operations for a fast-growing national e-commerce business. Her biggest concerns are eliminating supply chain failures, controlling logistics cost, and ensuring her team embraces and learns the new technologies, not to mention the realization that current systems are overwhelmingly complex or the possibility of internal resistance to change. In this example, the product marketing manager has a great opportunity to create messaging that speaks to these pain points and needs. Developing educational and personalized content can help guide Patrícia (and similar personas) through their journey. Equipping sales and customer success teams with the right training and enablement materials will help strengthen communication and create a more positive customer experience. Plus, thoughtful onboarding and adoption processes will ensure customers see value from their very first interaction with the product, setting the stage for stronger engagement and long-term, product-led growth. #### Persona example - **Objective:** Identify the people who make the decisions, affect the decisions, or use the solution within the ICP. - **Persona:** Patrícia, Director of Operations of a growing national e-commerce company. - **Role and responsibilities:** Manages logistics end-to-end, covering planning, transportation, and customer service - **Pain points:** No real-time visibility, no ability to trace inefficiencies in the logistics network, over-reliance on spreadsheets, and poor system integration. - **Goals and key metrics:** Reducing logistics costs, meeting SLAs, increasing repeat purchase rates, and increasing basket delivery NPS. - **Where she learns**: LinkedIn, industry portals like MundoLogística and Tecnologística, logistics innovation events, and peer benchmarking. - **Decision-making style:** Rational, ROI-focused, guided by proven efficiency gains. - **Typical objections and how to overcome them:** Concerns about building a long learning curve or lack of internal adoption. These concerns can typically be outweighed with short trials, guided onboarding, and clear benchmarks. - **Internal influencers:** CFO (based on cost-benefit), IT (based on integration ability), and route coordinators (based on everyday involvement). [B2B buyer persona template | Free PDF downloadOur B2B buyer persona template is designed to help you create comprehensive profiles of your ideal customers.![](https://www.productmarketingalliance.com/content/images/icon/android-chrome-512x512-1-439.png)Product Marketing AllianceJames Shaw![](https://www.productmarketingalliance.com/content/images/thumbnail/117-3.png)](https://www.productmarketingalliance.com/b2b-buyer-persona-template-framework/) ## Product marketing’s role in this process The product marketing manager is the conductor of the strategy funnel, orchestrating insights and [alignment across teams](https://www.productmarketingalliance.com/lessons-in-alignment-and-the-power-of-collaboration/). This process begins at the top of the funnel with data, both quantitative data (data derived from market research, behavioral data, etc.) and qualitative data (from interviews and direct feedback). When combined, this gives you a realistic picture of your target audience, ICPs, and personas – what they value, how they decide, and where they struggle. With these definitions in place, PMMs play a central role in ensuring consistency across the organization. By collaborating with sales, [customer success](https://www.productmarketingalliance.com/retention-is-the-new-growth-unlocking-the-power-of-the-pmm-cs-partnership/), and product teams, they make sure every message is rooted in the same understanding of who the customer is, what they value, and how they make decisions. This alignment translates into practical strategies: sharper campaign targeting, prioritization of high-potential accounts, and messaging that directly reflects the needs and pain points of real buyers. However, your work doesn’t end with initial definitions. You must continually gather feedback, refine profiles, and adapt strategies as markets evolve. In this way, product marketing acts as a bridge between company and market – driving sustainable, focused growth and keeping the customer at the center of every decision. [![A table titled Strategic Funnel for Product Marketing outlines three layers: Target Audience (broad groups, demographic and market data, used for awareness and targeting), Ideal Customer Profile or ICP (high-fit subgroups with product fit, LTV/CAC metrics, used for sales strategies, positioning, and alignment), and Personas (detailed decision-maker or user profiles with goals, barriers, and journey insights, used for messaging, enablement, and adoption).](https://www.productmarketingalliance.com/content/images/2025/09/data-src-image-ea195448-b173-4516-a68e-6674c139d8f0.png)](https://www.productmarketingalliance.com/how-target-audience-icp-and-personas-guide-product-marketing-strategies) ## Applying the strategic funnel: Practical tips and tools To effectively use the strategic funnel for decision making, you need clear processes and tools for analyzing both quantitative and qualitative data on an ongoing basis. This allows you to confidently make informed decisions and enables teams to move with alignment and speed. Establishing ongoing processes to collect and analyze data from a variety of sources – both quantitative and qualitative – will maximize the advantages PMMs gain by systematically reviewing and validating profiles. Sources to analyze quantitative data could include analytical tools such as Google Analytics, CRM, and BI platforms. In addition to this activity, PMMs should include [structured interviews](https://www.productmarketingalliance.com/designing-semi-structured-interviews/) and direct feedback from customers and internal teams. PMMs should create an environment for marketing, sales, product, and customer success teams to meet regularly to collectively review, validate, and update profiles based on qualitative and quantitative data. It’s important to meet regularly as a team in order to constantly learn and grow. Visual forms, like [empathy maps](https://www.productmarketingalliance.com/empathy-map-template-framework/), customer journeys, and ICP templates, provide additional deep insights, which you can turn into actionable data that helps promote internal alignment workflows. Automation software, advanced audience bucket segmentation, and account-based marketing (ABM) should all be leveraged to create campaigns, track outcomes, and update campaigns in real time. Ultimately, the PMM has to build a customer- and data-centric culture that facilitates open dialogue with the market, and ensures every bit of activity is clearly located within a relevant, actionable, and contemporary understanding of their audience, pushing effort into real, sustainable, and scalable growth. **Practical tips for PMMs:** - **Implement consistent cycles of data collection** by leveraging both quantitative inputs (CRM, analytics, etc.) and qualitative inputs (interviews, surveys, etc.) at every stage of the planning process to keep all knowledge accurate and timely. - **Lead multi-disciplinary workshops** with marketing, sales, product, and customer success to create alignment and validate your target audience, ICP, and personas. - **Use visual frameworks** (empathy maps, customer journeys, ICP paths, etc.) to facilitate internal understanding. - **Incorporate automation and segmentation tools** (ABM, marketing automation, etc.) into multichannel campaigns to personalize outreach and focus on high-fit accounts. - **Make collecting feedback an ongoing habit** by listening to field teams and customers, enabling quick pivots without sunk costs. - **Use data and storytelling** to improve communication about who your audience is and to create engagement with both internal and external stakeholders. - **Track success metrics** (LTV, CAC, churn, and conversion rates) to measure and improve upon performance at each stage of the funnel. - **Capture and disseminate learnings** that improve the knowledge base, improve strategy adaptation, and support sustainable growth. ## Common mistakes and how to avoid them If you take nothing else away from this article, understand that strategies are often derailed by simple mistakes. By recognizing them early, you can build a stronger foundation and avoid costly missteps. ### Mistake #1: Creating personas before defining the ICP One of the most common mistakes is jumping straight into persona development without first defining an ideal customer profile. Without the ICP, personas risk being disconnected from business reality, leading to confusion and lack of direction. To avoid this mistake, invest time in gathering data and validating your ICP before moving on to personas. This ensures that every profile you create reflects high-fit customers who truly matter to your business. ### Mistake #2: Selling outside the ICP due to revenue pressure Revenue goals can tempt teams to sell outside the ICP. While this may create short-term wins, it often leads to higher churn, poor customer experience, and rising service costs. Customers who don’t fit the ICP rarely stick around, and misaligned expectations strain both resources and relationships. The key to avoiding this mistake is discipline. Focus on quality over quantity, and resist the “any sale will do” mentality. ### Mistake #3: Relying on assumptions instead of data Another common pitfall is building personas and strategies on assumptions. Guesswork undermines continuity, reduces effectiveness, and increases the risk of failure. To avoid this, rely on research, feedback, and analysis to justify every part of your strategy. ## Conclusion: Knowing the customer is the strategy As we move through the strategic funnel from target audience to ICP and finally to personas, it becomes more and more apparent that a deep understanding of your customers isn’t just a “nice to have”; it’s essential to creating consistent and sustainable growth. This isn’t about creating profiles for the sake of it; it’s about connecting meaningfully with the market. Each layer of the funnel sharpens your understanding, offering clarity for decisions, speed for action, and depth in messaging. This is an ongoing process that requires active listening and cross-organizational collaboration to adjust as the market evolves. By keeping focus on the ideal customer and understanding personas in their full context – their pain points, motivations, and journeys engagement – you create the conditions for more authentic engagement, products that address real needs, and growth. It's not about following a hard-and-fast formula; it‘s about embracing a customer-centric approach where learning and changing become a habit, and the organization invests in truly important things: the right relationships, at the right time, with the right messages. This is the true essence of product marketing and the path to turning knowledge into meaningful results. --- ## Forge industry alliances and become unbeatable Looking for the full, actionable low-down on building partnership strategies? [**Sign up to Ecosystem Go-to-Market: Masters**](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) and Reach new audiences, amplify your messaging, and finally sell at scale when you learn how to leverage strategic partnerships the right way. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/04/ecosystem-go-to-market-masters.png)](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) --- ### How Salesforce drives global go-to-market success in 4 steps URL: https://www.gotomarketalliance.com/how-salesforce-drives-global-gtm-success/ Last updated: 2025-11-14T16:03:34.000Z How do you take dozens of products across a range of industries into multiple global regions and make it all *work*? That’s the challenge we face as product marketers and GTM practitioners operating at scale. At Salesforce, we’ve got a massive portfolio – from our core CRM to tools like Slack and Tableau – and we serve customers in AMER, EMEA, and APAC. It’s a lot to coordinate. I’m Nicole Watson, Director of Product Marketing at Salesforce, and I’ve been lucky enough to navigate this complexity firsthand. In this article, I’ll walk you through our approach to [global go-to-market](https://www.gotomarketalliance.com/the-challenges-of-global-go-to-market-strategies/) (GTM), and share some practical tactics you can use, no matter the size of your team or company. Whether you’re working with global teams or just starting to think internationally, I’ve got you covered. Let’s dive in. ## Step #1: Start with the basics When I first started working on global GTM, I thought we could just take a US-based plan and rinse and repeat it for the UK. Easy, right? Spoiler: that’s *not* how it works. [![A meme featuring Gene Wilder as Willy Wonka with the text “So what do we do now?” illustrating the uncertainty when planning a global go-to-market strategy.](https://lh7-rt.googleusercontent.com/docsz/AD_4nXdMbZtQNUgLLErZPeg8j_vXgc7D0OCD-0KEYt0iWbYIf8C088616LQDb-pM93OJfJb7K1J66ZY_FvLyafW0MYcV1OLGBSFcgMYapmPr16bPUZ6uY6NmGxK5hVtD_rDabFV7jGD7?key=WcMZ_WffpI8oCPcgI-5iHQ)](https://www.productmarketingalliance.com/gtm-success-in-4-steps-with-salesforce) **Image courtesy of Salesforce* Even looking at a region like EMEA, for example, you can’t treat it as one single market. What works in the UK might not land in Germany, and what works in Germany might not translate at all in France. You have to go back to basics, look at each country individually, and think: *where are we starting from?* ### Understand market awareness One of the first things to assess is **market awareness**. I’ll give you an example. When I was working on our nonprofit team here in the States, we had strong [brand recognition](https://www.productmarketingalliance.com/the-what-why-and-how-of-tracking-brand-awareness/) in the sector, which is a dream for any product marketer. However, when we looked at the UK nonprofit market, it was a different story. Customers there didn’t really know us at all. So, instead of focusing on mid-to-bottom funnel activities, we had to pivot. It became all about top-of-funnel efforts, making people aware of who we are and what we offer. ### Assess market readiness Next up is **market readiness**. You need to [ensure your sellers are fully enabled](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) and make sure you have the right tools and support in place to go to market. ### Don’t assume the same competitors **Your competitive landscape** can change depending on the region. The companies you're up against in the US might not be the same ones you’ll face in EMEA or APAC. It’s important to identify who’s already established in that market and how you stack up. ### Review your pricing strategy And then there’s **pricing**, which can be a real curveball. A few years ago, I was working on a launch in the UK, and we realized there was a huge pricing gap between us and our local competitors. We were priced *way* above the market. That forced us to step back and re-evaluate our [pricing strategy](https://www.productmarketingalliance.com/unpacking-price-localization-and-why-its-awesome-for-your-pricing-strategy/). If you go to market and you’re way out of alignment, it’s going to be tough to win over customers, no matter how great your product is. ## Step #2: Understand regional nuances Once you’ve got the basics down, the next step is understanding the nuances of each region. And trust me, there are *plenty*. ### Language isn’t just translation Let’s start with **language**. As an American company expanding into [Europe](http://productmarketingalliance.com/global-product-marketing-a-us-and-eu-perspective/), it might seem like a lot of countries speak English, and that’s true to an extent. However, even within English-speaking regions, there are differences. UK English isn’t the same as US English, and that alone can impact how your message lands. And then, of course, there are the countries that speak other languages. Take Germany, for example – only [about 56% of people there speak English](https://www.thehistoryofenglish.com/how-many-people-in-germany-speak-english). That’s a big deal. It means you can’t just repurpose your US content; you need to start thinking about [localization](https://www.productmarketingalliance.com/finding-the-right-localization-strategy-for-your-business/): How do you create content that speaks the language – both literally and culturally? ### Local laws, local rules Next up: **regulation**. [Regulations like GDPR](https://www.productmarketingalliance.com/navigating-gdpr-ccpa-and-other-regulations/) completely change how you engage with customers. So, your tactics in Europe might look very different from what you'd do in the States. You have to factor in things like consent, data privacy, and how you're allowed to nurture leads across different touchpoints. ### Culture is everything Here’s what I’d argue is the most important part: **culture**. You can’t go into a region thinking only about your product’s features or the customer’s pain points. You have to *understand* your customers – how they think, what they value, what resonates. This means digging into their culture. Let me give you an example. At Salesforce, we love using characters in our branding – they’re tied to specific products or personas. One of our most iconic is Einstein, representing our AI tools. But in Japan, our local team flagged that this character doesn’t always land well culturally. That’s not to say it’s offensive – just that it doesn’t have the same effect, and that matters. ### Symbols, numbers, and names… oh my There are smaller, easy-to-miss details too. In some cultures, certain colors or numbers are considered bad luck. At a previous company, we changed our pricing to feature “lucky” numbers after feedback that our original prices were seen as bad omens. You don’t want your pricing to unintentionally turn people away. [**Product naming**](https://www.productmarketingalliance.com/how-name-product-step-by-step-guide/) can also trip you up. Something that makes perfect sense in one country might fall flat – or worse, offend – in another. Here’s a fun (and tasty) example: I love fries. In the US, they’re fries. In the UK, they’re *chips*. But wait – what we call *chips*, the UK calls *crisps*. [![Side-by-side photos of French fries and potato chips, with labels showing the UK/US differences in naming: fries/chips and chips/crisps.](https://lh7-rt.googleusercontent.com/docsz/AD_4nXdo44lrcM0qn1ml8LLlIZzsqI1_XbyYg9J7DCZpRqL46E7pbIqHEXitsjZmoeKPbSSR23uagukpWVcMdbzeeQzUBazj_yiyeQLKrLnugL4n0sdr0LfNXb64CZGrEtn3fCD3kBIy?key=WcMZ_WffpI8oCPcgI-5iHQ)](https://www.productmarketingalliance.com/gtm-success-in-4-steps-with-salesforce) **Image courtesy of Salesforce* So, if you’re launching a fry brand in the UK and you call them fries, people might be confused. And if you call fries chips in the US... Well, now *we're* confused. It’s a lighthearted example, but it drives home the point: naming matters. ### Know how your customers talk about their customers Let’s bring it back to a real-life scenario. _This post is for paying subscribers only._ ### Not all features are created equal: Using the Kano Model in your messaging URL: https://www.gotomarketalliance.com/not-all-features-are-created-equal-using-the-kano-model-in-your-messaging/ Last updated: 2025-11-07T10:59:28.000Z Picture this: You're at a restaurant, and the waiter proudly announces that their kitchen uses clean water and fresh ingredients. You'd probably think, “Well, obviously. That's the bare minimum.” Now, imagine they boast about a dessert that changes colour as you eat it. Suddenly, you're intrigued. This is the difference between messaging basic expectations versus true differentiators. Yet some products get this backwards, leading with table stakes while burying their actual advantages. Many product marketers struggle with the same challenge: which features should lead [your messaging](https://www.productmarketingalliance.com/your-guide-to-messaging/), and how should you talk about each one? The answer lies in understanding that **not all features are created equal**, and customers don't respond to them equally either. I believe the best solution lies in a framework that's been hiding in plain sight since the 1980s: **the Kano Model**. The model was originally designed for product managers to prioritize features, but it's actually a goldmine for crafting messaging that hits different. [KANO model framework (template)The KANO model is a prioritization framework that helps you rank initiatives on a product roadmap based on their potential to satisfy users.![](https://www.productmarketingalliance.com/content/images/icon/android-chrome-512x512-1-438.png)Product Marketing AllianceJames Shaw![](https://www.productmarketingalliance.com/content/images/thumbnail/107.png)](https://www.productmarketingalliance.com/kano-model-framework-template/) ## The Kano Model Back in the 1980s, Dr. Noriaki Kano noticed something that challenged conventional wisdom. Companies assumed customer satisfaction worked like a straight line: improve any feature, and customers get happier. But Kano discovered that features actually fall into distinct categories, each with different rules for how they impact satisfaction. His research revealed five types of features, and each one demands a completely different messaging approach. ### 1\. Basic needs These are the features customers expect without question. Like clean water at a restaurant, they're invisible when present but devastating when absent. Here's the messaging trap: basic features feel important to you because they took engineering months to build. But to customers, they're just checkboxes. Leading with them is like a restaurant advertising “our food won't poison you.” #### How to message basic features Use them for reassurance, not attraction. Save them for bottom-of-funnel content where prospects need confirmation that you cover the essentials. Your tone should be matter-of-fact, not celebratory. ❌ Instead of: “Introducing our revolutionary 256-bit encryption!” ✅ Try: “Your data is protected with enterprise-grade encryption” (mentioned casually in small text) ### 2\. Performance features These features directly correlate with satisfaction. The better they perform, the happier customers will be. Performance features are your competitive battleground. Customers will literally compare you against competitors on these dimensions. [The Competitive Positioning PlaybookIt’s how you position yourself relative to the competition that truly matters. In the Competitive Positioning Playbook, we show you how.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-248.png)GTM AllianceAlex Walton![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Screenshot-2023-07-20-at-15.53.53.png)](https://www.gotomarketalliance.com/the-competitive-positioning-playbook/) #### How to message performance features Lead with superiority, using specific numbers, comparisons, and proof points. Put them in demos, comparison pages, and case studies. ❌ Instead of: “Fast loading times” ✅ Try: “3x faster than Competitor X, with dashboards loading in under 2 seconds” ### 3\. Excitement features These are the surprises that delight customers. Nobody expects them (so their absence doesn't hurt), but everyone remembers them when they’re there. Examples are AI-powered insights, predictive features, and delightful micro-interactions #### How to message excitement features Use them as hooks in your top-of-funnel content. They're perfect for social media, ads, and first impressions. They make people stop and say, “Wait, it can do that?” ❌ Instead of: “Advanced analytics dashboard” ✅ Try: “Our AI predicts which customers will churn three months before you see the warning signs” ### 4\. Indifferent features Customers simply don't care about these features, so they rarely influence [buying decisions](https://www.productmarketingalliance.com/what-are-the-5-steps-in-the-consumer-buying-process/). In SaaS, indifferent features might include default themes, admin panel layouts, or certain customization options that seemed important during development but don't move the needle for users. #### How to message indifferent features Don't. Seriously. Mentioning them dilutes your message and wastes precious attention. Every word in your messaging should earn its place. ### 5\. Reverse features These features actively annoy customers. They’re well-intentioned but irritating, like excessive notifications, stringent verification processes, mandatory tutorials, or complex approval workflows. #### How to message reverse features If you have them, don't mention them. If competitors have them and you don't, make their absence a selling point. ❌ Instead of: “Streamlined approval process” ✅ Try: “No approval bottlenecks – your team moves fast without waiting for permission” ## The Kano Model in action Let's go back to the restaurant example from the beginning. Here’s how a restaurant might apply this framework to its menu and marketing: **Basic features (don't lead with these)**: - Fresh ingredients - Clean kitchen - Accepts credit cards **Performance features (compete on these)**: - “28-day dry-aged beef” - “15-minute delivery guarantee on all orders” - “Locally sourced within 50 miles” **Excitement features (hook people with these)**: - “Interactive tasting menu that changes based on your reactions” - “Chef personally explains each dish's story” - “Ingredients grown in our rooftop garden” ## Why features evolve (and your messaging should too) Features don't stay in the same category forever. What excites customers today might become a basic expectation tomorrow. Think about touchscreens on phones. In 2007, the iPhone's touchscreen was an excitement feature. Today, most phones have a touchscreen, so no one leads with it. We can already see the same evolution happening in AI: - **2022–2023, AI as an excitement feature**: When ChatGPT launched, AI features were genuinely exciting. Companies using “AI-powered” messaging created immediate interest and differentiation. - **2024–2025, AI as a performance feature**: Now that most SaaS companies offer AI capabilities, it's become a performance battleground. Customers compare which AI gives better results, faster responses, or more accurate predictions. The messaging has shifted from “We have AI” to “Our AI is 15% more accurate than competitors.” - **The future, AI as a basic feature**: We're already seeing this transition. Customers increasingly expect AI capabilities as standard. Soon, not having AI features may become a deal-breaker. Vendors will make them basic features that require only reassuring mentions, rather than leading with them. All this means you need to regularly audit your messaging. That excitement feature you've been leading with for two years might now be table stakes. Meanwhile, your engineering team might have shipped new capabilities that could become your next excitement hook. ## How to apply the Kano Model in your messaging Let’s walk through how to apply this framework to your current product messaging. ### Step 1: Categorise your features List your main features and honestly assess which Kano category they fall into. Ask customers directly if you're unsure; their reactions will tell you everything you need to know. ### Step 2: Map features to content types - **Basic features**: Feature lists, FAQ pages, security documentation - **Performance features**: Comparison pages, demos, case studies - **Excitement features**: Homepage hero, social content, PR announcements ### Step 3: Test your assumptions Your exciting feature might be basic to customers. Your basic feature might actually differentiate you if competitors are terrible at it. Let [customer research](https://www.gotomarketalliance.com/what-is-market-and-customer-research/), not internal assumptions, guide your categorization. ## The anti-pattern that kills messaging The biggest mistake product marketers make is treating all features equally. They create messaging like “We have security, speed, AI, integrations, and uptime.” This is like a restaurant saying: “We have clean plates, delicious food, tableside magic, various seating options, and working bathrooms.” Everything gets equal weight, so nothing stands out. Instead, lead with what excites, compete on what performs, and reassure on what's basic. ## The messaging hierarchy that works When someone asks, “What does your product do?” your answer should follow this structure: 1. **Hook with excitement**: “We predict customer churn before it happens” 2. **Compete on performance**: “With 94% accuracy, compared to 67% industry average” 3. **Reassure on basics**: “All running on enterprise-grade security infrastructure” Notice the hierarchy. You lead with intrigue, back it up with proof, and close with confidence. The Kano Model shouldn’t just be for product managers anymore. It’s time more product marketers used it to define feature messaging and plan launches. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/12/GTM_Product-Led_Growth_Report_CTA.png)](https://www.gotomarketalliance.com/the-partner-led-growth-playbook/) ### How to use design thinking to elevate your Go-to-Market strategy URL: https://www.gotomarketalliance.com/design-thinking-go-to-market-strategy/ Last updated: 2025-10-31T14:58:16.000Z ## PMMs are rightly criticized for forgetting this Product managers and product marketers are often criticized. The rub? They focus too much on the product itself and not enough on the customer. You see the term “customer-centricity” on product webpages, mission statements, and marketing material. But what does it actually mean to create a truly customer-centric product? How do you ensure that your solution addresses the real needs of your users and buyers? One of the best ways to achieve this is through *design thinking*. ## What design thinking is Originally created by [Tim Brown from IDEO](https://designthinking.ideo.com/), design thinking is often thought of as a tool only for designers or developers. This is wrong. Design thinking is highly relevant for product marketers and anyone involved in a go-to-market strategy. How so? It helps you understand the customer *deeply,* and develop solutions that resonate with them. ## How design thinking improves GTM strategy You might have all the right marketing frameworks, but design thinking adds creativity that makes your strategy more customer-focused. It helps you test and improve ideas quickly. By focusing on the customer’s real needs, gathered through real-time tests, your go-to-market plan becomes more meaningful and useful. Design thinking also encourages teamwork and faster innovation across marketing teams. ## How to apply design thinking to GTM strategies in 5 steps Here's a 5-step method to apply design thinking when creating your go-to-market strategy: 1. [Empathize with your users and buyers](https://www.gotomarketalliance.com/design-thinking-go-to-market-strategy/#1---empathize-with-your-users-and-buyers) 2. [Define the problem clearly](https://www.gotomarketalliance.com/design-thinking-go-to-market-strategy/#2---define-the-problem-clearly) 3. [Ideate and collaborate across functions](https://www.gotomarketalliance.com/design-thinking-go-to-market-strategy/#3---ideate-and-collaborate-across-functions) 4. [Test and validate in the real world](https://www.gotomarketalliance.com/design-thinking-go-to-market-strategy/#4---test-and-validate-in-the-real-world) 5. [Iterate continuously](https://www.gotomarketalliance.com/design-thinking-go-to-market-strategy/#5---iterate-continuously) ### 1 - Empathize with your users and buyers The first phase of design thinking is empathizing. Many teams create personas and stop there. However, truly understanding the user goes far beyond personas. It is about stepping into their shoes and understanding their motivations, aspirations, frustrations, and the jobs they need to get done. The best way to do this is through research. This research should cover both users and buyers. In many cases, the product may serve one group of users but be purchased by another. For example, consider a patient scheduling software. It helps both patients and front-end staff, but the buyer could be the finance leader of a physician group. Understanding both perspectives is critical for creating a successful go-to-market strategy. Direct conversations with users are one of the most effective research methods. Conduct interviews to uncover the reasons behind their behaviors. This can reveal insights about their priorities, pain points, and what drives their decisions. [Customer journey mapping](https://www.notion.com/blog/customer-journey-map) is another useful tool. This involves mapping the entire experience of the user or buyer, from when they encounter a problem to the solutions they try. It highlights pain points, missed opportunities, and their [jobs to be done.](https://www.productmarketingalliance.com/jobs-to-be-done-template-framework/) ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/10/data-src-image-02b9cfdb-9b59-4e3a-bd87-0d2284c7cfdd.jpeg) Photo by[ Melanie Deziel](https://unsplash.com/@storyfuel?utm%5Fsource=unsplash&utm%5Fmedium=referral&utm%5Fcontent=creditCopyText) on[ Unsplash](https://unsplash.com/photos/person-writing-on-white-paper-U33fHryBYBU?utm%5Fsource=unsplash&utm%5Fmedium=referral&utm%5Fcontent=creditCopyText) A Tesla user shared a tweet suggesting a simple feature: display a message on the car screen saying the air conditioning is on, so people wouldn’t break the windows—and keep his pet cool at the same time. Elon Musk saw it and actually made it happen in Teslas with the ‘Dog Mode’ feature! This is a perfect example of listening to customers, showing empathy, and turning an idea into innovative action. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/10/data-src-image-29874a06-6c9b-4b32-a620-2cfb98866d54.png) If you work in B2B software, do not forget to interview your sales team members. They speak with the customer every day and have fresh insights about both the customer and the competition. While doing this research, it is essential to remove biases and avoid jumping to conclusions. The goal is to gain a deep understanding of the customer without assuming you already know the answers. ### 2 - Define the problem clearly After gathering insights, the next step is defining the problem. Many teams fall into the trap of thinking about the solution too early. Instead, the focus should be on clearly stating the problem. For example, if you are selling patient scheduling software to a hospital, the problem should not be defined as ‘*reducing patient dissatisfaction by 20 percent*’. A better way to define it is to ask how you might make the ‘*patient experience regarding scheduling more positive, seamless, and timely so that patients feel well cared for’*. This approach opens up a wider range of possible solutions and allows your team to explore ideas creatively. A well-defined problem statement ensures that the solutions generated are aligned with real customer needs rather than assumptions. ### 3 - Ideate and collaborate across functions The ideation phase is where creativity comes into play. This is the time to generate as many ideas as possible without filtering them too early. For a product launch, consider creating a tiger team made up of cross-functional stakeholders. Include members from product management, sales, and customer success. During ideation, you also start prototyping. In the context of go-to-market strategy, prototypes are not physical products but frameworks, [messaging documents](https://www.productmarketingalliance.com/product-messaging-framework-template/), and [positioning statements](https://www.productmarketingalliance.com/the-secrets-of-compelling-messaging-and-effective-product-positioning/). For example, you could create a positioning framework for your product launch and iterate on it based on research and data. Similarly, a messaging document will serve as a foundation for sales collateral, website copy, and marketing campaigns. Collaborative prototyping ensures that all stakeholders are aligned and can contribute to the development of a strong, customer-focused launch strategy. Iteration is key here. Use feedback to refine your prototypes and improve the overall approach. ### 4 - Test and validate in the real world Once you have prototypes, it is time to test them. Testing allows you to validate assumptions and see if your messaging and positioning resonate with the target audience. For example, you can [message test ](https://www.productmarketingalliance.com/your-guide-to-messaging/)your value props and marketing copy and show it to a sample of prospects. Pay attention to whether they find it differentiated, relevant, and compelling. One example of iterating based on user feedback is Slack’s rebranding campaign. The new logo was meant to look modern and versatile, but many people found it confusing and hard to recognize. Slack responded quickly, listened to the feedback, and made small adjustments to improve the logo. They didn’t redo everything, just fixed the parts that caused negative reactions. This shows how a [B2B brand](https://www.buzzfeednews.com/article/nicolenguyen/slack-new-logo-design-backlash) can use user feedback to guide marketing and [branding decisions](https://www.productmarketingalliance.com/what-is-brand-marketing/). ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/10/data-src-image-014b7a41-09af-4d08-8fd0-f6501204cdea.jpeg) Photo by[ David Travis](https://unsplash.com/@dtravisphd?utm%5Fsource=unsplash&utm%5Fmedium=referral&utm%5Fcontent=creditCopyText) on[ Unsplash](https://unsplash.com/photos/person-holding-pink-sticky-note-WC6MJ0kRzGw?utm%5Fsource=unsplash&utm%5Fmedium=referral&utm%5Fcontent=creditCopyText) You can also run minimum viable marketing campaigns. For instance, create a small digital campaign on LinkedIn targeted to your ideal audience. Measure the response and engagement to learn what works and what needs adjustment. These real-world tests provide critical insights before launching full-scale campaigns, reducing the risk of missed opportunities or misaligned messaging. ### 5 - Iterate continuously Design thinking is not a one-time process. It requires continuous iteration. As you gather feedback from users, buyers, and the market, you can refine your messaging, positioning, and go-to-market strategies. This continuous loop of learning, ideation, prototyping, and testing ensures that your product remains aligned with customer needs and market realities. --- ## Forge industry alliances and become unbeatable Looking for the full, actionable low-down on building partnership strategies? [**Sign up to Ecosystem Go-to-Market: Masters**](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) and Reach new audiences, amplify your messaging, and finally sell at scale when you learn how to leverage strategic partnerships the right way. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/04/ecosystem-go-to-market-masters.png)](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) --- ### 5 actions to scale GTM enablement as a solo practitioner URL: https://www.gotomarketalliance.com/5-actions-to-scale-gtm-enablement-as-a-solo-practitioner/ Last updated: 2025-10-30T09:41:38.000Z Being the first enablement hire is daunting — especially if your ultimate goal is to build a go-to-market enablement function that touches every part of the business. I’ve been there. In this article, I’ll share what I learned starting from zero so you can avoid the pitfalls, focus on what matters most, and build your enablement function with confidence. If you’ve recently stepped into a solo enablement role with a to-do list that feels a mile (or several kilometers) long, this is for you 👇 ## Onboard yourself Too often, enablement professionals (myself included) want to get straight into the work and immediately start executing. The role's usually been open for however many weeks or months, meaning there’s a gap that's been waiting to be filled. And naturally, there's often a list of 17 projects your manager wants you to get started on right away. I see it time and time again, even with our own new hires, that enablers don't ever finish the whole program because they feel they have other work they need to get into. **But that is a really big miss.** In a strategic role like enablement, if you want to set yourself up as a strategic business partner, then you have to understand: - The business - The players - The product Before you can start to design solutions that will actually work. There’s a book I read when I first started in my current role called [The First 90 Days](https://hbr.org/books/watkins), which I can’t recommend enough. I’ve reread it a few times since, including when I was promoted or started working for a new manager. And off the back of that book’s advice, I took 30 days to truly get onboarded, understand the people I was working with, and fully get to know the product. This was so helpful because it set a strong foundation for what I would then go and build. I know committing this time to onboarding yourself gets harder the more senior you get, but it actually becomes even more important the more senior you are. [Product-Led Sales PlaybookStrategies and tactics for the modern sales team Feeling stuck when it comes to sales? We’ve all been there. But fear not! We’ve got the goods to push your sales game to the next level. Welcome to our exclusive ebook on product-led sales – your ultimate guide to mastering the art![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-247.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Product-Led_Sales_Playbook_2024_Meta.png)](https://www.gotomarketalliance.com/product-led-sales-playbook/) ## Start prioritizing The next thing you'll probably say is: "*But wait, how can I onboard myself? My boss gave me 17 different things to get done!*" Great – that's where prioritization comes in. I’ve also experienced that situation, and what I said was: “*I can't do all of these at once. As a solo practitioner, there's only so much I can do – so help me prioritize what’s most critical.*” ### Eisenhower matrix One of the tools that I regularly use to prioritize is the Eisenhower matrix (some of you may be familiar with this). ![](https://www.salesenablementcollective.com/content/images/2025/09/Eisenhower-prioritisation-matrix.png) The Eisenhower matrix helps you prioritize tasks based on their urgency and importance. You can use the matrix virtually, filling out each section, or you can literally map it out with sticky notes on a whiteboard. This lets you move items between sections on the fly, which has helped me think through where I need to focus. When I first started in this role, there were two really big items on the agenda: - Building onboarding for our reps (with a new cohort starting in six weeks) - Creating our first ever sales kickoff On top of that, there were some other things like evaluating a new Learning Management System (LMS) and building out an upskilling program. The biggest priority was building onboarding for our incoming sales reps (while onboarding myself) because there was a time crunch. Six weeks after I joined, a new cohort of sellers was coming in, and it had to be ready by the time they started. Considering the Eisenhower matrix, that onboarding program was both important and urgent. That set a very clear direction for what I needed to do. Remember to be critical while prioritizing. I think this is where enablers get stuck because we can get overwhelmed. Most of us go into enablement because we want to help people. It’s used negatively sometimes, and this is not how I mean it, but the term “people pleaser” comes to mind. It can be hard to say no because we want to help the business, and all the ideas coming in are good ones. But ultimately, saying “no” allows you to focus on the most urgent and important, and better yet, sets you up to thoughtfully design and execute that which is important and *not* yet urgent. ### Business impact and percentage of population If you’re struggling to prioritize even with the Eisenhower matrix (which happens to me all the time!), try narrowing your focus to business impact. If you’re supporting a bunch of different teams (think BDRs, AEs, channel partners, etc.), ask yourself: What will truly have the biggest impact on our organization? It’s likely going to be your large account AEs, the folks going after the biggest deals – the “*whales*”, “*elephants*” (or whatever fun animal term your leaders like to use). However, there might be some smaller initiatives that you can complete for other groups while working on larger projects for that team. Another way to look at this is to focus on the percentage of the population you support. If you’re supporting both a very specialized team of two people and a team of 300, obviously focus first on the latter – there's going to be a larger impact to be had there. **While simple, it can be easy to forget!** Especially when you want to provide value for every team equally, sometimes you have to say “*no*”, “*not now*”, or “*I can support in this way vs. the way that the leader of the smaller organization may be requesting*”. [A no-bulls\*\*\* guide to measuring sales velocityChristi discusses why the key to measuring sales enablement impact is leaving irrelevant metrics behind and focusing on the most important - the sales velocity equation.![](https://www.salesenablementcollective.com/content/images/icon/android-chrome-192x192-440.png)Sales Enablement CollectiveChristi Loucks![](https://www.salesenablementcollective.com/content/images/thumbnail/social---Kantata-Ben-Jones-The-evolution-of-enablement-How-to-drive-strategic-change-in-GTM-operations-3-1-3.png)](https://www.salesenablementcollective.com/a-no-bulls-guide-to-measuring-sales-enablement-impact/) ## Build cross-functional relationships Cross-functional relationships are *so* important. It sounds obvious, but when I say that, I mean building relationships at *every* single level, across the *entire* organization. ### Individual contributors For example, starting with individual contributors, I started to have one-on-ones with key sales reps from across the org. For many years, I kept in touch with these reps on a one-on-one basis. These conversations offer so much that you wouldn’t otherwise hear.I always try to ask myself: What's going on that I can't find in a conversational intelligence tool (like Gong), read in the CRM, or look up in our data platform? If I'm doing my job, I'm well informed about the business based on the information from those tools. But, I also need to understand the factors that aren't being tracked. It may not be realistic to have one-on-one meetings in your role or based on the group you support. Something to consider is implementing a sales advisory council. Now there's a group of people across the sales team that can provide you with feedback every month. That's the scalable version of those one-on-one sessions. ### Frontline managers Frontline managers, as we know, are both the most critical group and the hardest to unlock – they will probably present a continual opportunity for enablement leaders until the end of time! Managers are critical partners, but also among the most stretched. They’re balancing coaching, deal involvement, and forecasting. My approach has been to meet them where they are — bringing clear, actionable resources that remove friction rather than adding to their workload. ### Senior leadership Gaining visibility and a seat at the table with senior leaders is essential. At the same time, it’s important not to operate exclusively at the top or bottom of the org chart. If you only listen to leadership, you miss ground-truth insights. If you only listen to reps, you risk being disconnected from strategic priorities. The goal is balance. ### Bring a point of view to conversations Building these relationships is as simple as setting up a one-on-one. “Hey, this is what I'm thinking, and I’d love to get your input on this.” **What’s always helpful is to come to these conversations with a point of view.** If I just say, regardless of what level the person is, “*What do you need? What's helpful? Where are you stuck?*”, those are such amorphous questions that they become difficult to answer. Instead, share an observation and invite input: For example: “*I'm seeing that our conversion rate between these two stages is really poor. I suspect it’s due to X or Y. Does that resonate with you?*” That line of questioning provides people with something to react to and this approach gives partners something concrete to react to and establishes you as a strategic problem-solver, rather than just a note-taker. [Mastering product enablement: Best practices for product growthProduct enablement, an approach to empowering stakeholders with the necessary knowledge and resources, is the cornerstone of success. Businesses can enhance their performance by equipping teams with a deep understanding of products, market dynamics, and customer needs.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-246.png)GTM AllianceTanwistha Gope![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/neom-207NEuFvjlg-unsplash--1-.jpg)](https://www.gotomarketalliance.com/mastering-product-enablement-best-practices-for-product-growth/) ### Be proactive and help leaders understand what good enablement looks like When you’re starting out, especially as a solo practitioner, and especially if you're building from the ground up, senior leaders tend to be unfamiliar with what good enablement looks like – either because it's hasn’t been done before, or it hasn't been done to their liking before (that's probably why you were hired). For example, early on, I asked for a meeting with the Chief Revenue Officer and to share initial progress on the onboarding program and the business impact of it all – to ensure I was hitting the mark and capturing any gaps they were seeing, but also to underscore the importance of the enablement work that I was doing. The CRO was likely not thinking about inviting me to an upcoming meeting to discuss this, but by taking the initiative to share, it put the effectiveness of onboarding on their radar and set up the opportunity for me to ask for a quarterly one-on-one which served me and the enablement initiatives I was driving so well! > *Having a proactive spirit has been really helpful throughout my career.* Sometimes, being proactive means educating cross-functional partners, too. For example, with sales kickoff planning, I often needed to walk teams through the fundamentals — things like how much these events typically cost, what makes them effective, and how to curate an experience that truly drives impact. ### Facilitating dialogue with enablement partners Beyond those up-and-down relationships with individual contributors, managers, and leaders, you also need to consider all the partners you work with. Think Product marketing, various Ops teams, Product, Legal, HR, etc. One thing that I found useful was to facilitate dialogue between all those teams, setting up a meeting we originally called “The Five Families” meeting (it has since been renamed). This was a recurring quarterly meeting with the groups that have an impact on or need to connect with the sales team. We met quarterly and discussed what’s on each of our roadmaps and how we can align on those. Before these meetings, everyone was peppering sales with different things, which made for a disjointed experience for the sales team and sometimes duplicate cross-functional work. It's as simple as gathering these people together, coming up with an agenda, and asking: “*What's on your roadmap? What's on my roadmap? How can we prioritize together? What do we need to escalate to leadership? What can we deprioritize?*” It's very easy, especially in a remote world or across time zones, to get stuck working in your little silo. These types of meetings and relationships will become even more important as you go on to build towards go-to-market enablement rather than just enablement for the sales team. As an enablement function, you need so much more than just the sales team – these cross-functional relationships are so critical to getting things done in an organization. The more people you work with, the stronger those relationships need to be. ## Understand data and outcomes Outcomes should be at the heart of everything you do in enablement, whether you’re building from zero or leading a go-to-market enablement team. It seems foundational, but starting with the end is key. For example, let’s look at onboarding. You may hear things like: “*We need to have a session with the CEO*”, you’re told. Okay, but why do we need a session with the CEO? (Of course, we want a session with the CEO!), but it’s important to agree on the desired outcome of the time spent with the CEO and the new hires. What are we hoping to achieve: Inspiration? Education? Connection? Depending on the answer it could greatly shift the approach to the “CEO Session”. Sticking with the onboarding example, instead of looking at the mass of content that needs to be delivered, look at the outcomes you need from the new hires instead. One of my favorite questions to ask is: how will you know when a new hire is “ramped”? (Note: it can be a hard question to answer, but is so critical to define.) For my big onboarding project, I built a 30-60-90 day plan, which outlined what we want new hires to: - **Do** - **Say** - **Feel** At those critical points of their onboarding experience. A well-known enablement platform uses the “**Know, Do, Say, Show**” Model, which is great too. I drafted what I thought made sense for our reps at 30, 60, and 90 days, and had the management team review it. That process allowed us to see things like “*We don't need to do a certification on Topic X until 60 days, because new hires don't actually need to know that until then*”. This is so useful because during onboarding, in particular, we’re guilty of cramming too much in too short a timeframe. It’s about temporarily pausing that part of your brain that’s telling you nothing but “*accelerate time to ramp and make money for the business*,” so that you can assess what new reps actually need. As I referenced at the beginning of this article how enablement leaders can force the onboarding process too-quickly, the same thing can happen with our reps. Whether you’re planning a sales kickoff, launching a new program, designing a newsletter, or rolling out a tool, always think about the change of behavior that you want to influence by the end of the project – start with the end in mind. Once you’ve established that, then you can start to figure out the programs, communications, and experiences you need to map out to make that change of behavior happen. ### Kirkpatrick model And when it comes to measuring whether that desired outcome actually happened? I use the Kirkpatrick model – it’s a straightforward way to measure, and while I know some enablement professionals prefer other models, I find it effective and easy for non-enablement colleagues and leaders to understand. ![](https://www.salesenablementcollective.com/content/images/2025/09/The-Kirkpatrick-Model.png) The Kirkpatrick model asks whether: - People are engaging with material/experience/comms/initiative - They’re actually learning something - You’re seeing a change in behavior - That change in behavior is having the business outcomes you want Using the Kirkpatrick model helps you move beyond surface-level conversations with senior leadership. Instead of: “*Train the reps.*” “*Done — they can deliver the new pitch.*” "*Okay, but is it making a difference?*” “*…We don’t know*.” You can point to clear evidence of learning, behavior change, and business outcomes. Your tech stack can help you here, especially if you own it as an enablement team. Conversation intelligence tools, learning management systems, and enablement platforms will make your life easier in this regard. --- Here’s a real-life example of starting with the end in mind using the Kirkpatrick model: I worked with a sales team that was underperforming, and at first the instinct was to add more training. But when we looked closer, the real issue wasn’t content — it was engagement. Reps weren’t even participating in the learning opportunities already available (Kirkpatrick level one). So instead of creating yet another certification, we asked: *How can we make learning more accessible and engaging?* We experimented with different formats — shorter manager-led practice sessions, one-page job aids, and even quick-hit podcasts that reps could listen to on the go. Those changes got reps participating again, which was the actual behavior shift we needed. It was a reminder that adding “*more training*” isn’t always the answer — sometimes it’s about rethinking delivery to achieve the desired outcome. [Sales metrics for sales enablement: explainedThere’s more to sales enablement than just numbers, but a well-designed sales enablement strategy should have a measurable impact on sales results and revenue. The challenge is identifying and tracking the right metrics.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-245.png)GTM AllianceDaniel O’Dowd![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/salesenablementmetrics-1.jpg)](https://www.gotomarketalliance.com/sales-metrics-for-sales-enablement-explained/) ## Advocate for yourself Being a solo practitioner in a function that’s still not fully understood can be tough. In some organizations, enablement is still seen narrowly as “*just training*” rather than a strategic growth driver. That’s why it’s critical to advocate for yourself — whether you need more time (“*I’d love to take this on, but realistically I can’t do all of it at once*”) more budget, or more headcount, you’ll often need to make the case for enablement’s value. One approach that’s helped me is leveraging external partners when it makes sense. For example, with large-scale events, we’ve partnered with event specialists, instructional designers, and sales trainers. These resources can extend your reach and impact — but you’ll only get access to them if you ask for what you need. Another powerful way to advocate for yourself is by **defining success on your own terms before someone else defines it for you**. If you wait for leadership to ask, “*What’s enablement doing for us?*” you may be on the defensive. But if you proactively set goals, establish metrics, and report on progress, you demonstrate the business value of your work before anyone questions it. And that’s the thread running through all of this: being proactive about your role, your resources, and your impact. **Last but not least, don’t be afraid to be inventive!** Try to learn from resources like the Sales Enablement Collective community to find out what your peers are doing, and bring something fresh and new to your org to help you stand out. [7 expert tips for a successful sales kickoff (SKO)Learn to make your future sales kickoffs/SKOs memorable and engaging, with the help of enablement experts who’ve done it before.![](https://www.salesenablementcollective.com/content/images/icon/android-chrome-192x192-444.png)Sales Enablement CollectiveDaniel O’Dowd![](https://www.salesenablementcollective.com/content/images/thumbnail/SEC_Website_Article_Images_Doodles-8.png)](https://www.salesenablementcollective.com/7-tips-for-a-successful-sales-kick-off-meeting/) ## Wrapping up I hope this gives you a clearer sense of direction as you build your enablement function. Remember to: - **Onboard yourself** - **Start prioritizing** - **Build cross-functional relationships** - **Understand data and outcomes** - **Advocate for yourself** These five practices won’t just help you survive as a solo practitioner — they’ll help you establish credibility, earn a seat at the table, and lay the foundation for a scalable, go-to-market enablement function. Enablement is still evolving as a discipline, and that gives us a unique opportunity: we get to define what great looks like in our organizations. If you approach your role with focus, intentionality, and a proactive mindset, you won’t just build programs — you’ll build influence. Good luck, and remember: enablement is at its best when it drives real business impact *and* empowers people to do their best work. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/12/GTM_Product-Led_Growth_Report_CTA.png)](https://www.gotomarketalliance.com/the-partner-led-growth-playbook/) --- ### Building better relationships between product ops and product management URL: https://www.gotomarketalliance.com/building-better-relationships-between-product-ops-and-product-management/ Last updated: 2025-10-13T10:29:37.000Z Did you get into [product ops](https://www.productledalliance.com/what-is-product-operations/) to push papers? To chase down product managers? To be seen as the process police? Probably not. You’re in this role to be a strategic partner, a problem solver, and a force for efficiency. You’re the connective tissue between product, engineering, customer success, and leadership – constantly working to spot and solve inefficiencies and misalignments. But there’s a problem. Our latest [*State of Product Ops Report*](https://www.gotomarketalliance.com/state-of-product-ops-report-2025/) reveals a significant gap where you’d least expect it: with product managers. While PMs are the primary partners for product operations, **one in five product operations professionals report that less than half of their product managers actively engage** with their processes. [![A donut chart titled "PM engagement with product ops" shows the responses to the question, "How many PMs engage with product ops processes?" The chart is divided into four colored sections with corresponding percentages and labels. The sections and their data are: All or nearly all (47%), A majority (28%), Less than half (20%), and Not many (4%).](https://www.productmarketingalliance.com/content/images/2025/09/data-src-image-9ecd60cd-b960-4187-a01f-e5253a740325.png)](https://www.productledalliance.com/building-better-relationships-between-product-ops-and-product-management) **Source:* [**State of Product Ops Report 2025*](https://www.gotomarketalliance.com/state-of-product-ops-report-2025/) For product operations to become a truly effective strategic partner, this gap has to be bridged. This article is your roadmap. We’ve gathered advice from the experts on how to build trust, prove your value, and transform from a reactive support role into a strategic powerhouse. Let’s dive in. ## The current state of the PM–product ops relationship In many organizations, product operations is seen as an enablement function, and its success is often measured by how well it supports internal teams. Our report confirms this, with cross-functional alignment (**93%**), process optimization (**90%**), and tool administration (**81%**) listed as the top three [responsibilities](https://www.productledalliance.com/what-product-ops-is-and-isnt-responsible-for-in-2025/). [![A horizontal bar chart titled "Product ops responsibilities" shows the percentage of respondents who consider various tasks to be a core responsibility of their product ops function. The list of responsibilities and their corresponding percentages are: Cross-functional alignment and collaboration (93%), Process optimization and workflow management (90%), Tool and platform administration (81%), Customer feedback aggregation and prioritization (58%), Onboarding and enablement for product teams (53%), and Product data and analytics reporting (47%). ](https://www.productmarketingalliance.com/content/images/2025/09/data-src-image-cf2e3767-af09-4c48-8f1d-2f3e0d15227a.png)](https://www.productledalliance.com/building-better-relationships-between-product-ops-and-product-management) **Source:* [**State of Product Ops Report 2025*](https://www.gotomarketalliance.com/state-of-product-ops-report-2025/) But the engagement gap is real, and it represents a huge missed opportunity. So, why is this happening? Our research points to a few key reasons: - **Role ambiguity:** The number one challenge cited by product ops pros is a lack of clarity in roles. In other words, PMs may simply not understand what you do or how to work with you. - **Perception as a compliance function:** If your work doesn't feel immediately useful to a PM, it can be seen as an internal “compliance” function – and busy PMs will always prioritize a pressing product task over what feels like an administrative burden. - **Reactive operating mode:** The most common mode of interaction is ad hoc collaboration. This means you’re often pulled into issues reactively, rather than proactively getting ahead of problems with PMs. This creates a frustrating cycle: PMs don’t engage because they don’t see the value, and you can’t demonstrate value if PMs don’t engage with you. But don’t worry – you can break this cycle. ## A roadmap for building better relationships Here are four key strategies to help you build more effective, collaborative, and strategic relationships with your product management peers. ### 1\. Focus on quick wins The quickest way to earn trust is by solving an immediate pain point. As [Chris Butler](https://www.linkedin.com/in/chrisbu/), Director of Product Operations at GitHub, suggests, you need to “meet them where they are.” Don't try to change everything in one go. Instead, find a small, tangible improvement that removes friction from a PM's day-to-day work. [![A picture of Chris Butler, Director of Product Operations at GitHub, smiling at the camera. A quote from him is featured next to his image, which reads: "My advice: meet them where they are. Focus on quick wins that remove pain from their day-to-day, and invite them into the process of co-creating solutions. Turn these wins into systemic change."](https://www.productmarketingalliance.com/content/images/2025/09/data-src-image-cdae0533-42b1-4b47-b4b8-b2660d4a33df.png)](https://www.productledalliance.com/building-better-relationships-between-product-ops-and-product-management) **Source:* [**State of Product Ops Report 2025*](https://www.gotomarketalliance.com/state-of-product-ops-report-2025/) ### 2\. Practice proactive engagement Instead of waiting for PMs to come to you, proactively reach out. Ask them for their input on process improvements and collaboration workflows. This shows you value their perspective and are working with them as a partner, not a taskmaster. ### 3\. Shadow product managers If you want to create processes that enable product managers to do their best work, you have to understand their world. That means immersing yourself in their day-to-day, participating in team meetings, and observing how they interact with other parts of the organization. This way, you can spot the hidden challenges and patterns in how PMs work, which is the key to creating solutions that address the real problems they face. ### 4\. Communicate value, not just processes You might be a wizard at building processes, but if you can’t communicate why they matter, no one will care. As [Graham Reed](https://www.linkedin.com/in/grahamreed/), Head of Product Operations at Heliox Group, says, “Ensure they know WHY you are building X process, and what the value to them is.” [![A headshot of Graham Reed, Head of Product Operations at Heliox Group, is shown with a quote next to his face. The quote reads: "Ensure they know WHY you are building X process, and what the value to them is." ](https://www.productmarketingalliance.com/content/images/2025/09/data-src-image-10d0fa90-a5b1-44e9-85d5-33b7883b8d5a.png)](https://www.gotomarketalliance.com/state-of-product-ops-report-2025/) **Source:* [**State of Product Ops Report 2025*](https://www.productledalliance.com/state-product-operations-report-2025/?utm%5Fsource=ghost&utm%5Fmedium=resources&utm%5Fcampaign=content) When a PM understands that a new tool will save them ten hours a month on data analysis, they’ll be much more likely to embrace it. ### 5\. Focus on enablement, not control Your primary focus should be on creating a positive and effective experience for product managers, not controlling or pressuring them. In organizations where PMs are highly confident and experienced, it's especially important to focus on enabling them to do their thing as effectively as possible – without stepping on their toes. [![A picture of Chris Butler, Director of Product Operations at GitHub, smiling at the camera. A quote from him is featured next to his image, which reads: “You’re not here to control or pressure the product managers. Your focus is on making their experience positive and awesome.”](https://www.productmarketingalliance.com/content/images/2025/09/data-src-image-fb7d1043-3564-4e1d-87c9-c977e91dfd59.png)](https://www.productledalliance.com/building-better-relationships-between-product-ops-and-product-management) **Source:* [**Cracking the Product Operations Code*](https://www.productledalliance.com/cracking-the-product-operations-code-with-chris-butler-ebook/?utm%5Fsource=ghost&utm%5Fmedium=resources&utm%5Fcampaign=content) As Chris Butler points out in [*Cracking the Product Operations Code*](https://www.productledalliance.com/cracking-the-product-operations-code-with-chris-butler-ebook/?utm%5Fsource=ghost&utm%5Fmedium=resources&utm%5Fcampaign=content), “You’re not here to control or pressure the product managers. Your focus is on making their experience positive and awesome.” ### 6\. Reduce friction One of the most valuable things you can do for PMs is to free up their mental bandwidth. In [his appearance on the *Product Ops Chronicles* podcast](https://www.youtube.com/watch?v=lhcqzl2PXHU), [John Cutler](https://www.linkedin.com/in/johnpcutler/), Head of Product at Dotwork, suggests looking for tasks that are treated like big conversations but could just be simple updates. By streamlining tasks like routine status reports or information requests, you reduce the “work around the work” and allow product managers (and yourself!) to focus on higher-value activities. ### 7\. Focus on the success of the product, not just the PM While PMs may be your primary stakeholders, your ultimate goal is to support the creation of great products. This broader perspective elevates the relationship from a support function to a strategic partnership. Frame your work around the shared mission of building products that customers love and use. ### 8\. Leverage data and metrics to prove impact Measuring the impact of product operations is tough, but it’s essential for proving your value. Our report found that over half of teams use PM satisfaction scores, which is a great start – but you can go further. [![A donut chart titled "How is product ops measured?" displaying various metrics and their percentages. "Product team satisfaction scores" is 54%, "Cross-functional collaboration ratings through internal surveys" is 37%, "Time-to-market for new features or products measured in weeks" is 28%, "Customer retention or churn rates measured by NPS" is 16%, "Revenue growth tied to product initiatives" is 14%, "Bug/issue count" is 5%, "Efficiency/time saving" is 4%, "Internal adoption" is 2%, and "No formal measurement" is 21%.](https://www.productmarketingalliance.com/content/images/2025/09/data-src-image-9afe4c98-3e1d-4a59-bf46-2f31a996d4d9.png)](https://www.productledalliance.com/building-better-relationships-between-product-ops-and-product-management) **Source:* [**State of Product Ops Report 2025*](https://www.gotomarketalliance.com/state-of-product-ops-report-2025/) Focus on what [Topher Fox](https://www.linkedin.com/in/topher-fox/) calls “operating model metrics,” like time to problem discovered, time to solution discovered, and value of feedback. By tracking these, you can quantify how your work is making the entire product team more efficient. And for a truly strategic approach, tie your work to broader business outcomes like customer retention. ### 9\. Embrace AI and automation To make the leap from tactical support to strategic partnership, you need to leverage new technologies. While only **5%** of dedicated product operations teams have high levels of automation today, nearly half of product ops folks see AI-driven workflows as central to their future. [![A half-circle donut chart shows a small yellow sliver representing 5% and a large blue-black portion making up the rest of the chart. The text below the chart states: "5% of dedicated product ops functions have high levels of automation." ](https://www.productmarketingalliance.com/content/images/2025/09/data-src-image-9d33c1b9-2fec-4f33-bccd-f021a1f384a6.png)](https://www.productledalliance.com/building-better-relationships-between-product-ops-and-product-management) **Source:* [**State of Product Ops Report 2025*](https://www.gotomarketalliance.com/state-of-product-ops-report-2025/) By using automation to handle repetitive tasks like data aggregation and reporting, you can free up valuable time to focus on more strategic work – like providing data-driven insights to leadership and PMs, ultimately earning yourself a seat at the strategic table. ## Conclusion Product ops has the chance to redefine its role: not as a reactive support team, but as the driving force behind product excellence. The question isn’t whether PMs will engage – it’s how quickly you’ll show them why they should. Build the trust, prove the value, and lead the way to better products, together. ### The post-launch playbook: Turning launch momentum into sustainable growth URL: https://www.gotomarketalliance.com/the-post-launch-playbook-turning-launch-momentum-into-sustainable-growth/ Last updated: 2025-10-10T17:03:41.000Z Have you ever [launched a product](https://www.gotomarketalliance.com/tag/product-launch/) that seemed like an instant success – early sign-ups, excited users, and plenty of buzz – but then, just a few weeks later, everything slows down? The momentum fades, and you’re left wondering, *What’s next?* I’ve been in [product marketing](https://www.gotomarketalliance.com/product-marketing-from-startups-to-corporate/) for over ten years, and I’ve seen this scenario unfold countless times. As exciting as the launch phase can be, it’s not the end of the road. In fact, it’s just the beginning. The real challenge starts after the launch – turning that initial excitement into sustainable, long-term growth. So, in this article, I’ll walk you through the strategies, tactics, and mindsets you need to ensure that your [post-launch](https://www.gotomarketalliance.com/the-biggest-mistakes-companies-make-post-launch-and-how-to-fix-them/) phase doesn’t become a time of stagnation but instead a period of continuous, predictable growth. Let’s dive into how you can turn your product’s early wins into lasting success. ## **The new landscape: Why traditional GTM tactics don’t work anymore** Let’s first acknowledge a fundamental shift that’s taken place in the way we approach [go-to-market (GTM) strategies](https://www.gotomarketalliance.com/tag/go-to-market-strategy/). A few years ago, we could afford to throw a big launch event, blast the product across all channels, and hope for the best. But that’s not the case anymore. ### **Changing buyer expectations** Today’s B2B buyers want fast results. The buyers you’re engaging with now are either Millennials or from the generation that grew up with instant access to information. They don’t have the patience to wait months for your product to show value. They want to see it in action quickly, or they’ll move on to the next thing. ### **Innovation demands** The pace of innovation also keeps accelerating. If your product isn’t constantly evolving with features like AI and automation, it’s tough to compete. Users expect these features. They want to see automation, whether it’s for generating reports or other repetitive tasks. ### **Investor pressure** The pressure from [investors](https://www.gotomarketalliance.com/buy-in-for-messaging-and-positioning-strategy-video/) has shifted as well. They aren’t looking for a big spike in sign-ups at launch. What they care about is sustainable growth. They want to know that the product will be around a year, or even five years from now, and that you’re actively working to engage users long-term. It’s not enough to get a few big logos or some early traction. They need to see consistent, profitable growth. These shifts present challenges for us as marketers, and it’s why the typical "blow it out of the water" launch strategy doesn’t work anymore. According to [recent research](https://www.saas-capital.com/blog-posts/benchmarking-metrics-for-bootstrapped-saas-companies/) from SaaS Capital, **65%** of products lose momentum within 90 days of their launch. That means, after all that effort, we end up watching as the product adoption fades, and we’re left wondering what to do next. [Beyond the launch: Unlock the levers to drive revenue growthDiscover how product marketers can drive revenue growth, boost pipeline, and impact sales velocity beyond the product launch.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-250.png)GTM AllianceEd Cho![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---Beyond-the-launch-Unlock-the-levers-to-drive-real-revenue-growth-1-1.png)](https://www.gotomarketalliance.com/beyond-the-launch-unlock-the-levers-to-drive-real-revenue-growth/) ## **Why does launch momentum fade?** Here’s the hard truth: just because your launch was successful doesn’t mean you’re done. In fact, I’ve seen too many teams celebrate too early only to see their adoption rates drop sharply in the following months. This happens because the focus often shifts too quickly from activation to scaling, leaving a gap where strategic post-launch activities should take place. The problem with a lot of product launches is that they focus only on the initial spike. While that first wave of excitement is important, it’s just as crucial to focus on [building sustainable engagement](https://www.gotomarketalliance.com/how-emotional-design-and-storytelling-can-transform-your-training-and-boost-engagement/) after the fact. If you’ve launched your product and got some traction, the question becomes: what’s next? You have to prepare for the growth phase, or risk losing that early momentum. [Research-driven product launch strategies for GTM successDiscover how research drives successful product launches and learn stellar data-driven strategies for effective go-to-market planning.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-251.png)GTM AlliancePrak Swamy![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/product-launch-prak-swamy-5.png)](https://www.gotomarketalliance.com/product-launch-research-driven-strategies-go-to-market-success/) _This post is for paying subscribers only._ ### The major challenges facing customer success URL: https://www.gotomarketalliance.com/challenges-facing-customer-success/ Last updated: 2025-10-03T12:14:58.000Z Swathes of redundancies, crippling job markets, and slashed budgets rain down on the current working landscape. Everyone’s feeling it, both customers and businesses alike, which makes for a unique situation for customer relationship management positions. Customer success managers (CSM) find themselves caught in the crossfire of internal and external challenges, circumventing obstacles that too often mirror their clients’ struggles – preventing them from doing their roles. But what are **the most common internal and external challenges** or barriers to customer success today? Let’s look into it together and equip you with a strategic roadmap for identifying, preventing, and addressing the critical barriers facing [customer success teams](https://www.customersuccesscollective.com/customer-success-in-crm-video/). [The Faster Go-to-Market PlaybookHow leaders use AI to scale fast from day one![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-241.png)GTM AllianceGo to Market Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Whitepaper_Meta_.png)](https://www.gotomarketalliance.com/stripe-faster-go-to-market-playbook/) ## Internal barriers for customer success teams in 2025 In order to manifest career progression, help shape the future of [customer success](https://www.customersuccesscollective.com/what-is-customer-success/), *and* provide customer value, you need first to realize what’s holding you back. From a management perspective, understanding what’s going wrong for other CS teams is like gold dust – it allows you to make sure your company doesn’t make the same mistakes and re-focus efforts on ensuring CS is as effective and valuable as possible. In the [State of Customer Success 2025](https://www.gotomarketalliance.com/state-of-customer-success/), we asked hundreds of customer success professionals what their biggest internal barriers are, and what gets in their way of true customer success. The results were fascinating. It’s important to mention that this survey was conducted anonymously. We did not request any personal identifiers such as names, email addresses, or company details. Therefore, the insights into company irregularities were captured without fear of reprisal or penalization. ### Lack of clarity around role and prioritization For many CSMs, the role itself remains contested ground. Instead of a clearly defined mandate, many describe a fog of expectations where “everything that isn’t support” defaults to customer success. Without direction from leadership, teams struggle to set priorities, explain their scope, or establish boundaries. For those who took our survey, this is what they had to say: - "Lack of clarity around what should be CSMs’ highest priority/role. - "Understanding the actual scope of success. Sometimes it feels like ‘if it’s not support, it must be success’ is the go-to answer." - “Explaining my role." - "Educating people on the scope of CSM & our ownership of all customer touchpoints." This lack of clarity leaves CSMs vulnerable to role creep – pulled into tasks that dilute their real impact ### Poor leadership and organizational understanding of CS Just like we saw in 2024, leadership missteps compound the problem for CSMs. Our survey respondents pointed to short-term thinking, strategic blind spots, and executives who underestimate the complexity of CS work. - "Negativity from leadership." - "Leadership and investors mandating CS decisions without actually understanding a day in the life of CS." - “Leaders in the organization who don't understand how a SaaS organization is supposed to be run." - "Poor leadership at the moment – lack of strategy, vision, and ability to effectively execute at the VP level." When CS is viewed as tactical rather than strategic, its ability to influence company direction is inevitably stunted. ### Product issues and misalignment CS cannot thrive if the product itself is shaky. Many respondents described buggy platforms, slow development cycles, and features that miss the mark for customers. In these cases, success managers are left apologizing for shortcomings rather than enabling value. - "Our product doesn't work as it should." - "We haven’t been solving customers’ most common issues. Instead, we’ve been delivering other features and products." - "Too many bugs, no development." - "The direction of the product – whether it serves the customer or sales." Without tighter product-CS alignment, these frustrations become systemic blockers to retention and growth. ### Communication silos and cross-functional misalignment While customer success thrives on collaboration, many respondents described siloed information, poor cross-functional communication, and competing departmental priorities. - "Siloing of information amongst teams leads to conflicting work." - "Communication with teams outside of CS, other teams not wanting to communicate." - “Cross-functional collaboration – competing priorities." - "Lots of teams working in silos." Sadly, the result from this often leads to duplication of effort, lost opportunities, and customer experiences that feel fragmented rather than seamless. [The rise of the ecosystem economy and the future of go-to-marketDiscover the rise of the ecosystem economy and why partner-driven go-to-market strategies are the future of global business growth.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-242.png)GTM AllianceVishal Ganeriwala![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---Vishal-Ganeriwala--Senior-Director-of-Product-Management-and-GTM-at-NVIDIA---The-rise-of-the-ecosystem-economy-and-the-future-of-go-to-market-1.png)](https://www.gotomarketalliance.com/the-rise-of-the-ecosystem-economy-and-the-future-of-go-to-market/) ### Resource constraints What emerged as a major issue in 2024 continues into 2025: underfunded, understaffed, and under-equipped CS teams remain the norm. Despite CS being more widely acknowledged as vital to revenue, many teams still operate with minimal headcount, lean budgets, and limited access to the tools they need. Many respondents noted a that this hampers their ability to deliver value to their customers: - "\[My\] company does not value \[its\] customer success team... They cut our pay and positions and then get upset about customers churning." - "We are small, so severe lack of resources from manpower to systems to hygiene in places like our CRM." - "Too many internal inefficiencies." ### Lack of strategic influence or career path Career progression remains a sore point. Many CS professionals feel they lack a seat at the strategic table, with limited visibility into decision-making and few opportunities to grow. There's a definite whiff of frustration aired by our survey respondents at being sidelined: - “Having a voice in strategic decisions.” - "Lack of career growth." - "The perception that a VP of Customer Success is not needed even though I'm responsible for all tasks a VP would be responsible for." - "Internal inertia." Beyond these six themes, respondents pointed to broader organizational issues: sales-led cultures that overpromise to customers, legacy structures resistant to change, and outdated mindsets preventing the CS function from evolving. ### So, what does this mean for CS professionals today? In truth, these insights paint a picture of a function still fighting for influence — often without the budget, alignment, or recognition needed to thrive. But our panel of experts offered both realism and hope. **Julien Le Terrien, Chief Customer Officer at Mobilexpense:** > "Compared to more established and well-understood roles, CS often struggles to secure the legitimacy it deserves. However, the greater the challenge, the greater the opportunity! > > "It’s up to us as CS professionals to clearly define and communicate our roles and impact… Lack of clarity? Bring up your own definition. Limited influence? Show the numbers on how much you helped save, renew, or expand. Once CEOs and CFOs see clear evidence of CS’s direct impact on the bottom line, their attitudes shift significantly." **Chinelo Diejomaoh, Customer Success Manager at HiBob:** > "Some organisations are still stuck in the old mindset about customer success. When role definitions aren’t clear, CS gets mistaken for reactive support instead of a crucial strategic function. CS leaders must be part of decision-making and ensure CSMs have the tools, training, and opportunities to collaborate effectively across teams." **Andreja Mrzel, Director, Customer Success (EMEA) at BlackLine:** > "I’ve seen all of these barriers firsthand. The mix changes, but they’re ever-present. In today’s economy, we’re seeing decreasing resources and rising targets, which blocks career growth and risks damaging the profession long term. The decline in customer-first culture is already showing the consequences of these internal barriers." **Mark Higginson, Chief Customer Officer at ScreenSteps:** > "Resources will always be limited, and CS must evolve with the business. Post-sale is where complexity and ambiguity live — and that’s where CS leaders need to step up. > > "The most effective teams don’t wait on the sidelines; they co-create the customer journey, redefine their role, and align with revenue goals. If CS doesn’t lead the post-sale experience, no one will — and the function risks becoming an afterthought rather than a strategic driver." While these 2025 insights highlight how customer success is still battling for clarity, influence, and resources, it’s equally valuable to look back at the 2024 findings to see which challenges persist — and which ones have evolved over time. [Where GTM is headed: The key trends shaping tomorrow’s strategiesThe GTM playbook is dead. Discover the future of go-to-market with insights on AI, GTM pods, and the new buyer-led era.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-243.png)GTM AllianceJordan Cullen![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---Jordan-Cullen--Lead-Product-Marketing-Manager--Zest-AI---Where-GTM-is-headed-The-key-trends-shaping-tomorrow---s-strategies-1.png)](https://www.gotomarketalliance.com/where-gtm-is-headed-the-key-trends-shaping-tomorrows-strategies/) ## Internal barriers for customer success teams in the past year ### Lack of resources and budget [Penny pinching](https://www.customersuccesscollective.com/building-a-customer-success-toolset-with-a-limited-budget/) can yield long-term gains, but, in the short term, it can make day-to-day activities pretty challenging. If a fiscally shrewd agenda is a company-wide initiative, that’s one thing; however, if a customer success department is targeted, then this puts a new perspective on the matter. ### Startup struggles For example, if you work in a [startup](https://www.customersuccesscollective.com/how-startups-develop-a-customer-success-strategy/), the goal for that company will be to maximize its existing resources to build a full customer success org. An Implementation Specialist corroborated this, noting that they work for a “‘bootstrapped’ startup with limited resources.” ### M&A chaos Sometimes lack of resources stems not from cost-cutting but through structural changes. [Mergers and acquisitions](https://www.customersuccesscollective.com/mergers-and-acquisitions) are notoriously tricky beasts, inviting a lot of uncertainty. Another person in our survey, a VP of Customer Success, revealed that their “department was made via an acquisition” therefore, a “CSM layer only exists within my department.” This VP is now in the tough position of “trying to socialize CSMs across the entire company and expand the role outside the department.” In this situation, there appears to be a lack of leadership consideration for how customer success can operate within the newly merged organization. ### Lack of pay progression and high staff turnover For other customer success professionals, common topics emerge like a **lack of pay progression** and a **high staff turnover**, both of which invite employee dissatisfaction. If you're not provided with clear career pathways, you can't envisage your future at a company, and are not supported professionally, it becomes increasingly difficult to maintain motivation and commitment. The result is a potential exodus of talented professionals who feel undervalued and overlooked, creating a cycle of instability that further undermines the effectiveness of the customer success department. Without investing in staff development, career progression, and competitive compensation, companies risk losing their most valuable asset: their skilled and dedicated employees who are crucial to maintaining strong customer relationships and driving organizational success. ### Communication and alignment This isn’t an issue unique to customer success, but boy, does it grind our gears nonetheless! Poor communication and a lack of cross-functional alignment can utterly derail an organization’s effectiveness. As a Director of Customer Success bluntly stated in our report, there's a "**lack of communication** and **managers who don't understand customer acquisition and success**." Without a fundamental understanding of the intricate journey from acquisition to success, there’s going to be an inevitable barrier to strategic alignment. ### Too many processes Having the structure of streamlined processes is a luxury amiss in many startups, but there can be too much of a good thing. An overload of processes can negate the effacity of the process, and be a blocker in and of itself. "There are too many processes; my company doesn't do a good job of supporting current employees," noted one frustrated CSM. This bureaucratic complexity can stifle productivity and employee engagement. ### Leadership problems Leadership dynamics further complicate the landscape. "The very male-dominated and engineering-led leadership team undervalues customer success and sees it as a cost center," reveals a deeper issue at play: not only are there cultural challenge that marginalizes customer-centric approaches but structural gender inequality. Perhaps most destabilizing is the lack of strategic consistency. As one professional candidly shared, "We have constantly shifting targets as our CEO's 'vision' changes frequently." Such constant pivoting creates an environment of uncertainty, making it nearly impossible for teams to develop and execute consistent, long-term strategies. These communication breakdowns are more than mere operational challenges – they represent systemic issues that can critically undermine an organization's ability to deliver exceptional customer experiences. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/12/GTM_Product-Led_Growth_Report_CTA.png)](https://www.gotomarketalliance.com/the-partner-led-growth-playbook/) ### Breakdown of product relationship [Interdepartmental relationships](https://www.customersuccesscollective.com/customer-success-and-cross-departmental-collaboration/) prove particularly problematic among a minority of customer success professionals. One CSM lamented their “poor relationship with \[their\] product team," highlighting the friction that can emerge between customer-facing and product development teams. Such misalignment can lead to disconnected product strategies and unmet customer needs. Curious to hear it from the horses’ mouths? Here you go. When asked what their biggest internal barriers are, this is how some customer success professionals responded:: - “Slow product developments – and requests being ignored for an alternative agenda.” - “We have no leverage over the product; we’re being forced to make do with whatever the product team builds, while it should be the other way around.” - “Poor product stability.” - “Our product doesn’t build new features quickly enough to justify its price i.e. closing the value gap quickly.” - “Customer success has no influence on the product roadmap.” - “We don’t have enough engineers to build the features our customers want.” - “It's a very product-led company and made up mostly of engineers. I'm piloting the entire customer success function alone.” We put this dissonance to two acclaimed customer success leaders, to understand their take on it, and to provide their experience of product-customer-success collaboration. **Jess Galenski, Director of Customer Success at Apryse:** > “There needs to be an open line of communication between the two teams whether that is monthly meetings, system tools for feedback, and cross-collaboration on customer needs. > > "The teams should understand each other's goals, CS should understand the roadmap and the product should be just as accessible to customers as CS is. This helps drive the feedback loop and create strong alignment between CS, product, and your customers.” **Mark Higginson, Chief Customer Officer at ScreenSteps:** > “Our CS teams have historically worked very well with our product teams. The first thing I do when I start at a new organization is ensure the relationships between CS, product, and sales are strong. > > "We focus on bringing value to the product team and developing a clear, mutually agreed-upon feedback loop. Often, this needs to be driven by CS. > > “This collaboration ensures that customer feedback is effectively integrated into product development, enhancing the overall customer experience and aligning our efforts with customer needs and expectations. > > "Leveraging the data we can glean from our customers, CS can paint a clear picture of what the potential risks and rewards are in future development plans.” ### A lack of understanding of customer success In many organizations, customer success remains a misunderstood and undervalued function. "There's just a general lack of direction and processes at our company," one professional candidly shared, highlighting the organizational underdevelopment that plagues many customer success teams. Operational challenges run deep. "There's an operations immaturity and lack of change management culture," revealing the systemic barriers preventing effective customer success implementation. Even at more established companies, professionals find themselves constantly "evangelizing customer success to internal sales." Management misconceptions further complicate the landscape. "Our management doesn't understand what CS is about and sees it as a mere sales function," which illustrates the reductive view that undermines the strategic importance of customer success. This misalignment becomes most apparent in performance measurement, as one Manager of Customer Success noted: "While the C-suite recognizes the value of CS, they measure our success through sales metrics, which conflicts with our primary goal of retention." As we kept digging into our research, we discovered that interdepartmental friction emerged as a critical challenge. Another Manager of Customer Success admitted that the real blockage to their customer success function is “there isn't enough genuine partnership with sales and product teams." The result is a suffocating environment where "there are too many layers of management and not enough respect and autonomy." There’s a lot of truth in fearing the data side of customer success taking over the human aspect. We need both to bring true success. One Senior CSM remarked that their "goals of meeting metrics are prioritized over the quality of calls and connections," highlighting how quantitative approaches can overshadow the nuanced, relationship-driven nature of customer success. ### Sales and marketing misalignment It’s not just product teams causing issues, tension between customer success and traditional sales approaches is palpable in some organizations. One consultant notes that "There's an excessive focus on sales growth," highlighting the continued prioritization of acquisition over retention. Marketing dependencies create additional challenges. "We're overly dependent on marketing," and "trying to prove our value and what revenue we produce without directly being tied to renewals" underscore the ongoing struggle for recognition. The fundamental disconnect is perhaps best summarized by a stark assessment: "We're sales-driven not customer-driven." This mindset, a rejection of customer-centricity, continues to undermine the strategic potential of customer success as a holistic business approach. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/GTM_Cross-functional_Go-to-Market_CTA-1.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) ## External challenges Where digital marketers grapple with Google Core updates or fluctuating social media algorithms, CSMs are faced with systemic pressures that directly impact their ability to deliver value. Consider a CSM working with B2B clients. When a CSM experiences internal problems stemming from the current economic landscape – think budget constraints and recruitment freezes – chances are their customers are experiencing near identical pressures. This creates a unique symbiosis of struggle: internal barriers that perfectly reflect external market constraints. ### Budget restraints Global economic trends are creating a domino effect. Clients' businesses are reluctant to spend, struggling with: - Tight budget allocations - Limited departmental buy-in - Escalating ROI expectations These financial pressures directly impact a CSM's ability to drive upsells, cross-sells, and renewals – for which **49.1%** of customer success professions are responsible. [![The State of Customer Success 2024](https://www.customersuccesscollective.com/content/images/2025/01/Does-customer-success--1--1.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-report/) The State of Customer Success 2024 It’s a bitter pill to swallow, but in circumstances where your clients are feeling the pinch, potential expansions become non-starters when your clients are implementing strict spending freezes, dealing with internal cost-cutting mandates, or experiencing significant financial uncertainty But here’s where the domino effect truly comes into play: compounding these challenges is the issue of organizational instability. High staff turnover among client organizations creates additional friction. When key stakeholders change a CSM’s carefully cultivated relationships get reset to zero. Each new point of contact means: - Rebuilding trust from scratch - Re-explaining product value propositions - Potentially losing institutional knowledge about the client's specific use cases The result? A CSM's job transforms from relationship management to economic navigation – threading a needle between organizational limitations and client expectations. These interconnected challenges don't just complicate the CSM's role; they fundamentally reshape the landscape of customer success. Success now requires not just relationship skills, but economic adaptability, strategic thinking, and near-prophetic anticipation of market shifts. The core insight remains stark: in 2025's economic climate, customer success is as much about survival strategy as it is about delivering value. ## Why it’s important to understand what’s impacting customer success in 2025 Recognizing the pitfalls that plague other customer success teams enables a proactive approach, transforming potential missteps into milestones of learning and growth. Like intrepid adventurers who thrive, not despite, but *because* of the obstacles they encounter, insightful management can sculpt a customer success environment that is dynamic, resilient, and uniquely tailored to avoid the errors of their predecessors. On the individual level, grasping at the gnarly roots of these internal barriers becomes a tool for personal evolution. As a customer success professional, you are the conduit between the company's purpose and the customer's needs, and understanding your colleagues' pain points provides a rich context by which to fine-tune your approach. So, if you find familiar echoes in the struggles shared here, let them be the nudge you need to reassess your goals and recalibrate your compass towards a more fulfilling customer success journey. --- *If you enjoyed reading this article, you'll love our State of Customer Success report. It's packed full of real-life insights like these challenges, the core responsibilities of CSMs and the KPIs teams are measured on. It's not one to be missed!* [ Discover the report ](https://www.gotomarketalliance.com/state-of-customer-success/) ### GTM Engineering Summit San Francisco | OnDemand URL: https://www.gotomarketalliance.com/gtm-engineering-summit-san-francisco-ondemand/ Last updated: 2026-01-30T16:33:29.000Z _This post is for paying subscribers only._ ### The faster Go-to-Market playbook: How leaders use AI to scale fast from day one URL: https://www.gotomarketalliance.com/stripe-faster-go-to-market-playbook/ Last updated: 2025-09-30T14:31:54.000Z AI startups are setting a new benchmark for growth, hitting **$1M in annualized revenue** more than 25% faster than the previous generation of SaaS companies. For GTM leaders, a shorter timeline means the race to find product-market fit and capture market share is more intense than ever. An agile GTM strategy is critical, but it's often undermined by inflexible back-end systems, leading to: - **Pricing models that are too rigid to test**, leaving you unable to find product-market fit or respond to competitors. - New pricing and packaging launches that get **blocked by engineering backlogs**, killing your GTM momentum. - An inability to **effectively scale a self-serve motion** or expand globally without a massive operational lift. - A disconnect between the value your product delivers and how you charge for it, putting **unit economics and margins at risk**. This guide, brought to you in partnership with Stripe, shows how today’s fastest-growing AI companies built monetization into their core GTM strategy, turning their financial infrastructure into a competitive advantage. **Grab your copy:** ## What you'll learn: Get practical strategies and case studies to accelerate your GTM motion and drive revenue growth: - **Use pricing as a growth lever to find PMF faster:** See how Browserbase drove a 17% increase in customer sign-ups in one month by launching a new free tier. - **Accelerate time-to-revenue and free up engineering:** Learn how ElevenLabs scaled to support hundreds of thousands of subscribers, without diverting engineers from the core AI model. - **Execute a global GTM strategy from day one:** Discover how Leonardo AI successfully expanded to 189 countries, turning a potential operational hurdle into a massive competitive advantage. - **Launch and test monetization strategies instantly:** Learn how Runway was able to launch its complex pricing models in just a few minutes using no-code solutions, enabling rapid GTM experimentation. ## Inside the playbook… These are the core principles for a winning AI go-to-market strategy: - **Monetization is part of the launch, not an afterthought.** Your ability to charge for value is central to finding PMF. - **Your ability to experiment shouldn't be limited by engineering headcount.** Offloading non-core work allows you to dedicate your most valuable resources to your product. - **Winning in AI is a global race from the start.** Top AI startups sell into twice as many countries as their SaaS peers in their first years. - **Don't let "operational drag" kill your GTM speed.** Manual back-office workflows can stall a company during its most foundational growth phase. Get your no-cost copy now and discover how to use today's most cutting edge technology to scale fast *and* sustainably. --- Brought to you in partnership with **Stripe**. ### The rise of the ecosystem economy and the future of go-to-market URL: https://www.gotomarketalliance.com/the-rise-of-the-ecosystem-economy-and-the-future-of-go-to-market/ Last updated: 2025-09-18T12:37:20.000Z You’ve probably seen how *rapidly* things are evolving these days. Business trends come and go, but some shifts seem to have more staying power than others. In recent years, one of the most significant transformations has been the rise of the **ecosystem economy**. It’s no longer enough to just have a product to sell. Customers want something more integrated, holistic, and dynamic. They want an [interconnected experience](https://www.gotomarketalliance.com/how-to-connect-gtm-strategy-gain-organizational-alignment/) that scales, adapts, and connects seamlessly with other tools and platforms. This shift is quickly becoming a critical part of the current economic landscape. In fact, by 2026, [IDC projects](https://my.idc.com/getdoc.jsp?containerId=US49755022&pageType=PRINTFRIENDLY) that **60%** of global revenue will come from partner-driven models. That’s a *huge* number and one that makes it clear: ecosystem-led GTM strategies are here to stay. So, in this article, I’m going to walk you through how we got to this point and why embracing the ecosystem economy can be a game-changer for your business. Let’s dive in. ## **What’s driving the ecosystem economy?** To understand the rise of the [ecosystem economy](https://www.gotomarketalliance.com/ecosystem-go-to-market-vs-partnership-go-to-market/), we need to dive into the driving forces behind it. There are a few key factors that have catalyzed this shift in how companies go to market and deliver value to customers. First and foremost, there’s the ongoing **adoption of cloud technology**. Cloud platforms have revolutionized how businesses operate. They’ve made it possible for organizations to scale quickly and access a wealth of computing resources without the heavy investment in physical infrastructure. This is a *big deal*. The cloud has enabled companies to move faster, innovate more efficiently, and create products that integrate easily with one another. It's an enabler for [collaboration](https://www.gotomarketalliance.com/how-to-achieve-go-to-market-alignment-a-guide-to-gtm-cross-collaboration/), breaking down the silos that traditionally existed between various functions, technologies, and industries. But cloud adoption is just the beginning. We’re also seeing a **shift in buyer behavior**. Customers no longer want to purchase a single product or service in isolation. They want comprehensive solutions that can be easily integrated with the rest of their tools. This is particularly true in sectors like IT, [SaaS](https://www.gotomarketalliance.com/crafting-a-successful-b2b-saas-go-to-market-engine/), and other enterprise-focused industries where companies often rely on a suite of applications to run their day-to-day operations. The modern buyer wants everything to work together seamlessly. They want products that fit into an existing ecosystem rather than adding to the complexity. At the same time, the rise of the API economy and platform marketplaces has reshaped how companies buy and sell technology. Open APIs make it possible for products to plug into each other with minimal friction, while marketplaces like AWS, Salesforce AppExchange, and HubSpot provide ready-made distribution channels. Buyers now expect solutions that don’t just solve one problem but integrate easily into the platforms and tools they already use, giving them a connected experience instead of another silo to manage. As a result, the ecosystem model has gained traction as companies look to meet these evolving customer demands. The fact is, ecosystems aren’t just a nice-to-have anymore – they’re a *necessity*. Companies that adopt an ecosystem-driven GTM approach can create more value for their customers while expanding their market reach. [Ecosystem-Led Go-to-Market Certified: Masters BrochureElevate and standardize your entire organization’s go-to-market skillset and watch your revenue streams rocket. GTM Alliance is \*the\* platform of choice.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-238.png)GTM AllianceGo to Market Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Meta_Images_Text-1-7.jpg)](https://www.gotomarketalliance.com/ecosystem-led-gtm-certified-masters/) ## **The multiplier effect of ecosystems** One of the most compelling reasons to embrace ecosystem-driven GTM strategies is the **multiplier effect**. When companies come together to form an ecosystem, the combined value delivered to customers is often far greater than the sum of its parts. The right partnerships can create a domino effect of innovation, reach, and customer trust that drives growth for all involved. Let me share an example from my own experience. When I led the Citrix Ready program, Citrix faced a common challenge. They had strong virtualization and remote desktop solutions, but customers often needed additional hardware, peripherals, and third-party applications to work seamlessly within the Citrix environment. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/09/Screenshot-2025-08-22-at-17.05.11.png) Rather than trying to develop all of these complementary products internally, my team launched **Citrix Ready** – a certification program designed to bring together technology partners, software vendors, and hardware manufacturers. The results were *transformative*. Citrix was able to leverage a network of partners to offer customers a fully integrated solution. Customers knew that their entire [IT stack](https://www.gotomarketalliance.com/adopting-ai-into-your-go-to-market-tech-stack/) – whether it was networking gear, security tools, or cloud applications – would integrate smoothly with Citrix’s products. This is a prime example of how ecosystem partnerships can expand your reach, enhance your brand’s reputation, and build trust with customers. It’s no longer just about selling a product; it’s about creating a seamless experience that supports the entire [customer journey](https://www.gotomarketalliance.com/enhance-your-gtm-strategy-with-customer-journey-mapping/). [Ecosystem Go-to-Market vs Partnership Go-to-MarketA business ecosystem is a network of companies working together to deliver an integrated offering to their customers. Critically, it’s not just your relationship with one other business. It’s a web of companies woven together to deliver an end-to-end service.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-239.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/gtmecosystem-1.jpg)](https://www.gotomarketalliance.com/ecosystem-go-to-market-vs-partnership-go-to-market/) ## **The scalability myth: Ecosystem GTM is for everyone** There’s a common misconception that ecosystem-driven GTM strategies are only for large enterprises with vast resources. In fact, many people believe that building an ecosystem is complex, costly, and only feasible for big players in the market. I want to debunk this myth right here. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/09/Screenshot-2025-07-29-at-15.21.43.png) Ecosystem-driven strategies are actually *highly* scalable, and they can be tailored to businesses of all sizes. Take a small SaaS startup, for instance. The thought of developing integrations with hundreds or thousands of potential partners may seem daunting, but the good news is you don’t have to do it all yourself. By leveraging existing platforms like Zapier, a small SaaS company can gain access to thousands of potential partners – without making huge upfront investments. This allows them to tap into ecosystems that would otherwise be out of reach, expanding their customer base and increasing their chances of success. This model also benefits mid-sized companies that may not have the budget to develop large-scale integrations on their own. By partnering with other businesses in their industry, they can offer customers more comprehensive solutions, driving greater value while keeping costs under control. You don’t need to integrate with every player in your market – just the ones that add complementary value. In the early stages, focus on the collaborative mindset and the mutual benefits that partnerships can bring. A SaaS startup, for example, might not have the resources to develop its own payment processing system, but by partnering with a payment solution provider, they can offer a complete solution that enhances the customer experience. [Where GTM is headed: The key trends shaping tomorrow’s strategiesThe GTM playbook is dead. Discover the future of go-to-market with insights on AI, GTM pods, and the new buyer-led era.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-240.png)GTM AllianceJordan Cullen![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---Jordan-Cullen--Lead-Product-Marketing-Manager--Zest-AI---Where-GTM-is-headed-The-key-trends-shaping-tomorrow---s-strategies.png)](https://www.gotomarketalliance.com/where-gtm-is-headed-the-key-trends-shaping-tomorrows-strategies/) ## **How to get started with ecosystem GTM** If you’re convinced that ecosystem-driven GTM is the way forward, you’re probably wondering how to actually implement this strategy. Where do you start? How do you ensure that your partnerships are successful? There are a few key steps to take: ### **1\. Identify the right partners** It all starts with identifying the right partners for your business. This means [understanding your product](https://www.gotomarketalliance.com/product-led-and-sales-led-growth-why-your-gtm-strategy-needs-both-2/) and your customer’s needs and then finding companies that complement your offerings. Look for companies that have strengths in areas where you may not have the expertise or resources. These can include technology providers, service vendors, or even complementary product makers. ### **2\. Develop a clear value proposition** Once you’ve identified your partners, it’s important to create a clear value proposition for both sides. What will you gain from the partnership? And just as importantly, what will your partners gain? Make sure there’s a mutual benefit, whether it’s access to new customers, expanded market reach, or the ability to offer a more integrated solution. ### **3\. Invest in technology** Technology is crucial in making your ecosystem strategy work. Cloud-based platforms, API integrations, and data-sharing tools can all help streamline your partnerships and ensure that the products and services you offer are easily integrated into your partners’ offerings. A good example is Shopify and Stripe, who co-developed Shopify Payments. By embedding Stripe’s payment rails directly into Shopify, they created a seamless, built-in checkout experience that made life easier for merchants and boosted adoption for both companies Without the right technology in place, you’ll struggle to create a seamless experience for your customers. ### **4\. Foster collaboration and Co-innovation** Successful ecosystems are [built on collaboration](https://www.gotomarketalliance.com/guide-to-successful-product-launches-through-collaboration-and-positioning/), not competition. Work closely with your partners, share insights, and ensure that everyone is aligned on goals. A collaborative mindset will help you overcome challenges and build a stronger, more cohesive ecosystem. ## **Conclusion** As we move forward, one thing is certain: the ecosystem economy will continue to shape the future of business. By forming the right partnerships, adopting cloud technologies, and fostering collaboration, businesses can unlock new opportunities for growth and innovation. Ecosystems allow companies to provide more value to their customers while expanding their reach and driving revenue. If you’re not already thinking about how to leverage ecosystems in your GTM strategy, now is the time to start. The ecosystem economy is not just a trend – it’s the new normal. Embrace it, and you’ll be well-positioned for success in the years to come. ### State of Customer Success Report 2025 URL: https://www.gotomarketalliance.com/state-of-customer-success/ Last updated: 2025-09-16T16:04:45.000Z ## Get the clarity you need to grow your customer success career The fifth edition of our flagship **State of Customer Success Report 2025** is here – your no-fluff, data-backed guide to what customer success *really* looks like in 2025. Benchmark your role We surveyed hundreds of CSMs and CS leaders around the world to give you a clear picture of how CS is evolving – and how to keep your career ahead of the curve. ## What’s really going on in customer success? We asked hundreds of CS pros around the world to find out what’s helping teams scale... and what’s holding them back. A sneak peek at what's inside: 👀 Why nearly 70%of CS teams still **don’t have formal enablement,** and what that’s costing them. 📈 What the top-performing CS orgs are doing differently when it comes to **owning revenue**. 🧠 **How AI is actually used** in CS, and why most teams are still stuck in the experimentation phase. 🚨 The most common **internal blockers** killing CS momentum (and why role clarity is still a major issue). 📏 Which **KPIs** CS leaders are being measured on in 2025, and what’s being left out entirely? 💸 Why **customer-first culture is declining,** and what that means for the future of the function. We partnered with customer success platform [**Gainsight**](https://www.gainsight.com/) to craft this candid, data-driven look at the reality of CS today. --- ### The 2025 State of Customer Success Report: - Exposes the disconnect between strategic expectations and real support so that you can build smarter, not harder. - Benchmarks your role and team against hundreds of global peers, and gives you a shared language to drive change. - Breaks down what’s actually working inside high-performing CS orgs – and what’s just noise. Get the report and get clear on where customer success is really headed. Download your free report --- ## Why this report matters in 2025 **The role of CS is bigger than ever, but also more misunderstood.** You’re being asked to retain, expand, consult, strategize, automate… and often, explain your own job. This report shows how your peers are balancing it all – and where support is still missing. **CS is now a career, not a stepping stone.** The path is real: CSM → Senior → Director → VP. But progression requires more than great instincts. It takes visibility, benchmarks, and clarity on what good looks like. **You need data, not guesswork.** With input from hundreds of global CS professionals, this report provides shared language, proven structures, and honest insight to help you navigate growth, whether you’re solo, scaling, or leading at the exec level. Get your copy ### Where GTM is headed: The key trends shaping tomorrow’s strategies URL: https://www.gotomarketalliance.com/where-gtm-is-headed-the-key-trends-shaping-tomorrows-strategies/ Last updated: 2025-09-12T16:30:34.000Z I have to get a pop-culture reference out of the way immediately. My last name is Cullen, so it’s only fitting to start by saying: you don’t know *how long* I’ve waited to talk about [GTM](https://www.gotomarketalliance.com/tag/go-to-market/) with you all. Jokes aside, I’m genuinely excited to dive into the evolution of go-to-market strategy. For those of us in the thick of it, it feels like the ground is constantly shifting beneath our feet. While we can’t predict the exact tech stack or tools of tomorrow, we can see the powerful trends driving the [next wave of GTM innovation](https://www.gotomarketalliance.com/gtm-engineering-growth-playbook-of-the-future/). To really understand where we're going, we need to look at where we’ve been, where we are today, and where we’re headed. So, let's take a journey through the past, present, and future of go-to-market. ## **Where we’ve been: How GTM used to be** Think back about ten years ago – [launching a product](https://www.gotomarketalliance.com/common-barriers-when-launching-a-product-and-how-to-overcome-them-3/) or a feature was a dramatically different exercise. We didn't even really use the term "go-to-market" the way we do now. I remember hearing someone ask, "Who's heading the GTM strategy?" and thinking, "What is GTM? You mean a product launch?". Back then, it wasn't a strategy; it was a **launch plan**. More often than not, this "plan" was just a checklist living on a spreadsheet or in a document, owned almost entirely by [product marketing](https://www.gotomarketalliance.com/product-marketing-from-startups-to-corporate/). Success was measured by launch-day deliverables: - Did the blog post go live? - Did the email nurture campaign go out? - Did we inform internal comms? We weren't building sustainable systems; we were just checking boxes. But over the last decade, we've seen a steady shift in ownership. Around 2015, GTM was very launch-led and asset-driven, with product marketing at the helm for the most part. Then, [sales](https://www.gotomarketalliance.com/overcoming-objections-in-sales-deals/) began to play a much bigger role in the process. Soon after, the concept of **product-led growth (PLG)** exploded onto the scene. We knew about free trials, of course, but we didn't have the formalized PLG model that became everything. Following that, the term **"integrated marketing"** emerged, which I always found interesting because I just thought about marketing being integrated in general. This evolution brought us to where we are now: moving toward highly adaptive, non-siloed GTM pod environments. The core themes of this transformation have been a shift from sales-led to product-led, from one-off campaign moments to ongoing motions, and from disconnected tools to connected systems. We’ve stopped [launching products](https://www.gotomarketalliance.com/the-key-to-a-stellar-product-launch/) just because we *could* and started asking if we *should* – avoiding that classic *Jurassic Park* mistake of being so preoccupied with whether or not we could, we didn't stop to think if we should. [GTM engineering: The simple solution everyone’s making complicatedLet’s talk about what we’ve done to ourselves Here’s the thing about GTM engineering: It was supposed to make our lives easier. Instead, we’ve turned it into this monster that eats budgets, confuses teams, and requires a small army of specialists to keep running. I’ve seen marketing teams spend six![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-236.png)GTM AllianceAnkit K.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---demostack-Stop-the-GTM-tug-of-war-How-to-turn-friction-into-revenue-4.png)](https://www.gotomarketalliance.com/gtm-engineering-the-simple-solution-everyones-making-complicated/) _This post is for paying subscribers only._ ### Overcoming objections in sales deals URL: https://www.gotomarketalliance.com/overcoming-objections-in-sales-deals/ Last updated: 2025-09-12T14:10:26.000Z Handling objections in a sales role can be tricky. Whether you’re a fresh-faced sales rep or an experienced veteran, convincing a hesitant prospect to purchase your product or service is inherently difficult. When you break it down, overcoming a prospect’s objections is essentially getting them to do something that they’re currently not inclined to do - move forward in the buying process. Let’s dive in. 👇 ## What is a sales objection? When we talk about sales, especially in the B2B world, an objection refers to any concern, question, or pushback that a prospective customer raises when a salesperson is presenting their company’s product, service, or solution. It’s rare that a sales rep will face *no* objections during the sales process, especially when dealing with multiple stakeholders. It’s the rep’s job to overcome these objections and complete the sale, ensuring the prospect becomes a happy customer. Overcoming objections will involve acknowledging (*not* dismissing) the prospect’s concerns, before explaining why those concerns can be put aside. ## The most common objections in sales Every sales deal is different, each with a multitude of variables to consider. However, across all these deals, there are a series of objections that tend to crop up time and time again. Let’s list these common sales objections before taking a closer look at how to overcome them: - **Price**: The prospect thinks your product or service is too expensive - **Features**: The prospect doesn’t think your product or service has the right features or capabilities they need - **Competition**: The prospect thinks your competitor’s offering is a better deal than yours - **Timing**: The prospect feels like it isn’t the right time to make a purchase, or have a lack urgency in making a decision - **Authority**: The prospect doesn’t have the authority or seniority to make buying decisions - **Need**: The prospect doesn’t feel that they need your product or service, or that it doesn’t solve their pain points - **Budget**: Related to price, the prospect says they have a lack of budget for new solutions - **Incumbent**: The prospect is happy with their current solution and isn’t interested in changing - **Risk**: The prospect sees too much risk in changing over to a new solution - **Lack of trust**: The prospect doesn’t know your company well enough to commit While any obstacle that a prospect puts up is an objection, the ones listed above are some of the most common and any sales rep worth their salt needs to be well-prepared to address each one should it arise on a sales call. It’s also important to remember that what the prospect *says* is an objection isn’t always the real reason they’re hesitating on the deal. For example, while a prospect might say price is the issue, it might be that really they don’t think the features are what they’re looking for and aren’t willing to pay your price for “unnecessary” features. Often, uncovering the real, underlying objection (in this case, features and need), acknowledging the prospect's concern, and providing reassurance to overcome it is key. ## Handling common objections Now that we know what the most common objections are, here are some ways to handle them when they come up in conversation with prospects. While experience is the best teacher, and longer-tenured sales reps will be more comfortable with overcoming any objections thrown at them during a sales pitch, the following tips should help set any sales rep on the right track. Sales enablement teams should produce content for reps that specifically helps overcome certain objections, such as how your product compares to frequently-mentioned competitor products. With that said, let’s dive into some of the types of sales objections: ### Price > *“It’s too expensive.”* > *“We don’t have the budget.”* > *“I like your product - it’s got all the features we’re looking for, but I feel it’s too expensive.”* > *“There are similar things on the market that are cheaper.”* In all likelihood, price will be the most common pushback, so it’s essential to anticipate and prepare for it. It can come up at any time during the selling process, but typically it crops up in the deep end of a deal. It can be a way for the prospect to persuade you to offer them a discount or throw in some extras. Or, as we mentioned earlier, it can mask a different issue - such as delaying having to make a final decision. **Keith Brooks**, **CEO of B2B Whisperer** and member of our sister community's [Slack community](https://www.salesenablementcollective.com/join-the-sec-slack-community/), says: > *"Often the price issue is because it has been brought up at the wrong time in the cycle or discussion. We have not sold ourselves well enough for them to agree to our price, no matter the price. Yes, some people always negotiate but as you progress they should have a rough idea of what it will cost."* To overcome it, focus on the value that you have delivered for your other clients, emphasizing the benefits over the cost, as well as the long-term savings your product or service can offer if relevant. Referencing feedback and testimonials from other happy customers that reinforce positive ROI can be a big help, as it will build social proof of your product’s value. A common mistake is to immediately offer a discount - don’t be too quick on this. According to [**HubSpot**](https://blog.hubspot.com/sales/price-objection-responses?%5F%5Fhstc=89198276.f8f94c67c34687786cbb3516af2a160c.1688118878877.1757679862931.1757681911830.1266&%5F%5Fhssc=89198276.3.1757681911830&%5F%5Fhsfp=239261469)**’**s **Aja Frost**: “being too discount-happy will destroy your margins and lower your product’s perceived value”. | Price question to ask | Why you should ask | | ------------------------------------------------------------------------------------------------------------------------------- | ------------------------------------------------------------------------------------------------------------------------- | | “What are you comparing our price to?” | Focus on differentiating your offering in terms of value | | “How much will it cost you to do nothing?" | Encourage them to reevaluate their current situation, and allow you to explain hidden costs they may not have considered. | | “How much were you planning on paying for a solution?” | Establish whether they actually have the budget to be a viable lead. | | “After using our product to automate their payments, Example Customer found they saved X% on transaction fees at the end of Q2” | Give a real-life example of how another, similar company actually saved money using your product. | | “Is price the only thing holding you back from signing?" | Bring any underlying concerns to light to help you understand and address any issues beyond the price objection. | | “Perhaps we could negotiate a staged rollout that will allow the cost to be spread out over time?” | Helps to alleviate genuine price concerns and build trust. | ### Authority > *“I’m not the decision-maker.”* > *“I don’t have approval.”* When lack of authority is an issue, it’s important to try and get access to someone who *does* have the authority to make purchasing decisions as soon as possible. Start by researching the company structure before you make contact to establish the relevant person to speak to so that you don’t waste your time pitching to someone who will need approval to make a decision. For example, the regional offices of larger companies will often need approval from a Head Office to change suppliers. If you can’t reach a real decision-maker, empowering someone of lower influence to be your champion can help - they can put you in contact with those in authority while pushing for the purchase to be made internally. Ultimately, a lack of authority is something you need to identify as early on in a conversation as possible because contact with a decision-maker will be much more valuable. | Authority question to ask | Why you should ask | | --------------------------------------------------------------------------- | -------------------------------------------------------------------------------------------------------------------------------------------------- | | “Who else would need to be involved/know about implementing this solution?” | Try to find out if the prospect is the best person to be in contact with to close a deal | | “Would you be able to introduce me to X?” | If your current contact isn’t the right port of call, see if you can be introduced to the correct person - without offending your current contact. | | “How are purchasing decisions made at your company?” | This information can help you form a mental map of the organization’s processes and who you need to contact. | | “Is there an evaluation process or criteria I can help provide input on?” | Try to position yourself as a resource for the organization in order to build trust. | ### Competition or incumbent supplier > *“We’re currently using \[competitor\].”* > *“We already do this in-house.”* If a prospect mentions that they’re happy with their incumbent product or service, it can be a difficult situation to overcome. Disrupting an organization’s status quo can be difficult, even when your product *is* a better option than what it currently uses. Similarly, suppose they mention that they’re considering a [competitor](https://www.salesenablementcollective.com/how-to-use-competitor-analysis-for-sales-enablement-workera-case-study/) instead of or as well as you. In that case, you have to know enough about the competitor’s offering to fulfill your role as a trusted advisor. Depending on your industry, you can start by researching the customer’s buying patterns, as well as current and previous providers. If they don’t switch suppliers often, or send out requests for information/proposals, the selling process is likely going to be more challenging. Knowing your competition well, both their strengths and weaknesses is important too. You can’t explain why a prospect should choose your product over a competitor’s if you don’t know anything about the competitor. However you respond, make sure to focus on how your product can align with their needs. Don’t dismiss, ignore, or badmouth a competitor’s offering either. Even if your prospect is adamant they want to stay with a competitor or their in-house function, leaving a good impression will leave the door open to talk again in the future. | Incumbent or competition question to ask | Why you should ask | | --------------------------------------------------------------------------------------------------------------------------------- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | | “I know X competitor, they’re offering a great product - heard lots of good things! In fact, we share a lot of mutual customers.” | This will validate their existing choice, but also give you the opportunity to show you how you’re different and have provided additional value to your customers in a non-judgmental way. | | “What’s your experience been like with X competitor?”“When was the last time you considered other options in this area?” | This helps to establish their relationship with their incumbent supplier, as well as whether they are a legacy supplier they’ve not changed in a while without considering other options. | | “What do you see as the key benefits/features they provide you with?” | Again, this offers you an opportunity to talk about your product or service’s differentiators. | | “What are some things that you think could be better or that you’ve faced some challenges with, if any?” | This can uncover weaknesses with their current supplier, and demonstrate how your product would perform better than their existing solution. | | “When is your contract up for renewal?"“What timeframe do you have in mind for making any changes?” | Gauge whether this is worth pursuing now, or if they’re locked in for 6+ months - meaning it’s best to re-approach at a later date. | ## Considerations for sales enablement teams Sales enablement teams are tasked with supporting and empowering sales reps, and providing them with the resources they need to thrive in their role. Naturally, that means part of enablement’s responsibility is to prepare sales reps for these common objections - and there are a few ways they can do this: - **Onboarding** - **Sales methodology** - **Content** ### Onboarding Your [onboarding program](https://www.salesenablementcollective.com/what-is-sales-onboarding/) for new sales hires should include some basic training on these objections - particularly when it comes to you *and* your competitors’ features and benefits. Making sure that sales reps understand these differentiators right from the beginning of their tenure sets them up for objection-handling success. ### Sales methodology Training your sales reps in a sales methodology is a great way to prepare them for objections. Methodologies like **BANT** (Budget, Authority, Need, Timing), and **MEDDIC** (Metrics, Economic Buyer, Decision Criteria, Decision Process, Identify Pain, Champion) can help reps qualify leads effectively. BANT, for example, trains reps to remember four key factors when in discussion with prospects, such as whether they have the authority to make a purchasing decision. ### Content While not every sales enablement team is responsible for creating content, many do have that role - and almost all will distribute content to sales teams in some capacity. For example, you can prepare sales reps to handle objections by providing compelling content like competitor battle cards, customer case studies, and objection-handling frameworks. ## Wrapping up Objections are a natural and expected part of the sales process. While they may momentarily stall a deal, handled properly, objections allow sales reps to build trust and establish themselves as a strategic, trusted advisor to the prospect. Rather than reacting defensively to objections, sales reps should aim to ask open-ended questions and provide helpful information to move past these obstacles. While turning these common sales objections into opportunities requires patience, active listening, and a customer-first approach, if a rep focuses on bringing value to the prospect, they are well-positioned to guide the buying journey to a close. --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/09/Insider-gtma-2.png)](https://www.gotomarketalliance.com/insider-membership-plan/) ### How RevOps and CS Ops can work together URL: https://www.gotomarketalliance.com/how-revops-and-cs-ops-can-work-together/ Last updated: 2025-09-12T13:45:00.000Z There’s nothing more debilitating to a company’s data hygiene– and any to revenue growth opportunities – than siloed revenue operations(RevOps) and customer success operations (CS Ops) teams. Sure, they sound like they’re two distinct branches of general business operations, floating about in the ether of your org chart; it can be so easy to view these roles in siloes, but when they’re synchronized, the potential is staggering. When both revenue and customer business functions collaborate, they’re able to break down silos, improve data quality, align on shared goals, and drive retention, expansion, and customer lifetime value. **💡 TL;DR: Essentially, if you have RevOps and CS Ops functions that *aren’t* collaborating, you’re sitting on an untapped opportunity to transform customer relationships into long-term revenue engines.** Looking for the best way to get this off the ground? Start with regular touchpoints between your two operations teams – *then* reinforce them with shared KPIs, integrated tools, and one or two joint pilot projects to prove impact quickly. ## Why the RevOps-CS Ops relationship matters It’s 2025, and customer success isn’t just about keeping customers happy anymore. It’s a revenue engine in its own right. And the numbers prove it. According to our sister community's [State of Customer Success 2025 Report](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/), 78.7% of CS pros believe CS is a key revenue driver, and nearly half (49%) fully own expansion revenue through upsells, cross-sells, and renewals. In other words, CS teams aren’t just influencing revenue, they’re actually closing it. Retention and expansion now sit right alongside new logo acquisition in boardroom conversations. With 87.2% of CS professionals naming retention as a core responsibility, it’s no surprise that the smartest orgs are putting RevOps and CS Ops at the same table. As **Franca-Sofia Fehrenbach, Head of Customer Success at PlanRadar**, put it at the [**Customer Success Summit London 2023**](https://www.customersuccesscollective.com/customer-success-festival-london-2023-ondemand/): > *“One of my main takeaways… is get your data straight, get your data quality up. You cannot work in a silo. You have to make sure everything is well integrated with your CRM and all the other systems you’re using.”* While CS Ops might be the architects of a great customer experience, RevOps brings the blueprint for *scaling* it. We’re talking clean data, the right tech, and processes that connect every single touchpoint. Together, this marriage of Ops turns “good customer service” into measurable business growth. ## 4 ways RevOps and CS Ops win together ### 1\. Clean, connected data If you want clean, accurate, and actionable customer data, your RevOps team is a key player. They help CSMs access insights like usage trends, sentiment scores, industry data, and internal champions, giving teams the clarity they need to drive retention and growth. Then, CS Ops takes that squeaky clean data and runs with it – spotting churn risks, finding upsell opportunities, and pulling customer stories for advocacy. And since 65.6% of CS teams use product usage data to predict churn ([State of Customer Churn 2023](https://www.customersuccesscollective.com/state-of-customer-churn-2023-report/)), having a RevOps partner to make that data clean and reliable is a game-changer. 💡 ****Example:** LinkedIn built a unified customer health score that [rolled 30+ metrics into one easy-to-read number](https://www.revenueoperationsalliance.com/linkedins-strategy-for-unifying-sales-and-customer-success/?%5F%5Fhstc=259877717.bbae20f496c3c23cf4b3551c8d069b11.1750257128319.1755250442233.1757682024707.5&%5F%5Fhssc=259877717.5.1757682024707&%5F%5Fhsfp=239261469), as revealed by ****Sara Katzman, VP Customer Success Strategy & Operations at LinkedIn**. Suddenly, sales and CS could speak the same language and prioritize accounts together. ### 2\. Shared goals, shared success Nothing kills alignment faster than tracking totally different KPIs. That’s why the strongest RevOps-CS Ops partnerships rally around metrics like: - **Net revenue retention (NRR)** is tracked by 58.5% of CS teams (State of Customer Success 2025). - **Expansion revenue** is tracked by 36.6% of teams (State of Customer Success 2025). - **Churn rate** is tracked by 51.2% of teams (State of Customer Success 2025). When those numbers live in a shared dashboard and come up in every business review, you stop working in parallel and start pulling in the same direction. ### 3\. Seamless sales-to-CS handoffs Sales closes the deal. CS delivers the value. That’s the story in a nutshell, right? But without a clean handoff, things get messy… and pretty fast. What *should* happen is for RevOps to design the process so that CS knows exactly which outcomes were promised during the sale. Then, CS Ops makes sure those outcomes get tracked, measured, and achieved. Now, this is especially critical given that 67.7% of CS teams handle onboarding and 76.8% focus on value realization, two areas that can make or break a customer’s first year (State of Customer Success 2025). And when sales comp models reward [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) and retention? Everyone’s invested in long-term success. ### 4\. Operational efficiency that scales Scalable, iterable processes are the aim of the game when it comes to Ops. The long and short of it is that RevOps fine-tunes your systems and automations so the org’s machine runs smoothly. Over in the customer success camp, you’ve got CS Ops, who’re building scalable plays like digital onboarding programs, churn post-mortems, and proactive renewal cadences. But scaling isn’t just about speed. In fact, speed can be the kryptonite of any Ops team. Instead, it’s about calculated sustainable progression that frees time for revenue-driving work. As **Steve Cornwell, then founder and CEO of Northpass**, noted in his 2023 Customer Success Summit New York keynote: > *“Many of our customers say that 30% of their CSM time is spent on training… for a mid-sized company with 20 CSMs, you’re talking three-quarters of a million dollars spent on training alone.”* That’s why automation and scalable customer education programs aren’t just nice-to-haves, but are high-impact cost savers. For example, 23.2% of CS teams are already investing in automated onboarding and training (State of Customer Success 2025), and those who do often see faster time-to-value and better adoption. ## A simple framework for teaming up Here’s how to get RevOps and CS Ops aligned without overcomplicating things: 1. **Lock in joint KPIs:** NRR, renewal forecast accuracy, time-to-value. 2. **Create one source of truth –** same dashboards, same data hygiene standards. 3. **Start with a pilot:** One joint project, prove impact, then scale. 4. **Set regular touchpoints:** Monthly journey reviews, quarterly revenue meetings. 5. **Enable with tech:** CRM, analytics, and automation tools that talk to each other. ## The LinkedIn example At LinkedIn, Account Directors (sales) and CSMs (CS) had competing priorities and no unified way to track customer health. This was revealed at [Revenue Operations Summit](https://www.revenueoperationsalliance.com/events/?%5F%5Fhstc=259877717.bbae20f496c3c23cf4b3551c8d069b11.1750257128319.1755250442233.1757682024707.5&%5F%5Fhssc=259877717.5.1757682024707&%5F%5Fhsfp=239261469) by **Sara Katzman, VP Customer Success Strategy & Operations at LinkedIn.** Their fix? A three-part health score: - **Product utilization:** Are they logging in and using the key features? - **ROI:** Are they getting measurable business value? - **Sentiment:** How do they feel about the partnership? According to Sara, they piloted it with a small group, then they refined it based on feedback, and completed it with a company-wide roll-out. The payoff? - Shared understanding of account health. - Better territory and account planning - Leadership visibility into risks and opportunities. ## The bottom line When RevOps and CS Ops collaborate, you’re not just smoothing processes—you’re creating a connected revenue engine. The result: - Higher retention and lifetime value (and with 87% of CS pros focused on retention, this is the big win). - Healthier margins. - Scalable customer programs. - A smoother journey from day one. Start small. Pick one shared initiative. Prove the value. Then watch how quickly those “two distinct branches” start growing in the same direction, straight toward growth. --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/09/Insider-gtma-1.png)](https://www.gotomarketalliance.com/insider-membership-plan/) ### Why mindset, not methods, is the key to revenue growth URL: https://www.gotomarketalliance.com/why-mindset-not-methods-is-the-key-to-revenue-growth/ Last updated: 2025-09-12T13:21:43.000Z Over the last few years, I’ve come to a pretty big realization: mindset is everything when it comes to driving sustainable growth in a revenue organization. For most of my career, I focused on skills and behaviors – things like how to handle objections, write a solid follow-up email, price effectively, or close a deal. And sure, those are important. But I started noticing a pattern: people would apply these tactics for a couple of days, then fall back into old habits. Why? Because behavior follows mindset. You can’t fix the external if the internal isn’t aligned. ## **You don’t get the mindset you get – you build it** There’s this myth that people either have the right mindset or they don’t. That’s luck. You find someone born with it, and you win. But it’s actually the other way around. You don’t succeed *because*you’ve got the body or the talent – you succeed because you’ve got the mindset that drove you to build those things. [Mindset](https://www.revenueoperationsalliance.com/the-limitations-of-okrs-and-the-power-of-mindset-with-nick-buxton-video/) fuels growth. It’s the difference between short-term performance and long-term transformation. But changing someone's mindset is hard. It takes time, consistency, and a blend of different inputs – real feedback, the right environment, and sometimes a wake-up call about their impact on the business. ## **Mindset is a growth multiplier** When I step into an org, I look for a growth mindset in people – not just performance. In leadership sessions, I don’t always get to choose who's in the room, so my job is to spot those with the spark. I’ll give someone tough feedback. I’ll tell them their deal wasn't closed well. I watch how they respond. - Do they ask how to get better? - Do they seek clarity? - Do they talk about what they’re learning? That’s gold. Those are the people I double down on. We’re not just trying to find people who want to succeed – we’re trying to find people who *want to grow*. And the challenge? Those people are often already winning somewhere else. You’ve got to offer more than money. You’ve got to offer *meaning*. People with a true growth mindset want to be part of something that activates that mindset. [The limitations of OKRs and the power of mindset, with Nick Buxton \[Video\]On this episode of CRO Insights, host Warren Zenna sits down with Nick Buxton, Founder at Committed to Growth.![](https://www.revenueoperationsalliance.com/content/images/icon/android-chrome-192x192-306.png)Revenue Operations AllianceRevenue Operations Alliance![](https://www.revenueoperationsalliance.com/content/images/thumbnail/Warren---Guest-4-1.png)](https://www.revenueoperationsalliance.com/the-limitations-of-okrs-and-the-power-of-mindset-with-nick-buxton-video/) ## **Love and hiring well** Here’s a weird analogy that I find helpful: hiring is a bit like dating. The people we’d most love to bring on the journey often have options – and for good reason. They’re not chasing jobs; they’re choosing them. So how do we get them to pick *us*? We have to give them a compelling vision of the future. The best definition of love I’ve ever heard is a "shared vision of the future." And it’s the same in business. When someone chooses to lend you their career, they need to believe in your vision. They need to see who you are, what you stand for, and where you’re going. If you're not clear on those things, why would someone so talented come along for the ride? ## **Boom and bust leadership** I used to be the classic boom-or-bust sales leader. When we were smashing the target, I was flying high – “we're on it, nothing can stop us.” I’d tell myself, “All the stuff we’ve done has led us to this moment. I'm great. This is brilliant.” But the moment we missed, it felt like the worst thing ever. I was so deep in it, I couldn’t zoom out to ask the right questions: > *Is the target even realistic? What’s actually going wrong here? Is it me? The market? The process?* I couldn't see the wood for the trees. It was all just noise and pressure. That intense, number-obsessed mindset didn’t serve me – or the team – well. The shift happened when I stepped sideways into broader leadership. That’s when I saw how siloed thinking kills momentum and alignment. It’s not just about smashing revenue targets – it’s about understanding why things break and how to build systems that don’t fall over every time something shifts. ## **Structure is furniture. Culture is the room.** Too often, companies focus on rearranging org charts like furniture. And sure, it feels satisfying – you can see the change. You move a couch, it looks better. Job done. But if the people in the room don’t trust each other, don’t share a mission, and don’t communicate? It doesn't matter where the couch goes. That’s exactly why I started **Committed to Growth** – not just to help companies build another revenue team, but to break down the silos that strangle real growth. We’re all often too focused on what’s easy to fix – restructures, headcount plans, tech stacks – because they’re visible and measurable. But if you don’t solve the *people* and *leadership* dynamics, it’ll all fall over again. The harder – but more impactful – work is helping teams align on how the room is used, not just how it’s laid out. That’s what changes the game. ## **Turn off the tap, don’t just mop the floor** A lot of businesses are stuck in cleanup mode. Something breaks, so we scramble to fix it – [hire more](https://www.revenueoperationsalliance.com/navigating-revops-as-the-first-hire-with-oscar-armas-luy/), launch a new process, close a few fast deals. But that’s just mopping up water from the floor. We haven’t turned the tap off. Turning off the tap requires stepping back, looking at the root cause, and shifting not just the system – but the mindset that created it. It’s not just about operational change. It’s about asking uncomfortable questions like: > *Why are we doing it this way? Who does this actually serve?What would it look like to think differently?* Sometimes the answer is a new hire or a new plan. But often, it’s a cultural reset. And not everyone’s ready for that. Some people like how things are – even if they’re not working. But if you want to grow without burning capital or people out, something’s got to give. ## **Final thoughts** At the end of the day, the biggest breakthroughs in revenue leadership don’t come from new tools, faster cadences, or clever re-orgs. They come from shifting the way we think. Growth isn’t just about what you do – it’s about how you see the problem in the first place. If you’re a CRO leading a team through change, under pressure to scale, or stuck in firefighting mode, take a step back. Ask yourself: are we mopping the floor, or are we turning off the tap? Are we just rearranging the furniture, or are we building a room people actually want to work in? It’s our job to ask the BIG questions that'll really solve the challenges in our businesses. I’ve seen firsthand how powerful that mindset shift can be. For individuals, for teams, and for entire organizations. It’s not always easy work. But it’s the kind that sticks. Because when mindset changes, everything else follows. --- This article comes from [**Nick Buxton**](https://www.linkedin.com/in/nick-buxton/)’s brilliant episode of CRO Insights with host [**Warren Zenna**](https://www.linkedin.com/in/warrenz/), hosted on our sister community Revenue Operations Alliance. --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/09/Insider-gtma.png)](https://www.gotomarketalliance.com/insider-membership-plan/) ### State of Product Marketing Report 2025 URL: https://www.gotomarketalliance.com/state-of-product-marketing-report-2025/ Last updated: 2025-09-16T16:04:28.000Z ## Your career accelerator, team playbook, and industry snapshot in one. Get a behind-the-scenes view into what your peers are prioritizing, struggling with, and celebrating – all backed by data and direct quotes from real product marketers. ## What’s inside? We surveyed and spoke with hundreds of product marketers to uncover the shifts, struggles, and stand-out wins shaping the discipline in 2025. This year’s report includes: 📊 Exclusive benchmarks on team sizes, budgets, and KPIs 🔁 A year-over-year look at how PMM priorities have evolved 📣 Insights into how PMMs are sharpening positioning, messaging, and launches 🧩 Where product marketers sit in the org – and who they *actually* work with daily 🔮 Predictions for what’s next (and how to stay ahead) Grab your copy --- ## **Highlights you won’t want to miss:** - **“Product-first” mindsets are on the rise** – 41% of companies now lead with product, up from 31% in 2024. - 44.3% of PMM teams are still just 1-2 people, proving **small teams can drive big outcomes**. - **PMMs continue to be the org's glue**: 88.8% work closely with product, and 81% with marketing. - **Generating revenue is becoming a more common KPI**, now tracking at 53.2%. - Budgets remain modest, but **30.7% reported increased investment in PMM** this year. ## Get the report now No fluff. No filler. Just the most comprehensive look at the state of product marketing in 2025. Grab your copy --- ## Why this report matters in 2025 **The role of CS is bigger than ever, but also more misunderstood.** You’re being asked to retain, expand, consult, strategize, automate… and often, explain your own job. This report shows how your peers are balancing it all – and where support is still missing. **CS is now a career, not a stepping stone.** The path is real: CSM → Senior → Director → VP. But progression requires more than great instincts. It takes visibility, benchmarks, and clarity on what good looks like. **You need data, not guesswork.** With input from hundreds of global CS professionals, this report provides shared language, proven structures, and honest insight to help you navigate growth, whether you’re solo, scaling, or leading at the exec level. Grab your copy ### State of Product Ops Report 2025 URL: https://www.gotomarketalliance.com/state-of-product-ops-report-2025/ Last updated: 2025-09-16T16:04:07.000Z ## An in-depth look at the past, present, and future of the product operations function. Product ops has ungone a transformation in recent years. What was once a misunderstood function fighting for credibility has emerged to become the connective tissue of scaled product organizations. But how did it get here? Our latest report gives you a behind-the-scenes look at how the function is evolving, why it quickly gained currency in the product world, and what comes next for product operations practitioners. Intrigued? Get your free copy right here 👇 ## What’s inside? We surveyed product ops professionals from a range of industries to get a 360 view of the function. Here's some of what we covered 👇 📊 Exclusive benchmarks on team sizes, structures, and KPIs 💻 The product ops tech stack 🛠️ Evolving roles and responsibilities 😰 Persistent challenges and pain points 🧩 A look at where product ops sits in the org 👩‍💻 Expert insights from leading practitioners 🔮 Predictions for what’s next for the discipline Grab your copy ### Here are some highlights: - **Three-quarters** of dedicated product ops teams work in a centralized capacity – and almost half report directly to the Chief Product Officer - Only **20%** of teams experienced headcount growth in the last year - While product ops plays a growing role in scaling organizations, **1 in 5** teams still lack any formal way to measure its effectiveness - Just **7%** of practitioners are leveraging high levels of automation in their work - **19%** of centralized functions have established dedicated liaisons for cross-departmental collaboration - A lack of clarity around roles and responsibilities is the **No.1 challenge** faced by product ops teams - **Almost half** of product operations professionals say the function is evolving with AI and automation ## Product ops is growing up This isn’t just a collection of numbers. The State of Product Ops is a data-driven report that charts the rise of product operations. Get your copy of this year's report to find out why product ops is growing. Grab your copy ### Product Marketing Metrics eBook URL: https://www.gotomarketalliance.com/product-marketing-metrics-ebook/ Last updated: 2025-09-16T16:03:39.000Z ## The stark reality is this: without the right metrics, you're navigating in the dark. Don't let guesswork dictate your strategy. Download the Product Marketing Metrics eBook now and harness the power of data to elevate your product marketing game. Take control of your success. Your competitors are already diving in – can you afford to be left behind? ## Our Product Marketing Metrics eBook is your beacon of light. 💡 **Informed decision-making:** Learn which metrics truly matter and how to leverage them for strategic advantage. 🔨 **Justify your strategies:** Arm yourself with concrete data to back your initiatives. Gain the confidence to present your ideas to stakeholders and secure buy-in. 📈 **Maximize business impact:** Discover how to directly link your efforts to key business outcomes. Prove your value and drive real, measurable results. 🏃‍♀️ **Stay ahead of the curve:** Keep at the forefront of metric-driven product marketing. 🤝**Practical implementation:** Filled with first-hand advice and step-by-step guides, you'll be able to apply these concepts immediately. Get your copy ### AI-Driven Product Marketing eBook URL: https://www.gotomarketalliance.com/ai-driven-product-marketing-ebook/ Last updated: 2025-09-16T16:03:16.000Z ## Your hands-on guide to unlocking the full power of generative AI across every facet of product marketing. From crafting personalized messaging to automating competitive analysis, this playbook shows you how today’s leading marketers are using AI to *scale impact without scaling headcount.* ## What you’ll learn **Understand generative AI:** Cut through the hype – learn what AI is (and isn’t), and how to use it practically. **Data-driven messaging that resonates:** Use AI to analyze customer data and craft messaging that converts. **Content at scale:** Generate high-quality product content – fast. No burnout. No bottlenecks. **AI-powered competitive analysis:** Track market shifts, identify gaps, and stay ahead of competitors in real-time. **Build your AI automation engine:** Streamline workflows, reduce manual tasks, and free up time for strategic work. **Tools and use cases:** Get plug-and-play AI tools, prompts, and examples tailored to product marketing. --- ## Inside the playbook ✅ Step-by-step implementation guides ✅ Ready-to-use prompts for marketers ✅ Use cases from real-world practitioners ✅ Expert strategies from AI marketing leaders Get your copy ### Product-Led Sales Playbook URL: https://www.gotomarketalliance.com/product-led-sales-playbook/ Last updated: 2025-09-16T16:02:55.000Z ## Strategies and tactics for the modern sales team Feeling stuck when it comes to sales? We've all been there. But fear not! We've got the goods to push your sales game to the next level. Welcome to our exclusive ebook on product-led sales – your ultimate guide to mastering the art of selling products in today's competitive landscape. This ebook is packed with valuable insights, practical strategies, and actionable tips that will revolutionize the way you approach sales. ## **What you'll learn:** - Introduction to product-led sales - Differentiating product-led sales vs. product-led growth - Crafting a self-selling product - Designing user-centric onboarding - Communicating real product value - Measuring success - Overcoming sales challenges ### Hear from product leaders such as: - [Sirisha Dinavahi ](https://www.linkedin.com/in/sirisha-dinavahi-09008a1/) - [Hari Dutt](https://www.linkedin.com/in/harikdutt/) - [Soham Sharma](https://www.linkedin.com/in/soham-sharma/) - [Ronke Majekodunmi](https://www.linkedin.com/in/ronkemajek/) - [Tanwistha Gope](https://www.linkedin.com/in/tanwistha-gope-4ba74b60/) --- ## **What you'll gain:** Download the ebook to gain a comprehensive understanding of product-led sales strategies and tactics, providing you with in-depth knowledge essential for navigating the dynamic landscape of modern business. You'll discover actionable insights tailored to your product management role, empowering you to implement effective strategies and drive tangible results. Moreover, the ebook will equip you with the confidence to lead your team with authority and finesse, enabling you to steer them toward sales success. By embracing these principles, you'll gain a competitive edge in today's fast-paced business environment, positioning yourself and your team for sustained growth and prosperity. Don't miss out on this opportunity to transform your product management career. Download our ebook today and take the first step towards becoming a product-led sales expert! Get your copy ### The perils of poor customer data hygiene (and how you can prevent it) URL: https://www.gotomarketalliance.com/the-perils-of-poor-customer-data-hygiene-and-how-you-can-prevent-it/ Last updated: 2025-08-15T11:03:28.000Z It’s a sinking feeling you’re probably trying to ignore. That little voice in your head going: “Our [data](https://www.customersuccesscollective.com/data-scorecard-framework/) *might* be… a bit of a mess”? Hate to break it to you, but it’s probably right. In fact, [70%](https://modernsaleshq.com/state-of-your-crm-data) of revenue leaders lack confidence in their CRM data. And it’s not just a housekeeping issue; it can affect everything from pipeline accuracy to [customer experience](https://www.customersuccesscollective.com/customer-success-vs-experience-metrics-that-matter/) to retention. If you’re thinking, “Sure, our data’s not *great*, but we’re just about getting by…” let this be your wake-up call. The following three things should not be happening with clean customer data: - You send [emails](https://www.customersuccesscollective.com/follow-up-emails-non-responsive-prospect-framework/) that don’t match the customer’s region. - Important bug reports fall through the cracks. - Your team’s insights arrive after the customer churns. Good customer data hygiene doesn’t just prevent these horrors from occurring. It doesn’t just save a mountain of [support tickets](https://www.customersuccesscollective.com/customer-success-support-tickets/) or bolster your [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/)’ (CSM) reputation. While all three of those things are good, clean CRM data offers much more: it sets your entire business ecosystem up for success. ## The root cause of dirty CRM data Let’s clear one thing up: dirty data within businesses is pervasive, so before we start, you’re not alone. It’s surprisingly common for teams to have customer data scattered across 5–10 – maybe even 20 – different platforms, including CRMs, support tools, billing systems, and product databases. For example, 20% of data might live in your CRM, 35% in your platform, and 10% in billing. This creates a world where different departments look at things differently and have disparate data sets across their tooling. That kind of fragmentation creates confusion *fast*. A fundamental issue is the lack of a common language within the business, preventing people from talking about what's happening with their customers in a unified way. Different teams build their own definitions of what a “customer” means. Sales might count logos. CS might look at users. Finance sees contracts. Nobody’s aligned whatsoever. And this isn't theoretical. While working as the **Head of Marketing at Syncar**i, **Aaron Langraf** revealed that one of their clients suffered from poor data hygiene so severe, they reportedly spent three months trying to align their go-to-market divisions on the definition of “an account.” Three months. Over a single definition. But even when modern [SaaS](https://www.customersuccesscollective.com/customer-success-tips-to-make-your-saas-product-stand-out/) platforms claim to offer integrations, the connections are often half-baked. Dev resources go toward building [product features](https://www.customersuccesscollective.com/new-product-features-email-template-framework/), not data plumbing. This exacerbates the problem, leading to a "siloed thing over here" that's hard to connect to what individual teams care about. So you end up with a patchwork stack where marketing can’t see [usage data](https://www.customersuccesscollective.com/product-usage-metrics/), CS can’t see billing, and sales can’t see anything without hunting for it. And the larger your company grows, the more those silos harden. Product data lives with engineering. Usage data is locked in separate databases, making it difficult for [marketing, sales, and customer success](https://www.customersuccesscollective.com/align-customer-success-marketing-sales-teams/) to access it. Everyone feels unnecessarily aimless. [Improving the customer journey with affiliate marketingBy blending affiliate marketing into your overall strategy, you can craft a cohesive, engaging experience that guides customers from awareness to purchase and beyond. Let’s explore some ways this is true.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-234.png)GTM AllianceSonu Bubna![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Sharing_Article_Images_Author-Text-5.png)](https://www.gotomarketalliance.com/improve-the-customer-journey-with-affiliate-marketing/) ## The operational repercussions ### Customer success Many CS teams don’t have the ops resources they need to get reliable data. It was revealed at **Customer Success Summit San Francisco 2022**that a significant portion of CS leaders don't have dedicated [CS Ops](https://www.customersuccesscollective.com/customer-success-operations/)resources for data, often needing to "beg, borrow, and steal" from sales or RevOps. So they’re left manually trawling across tools like Stripe, Salesforce, and Intercom – all just to prep for a client call. And when data takes too long to access, or insights land after the fact, teams shift from being proactive to reactive. They can’t confidently prioritize accounts, and CS leaders struggle to build a clear picture or put data behind their team's effectiveness. (Can you see how this is snowballing into a nightmare?) Left untreated, dirty data can even lead to [burnout](https://www.customersuccesscollective.com/what-is-burnout-and-how-you-can-prevent-it/) – not from the work itself, but from **working without clear direction**. ### Sales and account management It goes without saying that sales is a time game. While in B2B, it’s common for sales lifecycles to last for 6–12 months, that doesn’t negate the fact that speed matters in sales. But without consolidated, up-to-date customer data, it’s harder to act fast – or to even act right. [Account Managers](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) might miss signals that a customer’s ready for expansion. Or they might not even realize that the key decision-maker left the company six months ago. When you can’t trust your customer insights, it’s easy to miss out on meaningful revenue from your existing base. In fact, poor data hygiene carries a hefty price tag, with Gartner estimating that organizations lose an average of [$12.9 million](https://www.gartner.com/smarterwithgartner/how-to-improve-your-data-quality) annually due to bad data. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/08/The-data--hygiene--cost--pyramid.jpg) Source: [Customer Success Collective](https://www.customersuccesscollective.com/bad-customer-data-hygiene/) ### Marketing Marketing is often left trying to piece together audience segments with incomplete inputs. That’s how you end up sending US customers non-US content, or sending [daily emails](https://www.customersuccesscollective.com/completed-first-action-emails-framework/) to users already overwhelmed by [onboarding](https://www.customersuccesscollective.com/customer-onboarding/). Without clear visibility into usage or account health, intent signals can get missed. Campaigns underperform. And messaging ends up being reactive instead of genuinely helpful. And let’s not forget the soft costs: damaged brand trust, internal inefficiencies, and the constant “we can’t segment that list because the data’s a mess” loop. These are major ramifications, which are (you guessed it) *entirely* avoidable. So, while each team feels the pain in slightly different ways, it’s all tied to the same thing: customer data that’s scattered, stale, or just not easily accessible. With poor data management, the long-standing industry goal of a "single source of truth" is proven elusive. Attempts to dump everything into CRM or data warehouses fail because data isn't accessible to all who need it, or insights decay before they can be acted upon. [The secret to retaining your customers: Lifecycle marketing & CRMOlumide explores the ways combining lifecycle marketing and your CRM system can increase your customer retention through a growth loop.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-233.png)GTM AllianceOlumide Adaramoye![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---The-secret-to-retaining-your-customers-Lifecycle-marketing---CRM-1.png)](https://www.gotomarketalliance.com/retain-your-customers-with-lifecycle-marketing/) ## What prevents companies from achieving better data hygiene? There are a number of clerical errors that seem relatively harmless when looked at in isolation, but they’re causing your CRM data to seriously underperform. But here’s the issue: everyone *knows* data quality matters, so why is it still so hard to fix? There are a few common blockers: ### Limited resources Especially for earlier-stage companies, fixing data issues can feel like a “nice to have,” or something that’ll get sorted out down the line. Those are pretty famous last words, considering most things are pretty easy to ignore until they break! ### Complexity and volume of data Modern tech stacks are highly bespoke, and stitching together that amount of data (like accounts, opportunities, contacts, and unique product usage data) is a big lift. Many teams use 30–50 different platforms. Unifying ### Quality control issues Even if you can pull the data, it might be inconsistent or out of date (data decays at an average rate of [30% per year](https://www.datasciencecentral.com/data-enrichment-benefits-increase-sales-efficiency-amp-customer/)). There are also inherent data security risks when handling vast amounts of customer information. ### Misalignment across teams Different functional teams often have different opinions on who their "best customer" is, leading them to allocate resources to initiatives that serve their department rather than the broader organizational value. Not everyone agrees on what “healthy” looks like. So they pull in different directions. And because no one function owns the full customer experience, data hygiene often becomes everyone’s responsibility… and no one’s priority. [Aligning customer marketing and customer success: A game-changer for growthTanwi explains why collaboration between customer marketing and customer success can be a difference-maker, and how to get started.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-232.png)GTM AllianceTanwistha Gope![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---Mastering-account-based-marketing-for-GTM-teams-1-2.png)](https://www.gotomarketalliance.com/aligning-customer-marketing-and-customer-success-a-game-changer-for-growth/) ## Why good data equals better outcomes Here’s the good news: when companies take the time to get their customer data in shape, the payoff is very real. ### ​Proactive engagement Instead of [reacting to churn](https://www.customersuccesscollective.com/how-to-re-onboard-customers-lost-to-churn/) or [upsell](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/) signals after the fact, you can spot and act on them earlier. It creates more natural, relevant touchpoints and better relationships. ### Better customer visibility Not everyone needs to be in one tool. But everyone does need access to the right data. That’s where the idea of “distributed truth” comes in. Each team works in its own system, but the most important fields are synced across. ### Better alignment across functions When all teams share the same understanding of customer health, you get smoother handoffs and clearer focus. Marketing builds better segments. Sales passes clean intel to CS. CS identifies [cross-sell](https://www.customersuccesscollective.com/cross-selling/)opportunities earlier. It all clicks into place. ### Clearer value realization When your data’s clean, it becomes much easier to track how customers are using your product and whether they’re getting value. You can move past vanity metrics and toward measuring actual outcomes. And the impact isn’t just on your customers. It flows through to your employees and bottom line, too: - Empowered teams that know where to focus - More efficient use of tools and resources - Stronger retention and expansion performance “McKinsey finds that improving customer satisfaction by 20% can lift cross‑sell rates by [15–25%](https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/experience-led-growth-a-new-way-to-create-value), and roughly[ 80% of value creation](https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/experience-led-growth-a-new-way-to-create-value) comes from unlocking new revenue from existing customers—an outcome made far more achievable through clean, high‑quality data.” [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/08/Insider-gtma-1.png)](https://www.gotomarketalliance.com/insider-membership-plan/) ## 5 ways to avoid the pitfalls and strategize for the future Fixing customer data hygiene doesn’t mean ripping everything out or starting over. But it does require a clear strategy, one that embraces new ways of thinking, smarter tooling, and a more unified view of your customer. ### 1\. Prioritize what matters Instead of trying to collect all data, decide what data is most impactful for your customers and business goals. Try to pick 3–5 key data points that really matter for your team. Track them. Test their impact. Get rid of any data that doesn't align with insights about customer health. This was a hard-earned lesson for **Patti Zack, former Chief Customer Officer at FiscalNote**. In her keynote at Customer Success Summit Las Vegas 2023, she recalled how her team got stuck measuring the wrong things: > *“We were spending a ton of time tagging and naming events in our flagship product – every button click, every interaction – just so someone could prove the customer was ‘using it a lot.’ But honestly, who cares if they clicked a button? That told us nothing about customer health, and it wasn’t useful to the customer either. It was just wasted effort from our product team.”* Her advice? Be ruthless about what’s actually meaningful, and make sure the data you’re collecting has a purpose. ### 2\. Align on shared definitions Every team needs to be speaking the same language, a “lingua franca,” when it comes to North Star metrics. That means defining key terms like active user, engaged account, or even health score – and making sure those definitions are agreed upon and documented across teams. Without this shared understanding, data loses its power. So, write it down! During a panel discussion at Customer Success Summit Amsterdam, **Isabel Lobato, Account Executive at Miro**, highlighted this exact challenge: > *“At Miro, we use tools like Looker so that sales and CS can see the same data. That part is very objective — we’re literally looking at the same report. But the human side of customer success adds important context. Things like customer sentiment or long-term value… you can’t get that from a dashboard. That’s where CS steps in.”* ### 3\. Sync across systems, don’t centralize everything Trying to stuff every team into one system rarely works. Instead, smart orgs focus on syncing what matters across the tools people already use – that’s the idea behind what Adam Landgraf refers to as “distributed truth.” **Aaron Landgraf**, **former Head of Marketing at Syncar**i, shared how this looked in real life: > *“We brought Jira tickets into Salesforce, because that’s where I work most. Now, when I look at a customer account, I can see their product enhancement requests, Zendesk issues – what’s been resolved, what hasn’t – their NPS score, ARR, all in one place. So if I’ve got a QBR coming up, I’m not spending two hours chasing data across five tools. It’s all synced. I get the snapshot I need, fast.”* ### 4\. Build a health score worth using Too many health scores are glorified traffic lights — red/yellow/green dashboards that look tidy but say very little. A good health score should be proprietary, meaning it reflects your product’s unique value. It should pull signals from multiple functions, be weighted by what truly drives success, and evolve as your product and customers do. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/08/Health-score-evolution-funnel.jpg) Source: [Customer Success Collective](https://www.customersuccesscollective.com/bad-customer-data-hygiene/) A health score should be a source of truth — not a traffic light system that everyone ignores. **Patti Zack, former Chief Customer Officer at FiscalNote**, explained why she went all-in on building a comprehensive health score: > *“A customer health score is your proprietary metric. You can’t take Salesforce’s health score and apply it to HubSpot. It has to be yours — quantifiable and comprehensive. That means pulling data from finance, marketing, product, sales, and success. It’s the radar for your team. You wouldn’t fly a plane without radar — but a lot of companies are flying blind.”* Make sure your score reflects how your product delivers value. Weight the right metrics. And don’t forget to layer in the human perspective — especially when it comes to sentiment, strategic fit, or renewal risk. ### 5\. Operationalize your data and keep evolving Clean data isn’t a one-off project. It needs ownership, continuous upkeep, and feedback loops that make it better over time. It’s a living, breathing thing. Too often, teams build the model and walk away. Who owns your data model? Who's responsible for updating definitions, surfacing anomalies, and turning customer feedback into action? If the answer is “kind of everyone,” that’s a red flag. **Patti Zack**, **former** **Chief Customer Officer at FiscalNote**, made this crystal clear: > *“Data is all about iteration. What happens when your product changes? (I hope your product is changing.) This actually happened at FiscalNote. We delivered on an enhancement called Composed Page, and we realized that that was actually more important to our customers and created a stickier value for our product – and so we amended our health score to add it.”* Once you have clean data and aligned metrics, you can start to predict, not just report. --- ## Let’s reflect We’ll wager that reading about data hygiene probably wasn’t at the top of your list today. But if you’ve made it this far, you already know the stakes: clean, aligned, and operationalized customer data is foundational to delivering value, retaining customers, and scaling sustainably. So here’s your challenge: - What data are you collecting today that actually drives decisions – and what’s just noise? - Is there one shared definition of customer health across your org, or five? And, perhaps, most importantly: - Who owns your data model, and are they actively evolving it as your product and customers change? If these questions made you sweat a little, you’re not alone. But that’s also your cue to take action. ### Your three-step action plan 1. **Audit your data sources:** Identify your top 3–5 metrics for customer health and business outcomes. Cut the clutter. 2. **Write down shared definitions**: Not in someone’s head. Not in Slack. A doc. A single source of (linguistic) truth. 3. **Assign ownership and iterate**: Treat your data model like a product: assign a Product Manager, gather feedback, and evolve it as things change. --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/08/Insider-gtma-2.png)](https://www.gotomarketalliance.com/insider-membership-plan/) ### How agentic AI is paving the way for the next generation of customer experience URL: https://www.gotomarketalliance.com/how-agentic-ai-is-paving-the-way-for-the-next-generation-of-customer-experience/ Last updated: 2025-08-15T10:27:48.000Z ## How have customer experiences evolved? For years, [automated or interactive voice systems](https://www.ibm.com/think/topics/interactive-voice-response) have set the bar *painfully* low, and as a result, customers have been conditioned to expect very little from these interactions. Just take any interaction with a call center; long hold times, clunky IVRs, and endlessly being passed from pillar to post have trained many of us to simply give up before we even get started. But that’s changing fast. [AI](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) is now the dominant force in tech, and service operations are one of its hottest use cases. The newest chapter is **“agentic AI”** – intelligent systems that don’t just answer questions but pursue goals and get work done. [Customer-first](https://www.customersuccesscollective.com/customer-led-growth/) cultures are [in decline by 11.1%](https://www.customersuccesscollective.com/state-of-customer-success-report/) in 2025; only 31.7% of organizations prioritize the customer at the center of decision-making. As more companies become sales-led, [customer frustration](https://www.customersuccesscollective.com/customer-complaints/) risks increasing, unless diffused by new technologies. ## What is agentic AI? Agentic AI is artificial intelligence that can infer goals, plan tasks, and take autonomous action. It doesn’t just respond to prompts or analyze data, but rather, it connects actions across systems to achieve outcomes on behalf of users. *That’s* what sets it apart from earlier AI approaches — and it’s why enterprise demand is accelerating fast. In fact, [Juniper Research](https://www.globenewswire.com/news-release/2025/02/18/3027494/0/en/Juniper-Research-Conversational-AI-to-Generate-57-Billion-of-Revenue-Globally-Over-Next-Three-Years.html) projects that global revenue from conversational AI will rise from $14.6 billion in 2025 to over $23 billion by 2027, fueled largely by agentic AI's ability to automate tasks and reduce reliance on human labor. Here’s what the tech giants at [IBM define it as](https://www.ibm.com/think/topics/agentic-ai): > *“Agentic AI takes autonomous capabilities to the next level by using a digital ecosystem of large language models (LLMs), machine learning (ML), and natural language processing (NLP) to perform autonomous tasks on behalf of the user or another system.”* [Cisco breaks this down](https://outshift.cisco.com/blog/what-are-ai-agents) into three essential capabilities: memory, task-awareness, and independent action. These allow an agent to actively "choose what actions to take to achieve an outcome" rather than simply responding to whatever prompt it receives. Our sister community's **State of Customer Success Report** reveals that 70.7% of [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) manage more than 10 accounts 1:1, and only 15.9% use automated adoption nudges. It’s clear that traditional methods simply can’t scale. Agentic AI closes this gap by autonomously executing repetitive tasks, not just suggesting next steps, but *taking* them. To understand why this technology is so transformative, it's important to clarify how agentic AI differs from the generative AI systems most people are familiar with. ### Agentic AI vs. generative AI So, while [generative AI](https://www.customersuccesscollective.com/chatgpt-vs-bard-the-impact-on-customer-success/) creates new content like text or images, agentic AI is action-oriented. That said, AI doesn’t “understand” things like humans do. Instead, it learns from patterns, pulling value from columns in data and surfacing insights based on frequency, sentiment, or severity. But in high-volume, repetitive environments like contact centers, that’s exactly what’s needed. Here's how this can play out in practice: Let’s say a customer calls in with a complaint regarding a bill discrepancy. A more traditional system would route the call, put them on hold, and eventually connect them to a [customer support manager](https://www.customersuccesscollective.com/customer-support-manager/) who would need to investigate the issue manually. Agentic AI recognizes the common billing problem from the off, validates their account details, initiates a refund, and emails confirmation – all well before the customer finishes explaining the issue. This action-oriented capability translates into three fundamental ways that agentic AI is reshaping every touchpoint of the customer experience. [Measuring AI’s effectiveness for GTMDiscover the key indicators of a successful AI integration into your GTM program. Read more.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-228.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---Measuring-AI-s-effectiveness-for-GTM--1-.png)](https://www.gotomarketalliance.com/measuring-ais-effectiveness-for-gtm/) ## How are AI-powered agents transforming the customer journey? The technological leap that is agentic AI is reshaping the entire [customer journey](https://www.customersuccesscollective.com/customer-journey-gap-analysis-template-framework/) in three key ways, each building on the foundation of the previous advancement. ### 24/7 availability Sure, there are pros and cons of AI, like there are with human-led customer service, but one of the most – if not *the* most – attractive reasons for AI is this: voice agents never sleep. Whether 1,000 or 10,000 customers call at once, an AI can be like a concierge, greeting every single one instantly. This is an absolute lifesaver for companies during peak season or system outages. But availability alone isn't enough if the experience remains frustrating. That's where the next advancement becomes crucial. ### Seamless, natural conversations It’s time to say goodbye to stilted, artificial-sounding voices and say “hello” to regional accents, natural pacing, and lightning-fast understanding that creates a “Wait… that was a bot?” moment. We’ll admit, it initially does feel a little dystopian to think there’s no telling between a human voice and an artificial one. However, the benefits are undeniable: more personalized customer care and better, more tailored experiences for each individual caller. Plus, it’s what customers expect, as [according to Zendesk](https://www.zendesk.com/blog/ai-customer-service-statistics/), “56% of customers believe bots will be able to have natural conversations by 2026. While 65.9% of CS teams still rely on human-led check-ins for adoption, agentic AI offers an upgrade, instantly delivering intelligent follow-ups, nudges, or resources based on customer behavior, without waiting for a CSM to manually intervene. **Pro tip:** Should customers ask, be up-front that your support agent is an automated assistant, but don’t make a meal out of it. The smoother the reveal, the higher the adoption. Once customers are comfortable conversing naturally with AI, the next breakthrough becomes connecting those conversations across every channel they use. ### Seamless, omnichannel experiences Don't think for a second that tomorrow's [customer experiences](https://www.customersuccesscollective.com/customer-success-vs-experience-metrics-that-matter/) will stop at voice interactions. Text, images, and interactive content will flow together seamlessly, allowing customers to start on a phone call, continue via chat, and finish in a visual portal – all guided by the same AI that maintains context throughout the entire journey. This integrated approach transforms fragmented customer service into a cohesive experience that follows customers wherever they prefer to engage. [Aligning customer marketing and customer success: A game-changer for growthTanwi explains why collaboration between customer marketing and customer success can be a difference-maker, and how to get started.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-229.png)GTM AllianceTanwistha Gope![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---Mastering-account-based-marketing-for-GTM-teams-1-1.png)](https://www.gotomarketalliance.com/aligning-customer-marketing-and-customer-success-a-game-changer-for-growth/) ## Key benefits for CX and operational excellence These technological improvements translate directly into measurable business outcomes that touch every aspect of customer service operations. ### Enhanced customer experience The customer-facing benefits of agentic AI are immediately apparent. Wait times can drop from an average of seven minutes to thirty seconds. First-contact resolution rates soar as AI systems can solve problems on the first try rather than requiring multiple transfers. Every caller receives "white glove" personalization, feeling like they have a private concierge dedicated to their needs. And perhaps most importantly, these improvements happen fast enough to create pretty rapid loyalty gains. Economics academics Erik Brynjolfsson, Danielle Li and Lindsey Raymond show AI assistance brought about a [15% increase in issues](https://academic.oup.com/qje/article/140/2/889/7990658) resolved per hour across 5,172 agents. All it takes is one single great interaction between an AI agent, and *bam*! You’ve flipped your brand perception overnight, turning frustrated customers into brand advocates. But a word of caution: While customers experience these improvements at the front end, the behind-the-scenes operational impact is equally transformative. ### Operational excellence that scales Behind the scenes, the operational benefits of it are equally compelling. Agentic AI serves as a crucial buffer against labor shortages, filling gaps when hiring lags behind demand. Companies using platforms have automated up to 90% of routine calls, freeing human agents to focus on complex, high-value interactions. Most significantly, [customer support](https://www.customersuccesscollective.com/why-customer-support-is-vital-for-saas/) and [success](https://www.customersuccesscollective.com/what-is-customer-success/) transform from a cost center into a command center. Real-time insights come to business leaders’ attention immediately instead of vanishing into call logs that nobody bothers to review. This operational transformation creates the foundation for an even more strategic shift: reimagining the role of human agents. In 2025, 35.4% of CS teams saw [budget cuts](https://www.customersuccesscollective.com/tools/building-a-customer-success-toolset-with-a-limited-budget/), and 53% operated with fewer than five people. Agentic AI is uniquely positioned to address this crunch: it scales support without scaling headcount, helping overstretched teams deliver enterprise-grade service with start-up-sized resources. As AI takes over routine tasks and delivers these operational efficiencies, it fundamentally changes what human agents can accomplish." [How to align customer success with go-to-market to increase adoptionCustomer success should be a key part of any go-to-market plan of action. Our guide shows you how to work with CS to ensure your GTM plans end in increased user adoption.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-231.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---How-mapping-the-customer-journey-can-enhance-your-GTM-strategy-1.png)](https://www.gotomarketalliance.com/how-to-align-customer-success-with-go-to-market-to-increase-adoption/) ## The evolution of human customer experience agents When AI handles routine inquiries and basic problem-solving, human agents don't become obsolete – they level up. They transform into knowledge workers who supervise AI decisions, tackle complex cases, and feed frontline insights back to the business. Job satisfaction increases because the work becomes genuinely interesting and strategic rather than repetitive and draining. This evolution requires a thoughtful talent strategy. Organizations need to reskill teams in [AI literacy](https://www.ncl.ac.uk/academic-skills-kit/information-and-digital-skills/ai-literacy/), create new roles like conversation designers, and treat AI not as a replacement tool but as a collaborator that thinks and optimizes in real time. The most successful companies are already making this transition, but getting there requires overcoming several predictable challenges. ## Overcoming adoption hurdles with strategic rollouts Smart implementation follows a proven playbook: start small, learn fast, think big. Run a limited pilot program, prove measurable value within weeks, then scale systematically across the organization. Success requires making AI adoption a joint mission. CX leaders frame the customer experience problems that need solving, while [CIOs](https://www.investopedia.com/terms/c/cio.asp) ensure the technology integrates safely and securely with existing systems. Focus relentlessly on outcomes rather than chasing AI for hype's sake – pursue measurable wins like improved first-call resolution rates or higher NPS. For most organizations, the smartest approach is to buy before you build. Unless AI is your core business, partner with specialists who have already solved the hard problems and can help you iterate quickly. Address customer skepticism head-on with friction-free first impressions and clean fallbacks to human agents when needed. Tackle integration challenges early by unifying data sources, capturing institutional knowledge, and building security into the system architecture from day one. These foundational steps prepare organizations for the ultimate vision of agentic AI. ## Personal AI concierges for every customer The trajectory of agentic AI points toward something remarkable: every customer accompanied by a personal AI that knows their complete history, anticipates their needs, and coordinates seamlessly across sales, service, and marketing touchpoints. Imagine calling for support and having the AI already know about your recent purchase, understand your usage patterns, and proactively suggest solutions before you finish describing the problem. Picture that same AI coordinating with marketing to ensure you receive relevant offers and with sales to identify upsell opportunities that genuinely benefit you. That's where agentic AI is heading, and the pace of innovation means you're either leading that transformation or scrambling to catch up with competitors who moved first. ## The bottom line The question isn't whether agentic AI will transform customer experience – it's whether your organization will lead that transformation or be forced to follow it. The time to decide is now. --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/08/Insider-gtma.png)](https://www.gotomarketalliance.com/insider-membership-plan/) --- ### Selling AI in the age of uncertainty: How to position AI as a tool for growth URL: https://www.gotomarketalliance.com/selling-ai-in-the-age-of-uncertainty-how-to-position-ai-as-a-tool-for-growth/ Last updated: 2025-08-01T16:02:15.000Z [AI](https://www.gotomarketalliance.com/ai-in-gtm-opportunities-challenges-and-best-practices/) is everywhere these days – buzzing in the news, sparking heated debates, and changing the way businesses operate. But how do we, as go-to-market professionals, sell AI when the world feels more uncertain than ever? It’s a tricky question. In my time leading TigerEye, I’ve navigated this challenge firsthand, and I’ve learned that the key lies in positioning AI not as a replacement for human workers, but as a **tool for augmentation** – making us smarter, faster, and more effective. But, of course, the journey isn’t always smooth. In this article, I’ll share how we’ve approached selling AI in an age of uncertainty, where fear of job loss, economic instability, and the rapid pace of technological change are top of mind for many. I’ll break down the lessons we’ve learned, strategies we’ve adopted, and how we see AI shaping the future. Let’s dive in. ## **The current landscape of AI and uncertainty** Let’s be honest – right now, it’s tough to look at the news without feeling overwhelmed. There’s a lot of uncertainty in the air. From geopolitical tensions to the looming fear of a recession, many are facing unknowns on multiple fronts. And then, on top of all this, we have the AI revolution. I often reflect on how AI is entering this moment of uncertainty. To truly understand how we got here, though, I like to take a step back. If we look at history, every major technological shift has been met with skepticism, fear, and a lot of uncertainty. But they also paved the way for unprecedented opportunities. I remember when we transitioned from mainframes in the 1970s to personal computers in the 1980s. Then, we saw client-server systems rise in the 1990s, followed by the dawn of cloud computing with AWS and Salesforce in the 2000s. We’ve seen it all before. Each shift, though initially met with resistance, became a [stepping stone for massive growth](https://www.gotomarketalliance.com/gtm-engineering-growth-playbook-of-the-future/). Now, here we are with AI – specifically conversational AI – leading the charge. But this shift feels different. AI today isn’t just a tool used in research or defense; it’s poised to impact every industry, from [sales](https://www.gotomarketalliance.com/extending-the-olive-branch-how-gtm-teams-can-partner-with-enablement/) to [marketing](https://www.gotomarketalliance.com/the-difference-between-a-marketing-strategy-and-a-go-to-market-strategy/), finance to customer service. Yet, as exciting as it is, there’s still a lot of fear – fear of job displacement, fear of the unknown, and fear that AI might be too powerful, too fast, and potentially out of control. So how do you go about selling it? [How generative AI is revolutionizing GTM efficiency: Real-world tips and toolsLearn how generative AI transforms GTM efficiency with real-world case studies, actionable tips, and strategies to streamline workflows.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-221.png)GTM AllianceJonathan Kvarfordt![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social--How-generative-AI-is-revolutionizing-GTM-efficiency-Real-world-tips-and-tools-1-1.png)](https://www.gotomarketalliance.com/how-generative-ai-is-revolutionizing-gtm-efficiency-real-world-tips-and-tools/) ## **Selling AI in a world of fear** Selling AI today means acknowledging the fear around it. People are worried about AI’s potential to replace jobs. We’ve all seen the headlines claiming that [AI will take over 40% of jobs](https://www.windowscentral.com/artificial-intelligence/microsoft-reveals-40-jobs-about-to-be-destroyed-by-and-safe-from-ai), especially as we face potential recessions and economic challenges. It’s easy to see why there’s such anxiety. I’ll admit, it can be a tough sell, especially when many of your customers are grappling with the same fears. But here’s where we have to get smart. When I think about AI, I don’t see it as a job-killer. I see it as a **job supercharger**. AI isn’t here to replace people; it’s here to *augment* people. The way we frame this to our customers is simple: AI will make you better at what you already do. AI can’t replace human intelligence and creativity, but it can make those qualities shine brighter by freeing us from repetitive tasks, by analyzing data faster than we ever could, and by providing insights that would take hours, if not days, to uncover manually. I remember back in the 2010s, when we were shifting from on-prem software to mobile apps, there was a similar level of skepticism. People wondered if this mobile shift would really change the way they worked. But now, mobile is the backbone of many industries, and that shift happened faster than anyone could have predicted. Fast forward to today, and the same thing is happening with AI. [The AI for Go-to-Market PlaybookFrom streamlining processes to enhancing human creativity, there are several ways in which AI tools have facilitated our day-to-day work. But what exactly does AI mean for the future of GTM? Through discussions with industry leaders, we’ve created a comprehensive guide to help future GTMs.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-222.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_AI_Playbook_Meta_2-1.png)](https://www.gotomarketalliance.com/the-ai-for-go-to-market-playbook-2/) _This post is for paying subscribers only._ ### GTM engineering: The simple solution everyone's making complicated URL: https://www.gotomarketalliance.com/gtm-engineering-the-simple-solution-everyones-making-complicated/ Last updated: 2025-08-14T13:19:57.000Z ## Let's talk about what we've done to ourselves Here's the thing about GTM engineering: It was supposed to make our lives easier. Instead, we've turned it into this monster that eats budgets, confuses teams, and requires a small army of specialists to keep running. I've seen marketing teams spend six months building attribution models that nobody uses. I've watched companies hire consultants to build workflows so complex that when someone quits, the whole system falls apart. And I've sat in way too many meetings where everyone nods along to technical explanations that sound impressive but solve problems that don't *actually* exist. If you're tired of your marketing stack feeling like a Rube Goldberg machine, you're in the right place. Let's figure out how we got here and, more importantly, how to get back to something that actually works. ## What GTM engineering really is (Spoiler: It's not that complicated) GTM engineering is just making sure your marketing and sales tools talk to each other nicely and help you sell more stuff. **That's it**. It's about: - Getting your data to flow between systems without breaking - Automating the boring, repetitive tasks that make your team want to quit - Making sure everyone can see what's working and what isn't - Building processes that don't fall apart when someone goes on vacation Notice what's missing from that list? Anything about "*sophisticated multi-touch attribution algorithms*" or "*advanced predictive lead scoring matrices*." Those might sound cool in a conference presentation, but they're usually just expensive ways to avoid doing the basic work. [GTM engineering: Growth playbook of the futureUzair explains why a GTM engineering approach can scale your efforts with ease, helping you avoid the headaches that come with adding headcount.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-214.png)GTM AllianceUzair Shah![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Sharing_Article_Images_Author-Text-3-1-1.png)](https://www.gotomarketalliance.com/gtm-engineering-growth-playbook-of-the-future/) ## How we turned simple into complicated ### The vendor sales pitch problem Let's be honest about something – software vendors make money by convincing you that marketing is more complicated than it actually is. They'll show you demos with features you'll never use, integrations you don't need, and workflows that would make a NASA engineer weep. 🤯 I once watched a marketing automation demo where the salesperson spent 20 minutes explaining how their platform could track when someone opened an email, clicked a link, visited three specific pages, downloaded a whitepaper, and then came back within 48 hours. The whole room was impressed. But nobody asked the obvious question: > *"So what do we do with that information?"* Most successful marketing teams I know use maybe 20% of their platform's features. The rest is just expensive digital clutter. ### The consultant complexity game Here's something nobody talks about: Consultants and agencies have every incentive to make your GTM setup as complex as possible. Complex = more billable hours, longer engagements, and ongoing maintenance contracts. I've seen simple lead routing turned into six-month "*digital transformation*" projects. I've watched companies pay consultants to build custom integrations for problems that could be solved with a $50/month Zapier subscription. And I've heard too many horror stories about teams that can't make basic changes to their own systems because "*only the consultant knows how it works.*" **If your GTM setup requires a PhD to understand, you're probably being sold complexity you don't need.** ### The marketing conference show-off effect Go to any marketing conference and you'll see presentations about attribution models that require statistical software to interpret, lead scoring systems with 47 different variables, and customer journey maps that look like subway systems. Everyone claps. Everyone takes notes. Nobody asks if any of it actually worked. We've created this culture where simple solutions are somehow less impressive than complicated ones. > *But here's the thing, the most successful marketing teams I know have boring, reliable systems that just work.* They're not winning awards for innovation. They're just making money. [What is GTM engineering? The complete guide to the future of scalable growthGo-to-market (GTM) engineering seems to be the word on everyone’s lips, but what exactly is this new term, and why has it sparked so much debate?![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-213.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---What-is-GTM-engineering-Go-to-Market-engineering-1-5.png)](https://www.gotomarketalliance.com/what-is-gtm-engineering/) ## Where marketing ops went wrong ### The data hoarding problem Marketing ops teams have become data pack rats. We collect every click, every scroll, every micro-interaction because we might need it someday. We build scoring models with dozens of variables because more data must be better data, right? **Wrong.** I know companies that track 200+ metrics and can't tell you their cost per customer. I've seen lead scoring models so complex that when they break (and they *always* break), nobody knows how to fix them. Meanwhile, the companies that are actually growing? They usually track 5-10 metrics that matter and ignore the rest. They know their conversion rates, their customer acquisition costs, and their lifetime values. Everything else is just noise. ### The integration addiction The average marketing department uses 120+ tools. The natural response? "*Let's connect everything to everything!*". This creates what I call integration spaghetti – a mess of connections that breaks every time someone updates their API. I've seen companies spend months building real-time syncing between tools that update once a week. I've watched teams create bidirectional data flows that create more problems than they solve. And I've helped clean up systems where a single tool failure brought down half the marketing stack. 💡 ****Here's a radical idea:** Maybe we don't need to integrate everything. Maybe some things can just exist as separate tools, and maybe that's okay. ## How digital marketing made it worse ### The campaign structure nightmare Digital marketing has embraced automation, but we've gone overboard. I've seen Google Ads accounts with 1,000+ campaigns that nobody can navigate. I've watched Facebook campaigns targeting audiences of 50 people (yes, really). I've reviewed email sequences with so many decision points that they look like flow charts from hell. > *The irony? The campaigns that perform best are usually the simple ones.* Broad targeting, clear messaging, easy-to-understand structures. But simple doesn't feel sophisticated, so we keep adding complexity. ### The attribution obsession We've become obsessed with perfect attribution, and it's making us crazy. I've seen teams spend months debating whether to use first-touch, last-touch, or some exotic multi-touch model. I've watched companies build tracking systems so complex that they need data scientists to interpret them. Here's what I've learned: imperfect attribution that you can actually use is better than perfect attribution that paralyzed your team. > *Sometimes "good enough" is actually better than perfect.* [Mastering account-based marketing for GTM teamsDiscover how ABM can drive your go-to-market strategy with insights from Tanwi, Product Marketing Lead at Zeotap.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-212.png)GTM AllianceTanwistha Gope![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---Mastering-account-based-marketing-for-GTM-teams-1.png)](https://www.gotomarketalliance.com/mastering-account-based-marketing-for-gtm-teams/) ## The simple way forward ### Start with problems, not solutions Before you implement any tool or process, ask yourself: - What specific business problem am I trying to solve? - How will I know if I've solved it? - What's the simplest thing that could work? Most of the time, the simplest solution is the right one. If someone's proposing a complex solution to a simple problem, be suspicious. ### Build for humans, not systems Your GTM setup should be understandable by normal humans. If you need to draw a diagram to explain how your lead routing works, it's probably too complex. If your attribution model requires a statistics degree to interpret, it's probably too complex. If your campaigns have structures that would confuse a NASA engineer, they're definitely too complex. ### The 80/20 rule actually works Focus on the 20% of features that drive 80% of your results. In most cases, this means: - Basic tracking and measurement - Simple automation for repetitive tasks - Clear, reliable data flows - Straightforward reporting Everything else is probably just expensive distraction. ## A simple stack that actually works ### The core four - **Your CRM:** This is where customer data lives. Keep it simple. Use standard fields. Don't create custom objects for every edge case. If your sales team can't navigate it easily, it's too complex. - **Your email platform:** This is for nurturing leads and staying in touch with customers. Build linear sequences that make sense. Avoid branching logic that requires a flow chart to understand. - **Your web analytics:** This is for understanding what happens on your website. Focus on conversion events and traffic sources. Don't track every click and scroll unless you're actually going to use that data. - **Your advertising platform:** This is for finding new customers. Use broad targeting and let the algorithms optimize. Avoid complex campaign structures that require constant maintenance. ### Keep integration simple Use your CRM as the hub – everything else connects to it. Minimize direct tool-to-tool connections. Use batch processing instead of real-time syncing for most things. Design systems that don't break when one tool has problems. ## What success actually looks like ### The metrics that matter: - **System uptime**: Are your tools working when people need them? - **Data quality**: Can you trust the numbers you're seeing? - **Process efficiency**: How much manual work have you eliminated? - **User adoption**: Are people actually using what you've built? ### The business results that matter: - **Lead velocity**: How fast are qualified leads moving through your funnel? - **Cost per customer**: How much does it cost to acquire a new customer? - **Revenue attribution**: How much revenue can you tie back to marketing? That's it. If those numbers are moving in the right direction, you're doing it right. Everything else is just vanity metrics. ## The future is simple The next wave of marketing technology is actually making things simpler, not more complex. No-code platforms let marketers build their own solutions. AI handles the complex optimization tasks. APIs make integration easier. But here's the thing – simple will always beat complex. **The companies that figure this out first will have a huge advantage**. While everyone else is drowning in complexity, they'll be focused on what actually matters: finding customers, serving them well, and growing their business. ### Getting back to basics **GTM engineering exists to solve problems, not create them**. When your marketing stack requires a manual to operate, when your attribution model needs a statistician to interpret, or when your automation workflows break every time a vendor updates their API, you've lost the plot. The most successful marketing teams I know have boring, reliable systems that just work. They don't win awards for innovation. They're not speaking at conferences about their cutting-edge attribution models. They're just quietly making money while everyone else is debugging their overcomplicated systems. - Start simple. - Build incrementally. - Measure what matters. ⭐ ****And remember:** the best GTM engineering is invisible. It just works, letting your team focus on strategy, creativity, and growth instead of fighting with their tools. The next time someone proposes a complex solution to your GTM challenges, ask them: "*Is this solving a real business problem, or are we just making things complicated because complicated feels more professional?*" Your sanity (and your marketing budget) will thank you for choosing simple. --- [*Ankit*](https://www.linkedin.com/in/ankit-koushik/) *first published this article on LinkedIn* [*here*](https://www.linkedin.com/pulse/gtm-engineering-simple-solution-everyones-making-ankit-koushik-mfkxf/)*.* --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/08/GTM_Engineering_Summit_Summit_Stat_Social_-2-2.png)](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=website&utm%5Fmedium=article) [**Get your ticket ahead of our inaugural GTM Engineering Summit!**](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=website&utm%5Fmedium=article) --- ### Why GTM engineering is replacing SDR teams and what that means for SMEs URL: https://www.gotomarketalliance.com/why-gtm-engineering-is-replacing-sdr-teams-and-what-that-means-for-smes/ Last updated: 2025-08-14T13:20:40.000Z Sales is starting to feel like a treadmill. **You hire. You spend. You chase.** But even with more reps, more tools, and more effort, results are stalling. Pipeline quality is inconsistent. Follow-ups are manual. Tools don't connect. Teams are stretched. Eventually, you start asking a deeper question: > *What if growth isn't a staffing issue? What if it's a systems issue?* More companies are beginning to reach that conclusion. Quietly, they're changing how go-to-market execution works. Instead of scaling people, they’re scaling process. Instead of adding noise, they’re building around signal. This shift is reshaping how modern revenue teams operate. And it has a name: **GTM engineering.** ## Elaine Zelby called it early A few weeks ago, [Elaine Zelby](https://www.linkedin.com/posts/elainezelby%5Fhot-take-gtm-engineering-is-going-to-be-activity-7305997491328405504-LDQk/) posted a sharp insight: > *“GTM Engineering is going to be a dedicated function, not just a shared effort between RevOps, MarOps, and Sales Ops.”* It’s already happening. And it’s not just for big SaaS teams. This approach is spreading because it solves a fundamental problem that almost every growing business faces: **How to grow without adding headcount pressure or bloating the cost base.** [What is GTM engineering? The complete guide to the future of scalable growthGo-to-market (GTM) engineering seems to be the word on everyone’s lips, but what exactly is this new term, and why has it sparked so much debate?![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-217.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---What-is-GTM-engineering-Go-to-Market-engineering-1-6.png)](https://www.gotomarketalliance.com/what-is-gtm-engineering/) ## What GTM engineers actually do Think of a GTM Engineer as someone who designs your revenue infrastructure. They don’t sit in spreadsheets all day. They don’t run paid campaigns. They don’t chase leads. What they do is build the systems that turn buyer behaviour into pipeline – and pipeline into predictable revenue. **They ask:** - What can be automated based on buying signals? - Where are reps spending time manually that could be reallocated? - How can we make sales, marketing, and ops function like one machine instead of three departments? **Their work results in:** - Workflows that trigger outreach based on real-time behaviour - Data flowing cleanly from marketing into sales and CRM - Fewer handoffs, fewer delays, and fewer gaps in visibility They’re not a replacement for people. They’re the reason your people can operate at 10x. ## Why the old model fails The traditional GTM model assumes that if results slow down, more reps or more tools will solve the problem. But adding headcount without fixing the system just scales inefficiency. **What happens next is predictable:** - More follow-up fatigue - More duplicated tasks - More time lost switching between tools that don’t talk to each other - More budget tied up in activity without clarity on output Eventually, everything starts to feel heavier than it should. Not because the market is broken. Because the model is. [What a GTM Engineer ISN’TMatteo, Guillaume, and Emre explain the origins of GTM Engineering, what the role is, and more importantly, what it isn’t.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-216.png)GTM AllianceGuillaume Cabane![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Website_Article_Images_Author_Highlight.png)](https://www.gotomarketalliance.com/what-a-gtm-engineer-isnt/) ## From labour to leverage In most SMEs, growth is still equated with hiring. More sales means more salespeople. More marketing means more spend. And more pipeline means more output from already stretched teams. But there’s a smarter model emerging. One that trades labour for leverage. **A GTM engineer enables:** - Better timing through intent signals - Smarter follow-ups through automation - More consistent output from fewer people Instead of hiring a full SDR team, you might have a leaner setup powered by signal-based workflows. Instead of relying on weekly meetings to diagnose drop-offs, your pipeline becomes visible in real time. This isn’t theoretical. It’s already happening. ## What this looks like in practice [Kynection](https://www.kynection.com.au/), a tech-forward SME based in Victoria, faced the same friction many companies do. Wage pressure was rising. Local hires were slow and inconsistent. Their go-to-market motion had momentum, but it wasn’t scalable. They made a key decision: Redesign how work gets done before adding more people. They built a fully embedded offshore team that they managed directly. They introduced automation across key parts of their funnel. They focused on building systems, not just hiring to fill gaps. The result? - $250,000 in annual payroll savings - A 15 percent increase in operational capacity - More control, less waste, and faster execution This wasn’t a workaround. It was a model upgrade. [GTM engineering: Growth playbook of the futureUzair explains why a GTM engineering approach can scale your efforts with ease, helping you avoid the headaches that come with adding headcount.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-215.png)GTM AllianceUzair Shah![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Sharing_Article_Images_Author-Text-3-1-2.png)](https://www.gotomarketalliance.com/gtm-engineering-growth-playbook-of-the-future/) ## Why SMEs should pay attention Most of the conversation around GTM Engineering is still stuck in SaaS circles. But the real opportunity is outside of that bubble. Traditional industries like construction, B2B services, and manufacturing often rely on manual sales processes, disconnected systems, and underperforming agencies. These businesses don’t need more sales reps. They need better workflows and smarter execution. That’s exactly what GTM engineering makes possible. And it’s now accessible through specialised partners who blend offshore execution talent with [engineered GTM workflows](https://www.intelligentresourcing.co/our-services). ## What to do next If your growth plan is still built around headcount expansion, it might be time to step back and reframe. **Ask yourself:** - Where is my team doing manual work that could be automated? - Are we chasing volume or responding to signal? - Do we control the process, or are we outsourcing outcomes? If the answer is unclear, that’s the first sign the system needs a rethink. The best teams right now aren’t working harder. They’re operating smarter. And they’re winning not because they have more people, but because they’ve invested in infrastructure that performs. To see how this model works in action, [this summary](https://www.intelligentresourcing.co/our-services) outlines what system-based execution looks like for SMEs. It’s not a trend. It’s a new standard. And for those willing to act early, it’s a strategic edge. --- [*Ronan*](https://www.linkedin.com/in/ronan-leonard/) *first published this article on LinkedIn* [*here*](https://www.linkedin.com/pulse/why-gtm-engineering-replacing-sdr-teams-what-means-smes-leonard-8lifc/)*.* --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/08/GTM_Engineering_Summit_Summit_Stat_Social_-2-2-1.png)](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=website&utm%5Fmedium=article) [**Get your ticket ahead of our inaugural GTM Engineering Summit!**](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=website&utm%5Fmedium=article) --- ### Phase 1: How GTM engineers can build credibility and momentum in their first 30 days URL: https://www.gotomarketalliance.com/phase-1-how-gtm-engineers-can-build-credibility-and-momentum-in-their-first-30-days/ Last updated: 2025-08-14T13:22:09.000Z If you’re stepping into a [Go-To-Market (GTM) engineering](https://www.revenueoperationsalliance.com/what-is-gtm-engineering/) role, your first month is critical. You’re not here to automate a few tasks; your goal is to become the *force multiplier* for the entire revenue team. And the first 30 days are where you lay the foundation to do that. Most GTM engineers fail early not because they aren’t technical, but because they don’t orient fast enough around **business priorities** and **people problems**. This post is a tactical breakdown of what Phase 1 should look like and how to ship visible value in days, not months. ## 🎯 Your mission in Phase 1: Context + credibility + quick wins Before building anything significant, you must **understand the machine you aim to optimize**. You’re not building automation for elegance; you’re hunting for broken handoffs, manual pain, and messy workflows slowing down revenue. In the first 30 days, your success will come from three things: 1. **Mapping the GTM stack** 2. **Shadowing sales and marketing to find friction** 3. **Shipping 2–3 quick wins that make people’s lives easier** [RevOps Architect vs. GTM Engineer: Redefining technical revenue leadershipSpencer Tahil dives into the differences between RevOps Architects and GTM Engineers, and why the real value comes from making a major mindset shift.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-220.png)GTM AllianceSpencer Tahil![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/measure-ai-effectiveness-4.png)](https://www.gotomarketalliance.com/revops-architect-vs-gtm-engineer-redefining-technical-revenue-leadership/) ## 🔍 Step 1: Map the GTM stack Think of this like reverse-engineering a product you’ve just inherited. Document every tool in use across the GTM motion: - **CRM** (e.g. Salesforce, HubSpot) - **Marketing automation** (e.g., Marketo, Customer.io) - **Outreach** (e.g., Salesloft, Outreach) - **Enrichment** (e.g., Clearbit, Apollo, Clay) - **Analytics + attribution** (e.g., BigQuery, Looker, GA4) ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/07/1749748561281-2.png) **Then ask questions:** - Where is the data duplicated, lost, or old? - What strategy is the sales team employing, and how can I make their life easier? - Is the vision and sentiment of the sales team being taken into account with the strategy in place? You’re looking for **technical inefficiencies** that create **revenue drag**. ## 🎧 Step 2: Shadow and listen (Not build) Sit in on **10–15 calls across sales, marketing, and RevOps**. Don’t pitch ideas, listen. **Ask:** - What workflows feel repetitive? - What data do you wish you had when engaging a lead? - What is resonating with prospects, and what is falling flat? You’re not gathering requirements. You’re hunting for *pain*. Wherever someone says, “I wish I didn’t have to do this manually,” that’s a signal. 💡 ****Pro tip:** Keep a shared doc with time-stamped notes and screenshots. Turn it into your backlog later. Use a call recorder or Chat GPT recorder to query these conversations and build prompts. ## 🎨 Step 3: Execute a comprehensive TAM and ICP outline **TAM Goal**: Have a strong idea of 3 to 6 verticals that can leverage your platform. - Start by deeply understanding the problem your company solves - Ask what kinds of companies may have this problem - Get a clear outline and definition of each vertical **ICP Goal:** Build out 3 personas for each vertical. - Try to build each persona in the format of - General Title (With Boolean for title tagging) - What the key pains are based on industry - What are the 3 features of value props that pertain to these pains. [What a GTM Engineer ISN’TMatteo, Guillaume, and Emre explain the origins of GTM Engineering, what the role is, and more importantly, what it isn’t.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-219.png)GTM AllianceGuillaume Cabane![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Website_Article_Images_Author_Highlight-1.png)](https://www.gotomarketalliance.com/what-a-gtm-engineer-isnt/) ## ⚡ Step 4: Ship quick wins (Fast) Now that you’ve found some obvious inefficiencies, fix them. Examples of great Phase 1 quick wins: - Auto-enrich leads from LinkedIn using Clay → Salesforce - Account scoring! Create a hypothesis about why accounts buy, then create triggers and prompts to uncover this information. - The gold is in the case studies and if you don’t have case studies, start looking through all the demo calls. - Push Slack alerts when high-scoring leads fill out demo forms These don’t need to be perfect. Just functional. The goal is to show, not tell: > *“Hey, I heard your pain point, and solved it in 2 days.”* Bonus points if the automation is visible (e.g., real-time alerts or automatic lead assignment). **Visibility breeds credibility.** ## 📅 Sample Week 1 Plan ### Day : Focus **Monday:** Access CRM + systems, meet with RevOps **Tuesday** : Join sales calls, document manual pain **Wednesday:** Audit campaign + outreach data **Thursday:** Build first enrichment workflow **Friday:** Present quick win + prioritize backlog [GTM engineering: Growth playbook of the futureUzair explains why a GTM engineering approach can scale your efforts with ease, helping you avoid the headaches that come with adding headcount.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-218.png)GTM AllianceUzair Shah![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Sharing_Article_Images_Author-Text-3-1-3.png)](https://www.gotomarketalliance.com/gtm-engineering-growth-playbook-of-the-future/) ## 📈 What to track in Phase 1 You’re laying the groundwork for bigger results, but even Phase 1 should have impact metrics: - 🚀 1 new campaign launched focusing on a specific persona and trigger - 📥 Records cleaned and updated (Data is your foundation) - ✅ Internal feedback: “This saved me 30 minutes a day” - 🔁 Updated variables for messaging (Bonus for having it sync to and from your CRM) Remember: The GTM engineer’s value is tied to **speed-to-impact** and **revenue leverage**. ## 🧠 Why this approach works GTM Engineering isn’t about automating for automation’s sake. It’s about **reducing revenue drag**, **increasing responsiveness**, and **building trust with the teams who carry quota**. The first 30 days aren’t about solving everything. They’re about signaling: > *“I understand your world, I move fast, and I solve real problems.”* ## Next: Phase 2, owning a workflow that moves pipeline In the next post, I’ll break down how GTM engineers can go from “*helpful automation*” to **owning revenue-critical workflows**, with dashboards, scoring models, and campaigns that scale. Until then: Map. Listen. Automate. And make sure people know you are building to solve their pains. --- [*Jake*](https://www.linkedin.com/in/jake-abm-biskar/) *first published this article on LinkedIn* [*here*](https://www.linkedin.com/pulse/phase-1-how-gtm-engineers-can-build-credibility-momentum-jake-biskar-fiohc/)*.* --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/08/GTM_Engineering_Summit_Summit_Stat_Social_-2-2-2.png)](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=website&utm%5Fmedium=article) [**Get your ticket ahead of our inaugural GTM Engineering Summit!**](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=website&utm%5Fmedium=article) --- ### Mastering dual audiences: How to launch products for both B2B and B2C URL: https://www.gotomarketalliance.com/mastering-dual-audiences-how-to-launch-products-for-both-b2b-and-b2c/ Last updated: 2025-07-04T16:00:35.000Z Have you ever tried to [launch a product](https://www.gotomarketalliance.com/the-key-to-a-stellar-product-launch/) that needs to resonate with two *completely* different audiences? It’s not just about tweaking your messaging – it’s about balancing two distinct sets of needs, expectations, and motivations. I’m Marc Sadler, and I’ve spent over 15 years in [B2B SaaS product marketing](https://www.gotomarketalliance.com/crafting-a-successful-b2b-saas-go-to-market-engine/), with a lot of that time dedicated to navigating the complexities of launching products that speak to both B2B and B2C audiences. One of the most challenging yet rewarding experiences in my career was launching a product that needed to connect with both our B2B customers and our B2C users. The two groups couldn’t have been more different, and yet, our product needed to cater to both. So in this article, I’ll walk you through the strategies we used, the successes we had, and the lessons learned along the way. I’ll also share insights on how you can apply these lessons to your own go-to-market (GTM) efforts, whether you're [launching a product](https://www.gotomarketalliance.com/common-barriers-when-launching-a-product-and-how-to-overcome-them-3/) for two distinct audiences or simply refining your approach to messaging. Let’s dive in. ## **Understanding dual audiences: Why it’s trickier than it seems** When you’re launching a product for two different audiences, the first thing you have to recognize is that it’s not as simple as just splitting your messaging. In fact, one of the biggest challenges I’ve faced is balancing the needs of these two groups while still creating a [consistent brand voice](https://www.gotomarketalliance.com/craft-your-brand-identity-video/). These audiences may overlap at times, but they’re not the same. In the case of RealPage, we had property managers as our B2B customers and residents as our B2C users. The property managers were typically Baby Boomers or Gen Xers who were more traditional in their approach. They were looking for efficiency, and they wanted a solution that would make their jobs easier. On the other hand, the residents were millennials and Gen Z – digitally savvy and looking for a seamless, modern, and personalized experience. What I realized early on was that to be successful, we couldn’t just serve one audience well and hope that the other would fall in line. We needed to speak to both groups effectively and ensure that our messaging resonated with each of them, even if the messaging had to be tailored slightly. [Beyond the launch: Unlock the levers to drive revenue growthDiscover how product marketers can drive revenue growth, boost pipeline, and impact sales velocity beyond the product launch.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-200.png)GTM AllianceEd Cho![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---Beyond-the-launch-Unlock-the-levers-to-drive-real-revenue-growth-1.png)](https://www.gotomarketalliance.com/beyond-the-launch-unlock-the-levers-to-drive-real-revenue-growth/) ## **Successful examples: What worked, what didn’t** I’ve seen a lot of companies try to juggle dual audiences, and there are some great examples out there of companies getting it right. **Dropbox** is a prime example. They took the same product – file storage – and tailored their messaging to both personal users and professional teams. The product itself didn’t change, but the way they communicated it did. It’s not easy, but they nailed it by making the messaging relevant to each audience. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/07/Screenshot-2025-07-03-at-19.54.52.png) ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/07/Screenshot-2025-07-03-at-19.55.39.png) They expanded across both B2B and B2C markets, and it worked because they were able to stay true to the product’s core while speaking to the unique needs of each audience. Another good example is **Slack**. It started as a tool for engineers, but over time, Slack successfully expanded to become a communication tool used across entire organizations. This wasn’t just a change in functionality but a change in how the product was marketed. Slack focused on the needs of engineers first and foremost, but evolved its messaging to appeal to a wider range of users as it scaled. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/07/Screenshot-2025-07-03-at-19.59.11.png) However, not every example has worked out as smoothly. Take Peloton, for instance. The company had great success with [B2C marketing](https://www.gotomarketalliance.com/whats-the-difference-between-b2b-and-b2c-go-to-market/), but when they tried to enter the B2B space with their corporate wellness programs, things didn’t go as planned. They didn’t get the traction they hoped for from businesses, primarily because the messaging didn’t resonate with corporate wellness departments. The product wasn’t the problem – it was the way they were communicating its value. Similarly, Meta Workspace (formerly Facebook Workspace) faced challenges when they tried to transition their consumer-friendly interface into an enterprise environment. The familiarity of Facebook’s user interface didn’t align with the trust and professionalism expected in enterprise software, which made it hard for them to build traction with businesses. [How brand messaging changes for B2B and B2C companiesThis article looks at how messaging changes in both B2B and B2C companies, from the tone of voice to platform choice.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-202.png)GTM AllianceCharley Gale![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Screenshot-2023-07-21-at-16.09.20.png)](https://www.gotomarketalliance.com/how-brand-messaging-changes-for-b2b-and-b2c-companies/) _This post is for paying subscribers only._ ### #GTM25 London | OnDemand URL: https://www.gotomarketalliance.com/gtm25-london-ondemand/ Last updated: 2025-07-02T13:35:58.000Z _This post is for paying subscribers only._ ### What a GTM Engineer ISN'T URL: https://www.gotomarketalliance.com/what-a-gtm-engineer-isnt/ Last updated: 2025-08-14T13:21:51.000Z In 2025, companies are increasingly turning to “GTM Engineering” as a way to automate and scale creative go-to-market strategies across sales, marketing, and success through a blend of data, LLMs, and workflow orchestration. As this discipline emerges — like every time new trends do — it’s normal to hear contrasting opinions and misconceptions. We’ve seen it [10 years ago with the growth hacker](https://andrewchen.substack.com/p/10-years-after-growth-hacking), and[ even with RevOps.](https://www.revopscoop.com/webinar-series/revops-what-it-is-what-is-isnt-and-how-to-do-it-right) Companies confuse GTM engineers with [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/), growth PMs, and even CRM admins. **So, what is GTM Engineering?** First of all, we feel more needs to be said about the origins of the term, how it came to be, and why now. With that in mind, we’ll have more context to define it. But while everyone is trying to give a positive definition of the term, we’ll do the opposite and unpack our anti-definitions instead — what [GTM Engineering](https://www.revenueoperationsalliance.com/what-is-gtm-engineering/) is not. Then, in the next post, we’ll lay out a first principle thinking framework and primitives to help people get their heads around this emerging, multi-disciplinary position. ## The origins of GTM Engineering Let’s first trace back the DNA of GTM Engineering. While the first job titles were made popular in early 2024 by [Clay](https://www.clay.com/blog/gtm-engineering), the role isn't as new as it seems. ![](https://substackcdn.com/image/fetch/w_1456,c_limit,f_auto,q_auto:good,fl_progressive:steep/https%3A%2F%2Fsubstack-post-media.s3.amazonaws.com%2Fpublic%2Fimages%2F524f9279-2529-4559-b413-026559762bcf_1400x606.png) Companies like Ramp, Gorgias, and Rippling — considered among the golden standard of growth teams — have been the pioneers of embedding engineering talent and skill sets within the go-to-market function. Whether they were called growth engineers or growth ops, these roles shared the usage of automation, data, and APIs to scale pipeline and revenue without increasing the size of the [go-to-market](https://www.revenueoperationsalliance.com/analysis-of-go-to-market-for-top-ai-first-products/) team. > ***Growth engineers were the technical counterpart to growth marketers — building technical solutions to solve GTM use cases in an efficient and scalable manner.*** ### Need GTM efficiency? Meet our latest AI But, where does this need for GTM efficiency suddenly come from? There are two key factors contributing to the rapid rise of GTM engineers last year. First, [When VCs pulled back their money in 2023](https://www.forbes.com/sites/trevorclawson/2024/02/29/cloudy-weather-2023-was-a-tough-year-for-europes-saas-startups/), startups had to keep scaling revenue without expanding headcount — or actually firing half of their teams — making [GTM efficiency](https://www.saastr.com/advice-every-saas-founder-needs-to-know-in-2024-with-sam-blond-and-jason-lemkin/) the name of the game. In other words, they needed to: - Maintain or speed up time to market, pipeline and revenue velocity - While improving efficiency and costs metrics (eg. cost per opportunity, ROI, etc.) - And keeping headcount constant (eg. revenue per employee) However, “automation” still meant getting an engineer to work on building custom scrapers, ETLs and data warehouses connections — strategies that were not that accessible to most teams, especially given growth engineers were not just rare, but also expensive! ![](https://substackcdn.com/image/fetch/w_1456,c_limit,f_auto,q_auto:good,fl_progressive:steep/https%3A%2F%2Fsubstack-post-media.s3.amazonaws.com%2Fpublic%2Fimages%2F8140ff37-2f51-4805-b4d9-02972fb422bd_1600x1274.png) That’s where the promise of the last generation of LLMs comes in. New SaaS categories quickly emerged between 2023 and 2024 wrapping few critical ingredients of growth engineers into low-code SaaS and making them A LOT more accessible to non-technical users. Think like: 1. **Custom waterfall enrichment** to make prospecting and research dead easy 2. **Workflows UI** to line up multi-step, tailored GTM operations across the lifecycle 3. **LLM capabilities and prompt engineering** to scale research and personalization 4. **Robust integration layer** with built-in APIs The result has been a fervent and colorful GTM tech industry popping up in the last 24 months — with plenty of leading players like Clay, Cargo, Lemlist, LaGrowthMachine, Common Room, and AirOps, blending or specializing in the above capabilities. > ***Suddenly, you could do the advanced work of a growth engineer with just a few lines of code — and you could actually code the rest by just prompting ChatGPT.*** And in late 2024, the concept of “[founder mode](https://paulgraham.com/foundermode.html)” popularized by [Brian Chesky](https://www.youtube.com/watch?v=aFOGlNL39xs) compounded this efficiency mantra of “doing more with less” into the industry. This — coupled with the ever-present promise of AI — made the idea of small, lean, and technically-enabled orchestrators too compelling to ignore. ![](https://substackcdn.com/image/fetch/w_1456,c_limit,f_auto,q_auto:good,fl_progressive:steep/https%3A%2F%2Fsubstack-post-media.s3.amazonaws.com%2Fpublic%2Fimages%2Fe1825e61-fccf-4b66-b1b4-d6dc7e2c7a10_1408x780.png) Brian Chesky, AirBnB co-founder (right) With the entire industry on founder mode — and the right AI tools for the job — there were no more excuses. A new storm was coming. ### **Service-as-Software and the wave of Clayagencies** In this new hyper-competitive arena, everyone needed to keep scaling GTM operations efficiently but no one could afford in-house growth engineering that would do custom “integration or automation work”. That’s why GTM Engineering started to become popular; because it’s a role that blends capabilities and knowledge across sales, marketing, customer success, and engineering in one person. > ***A cross-functional GTM skillset alone yields massive efficiency gains — because you have one person doing the job of three — and when enabled by the right AI tools and workflows, its promise scales 10X.*** With that in mind, it became clear that a growth engineer wasn’t a must-have to build complicated workflows in your GTM motion. But a hands-on, semi-technical GTM operator with Clay and an email sequencer could do it. And as more non-technical teams got exposed, the promise of GTM Engineering grew, and the overall movement accelerated. However, it’s still very rare to find this type of talent; and even when you do, it can be expensive and risky, especially as a full-time hire. That’s why we believe one of the first cohorts to really help grow awareness of the role were the so-called [Claygencies](https://claygencies.com/). These were outbound agencies (and consultants) that embraced the GTM Engineering principles on various fronts. These operators consistently: - Use AI-powered GTM tech to scale beyond $1M ARR with extremely lean teams, really embodying the core premise of GTM Engineering. - Provide expert GTM services in the form of process workflows, and have strong incentives to productize these workflows with software and AI. - Use AI and their toolstack as a core differentiator from ‘traditional agencies’, and to showcase their differentiators via the creative workflows they build. - Offer a more specialized and lower-risk alternative to full-time hires, who are harder to find and more costly to onboard. And that’s why we’ve seen Clayagencies take over [LinkedIn](https://www.linkedin.com/in/patrickspychalski/recent-activity/all/) with tool- and workflow-related content on LinkedIn. All the tools, plays, and workflows were all over Linkedin for grab — an insane awareness machine for the entire GTM tech industry and players alike. ![](https://substackcdn.com/image/fetch/w_1456,c_limit,f_auto,q_auto:good,fl_progressive:steep/https%3A%2F%2Fsubstack-post-media.s3.amazonaws.com%2Fpublic%2Fimages%2F24c8d3c5-2c6c-4f2d-8791-32cee4823221_1006x1056.png) Emerging vendors seized this moment to carve their spot in the industry and spin up their agency programs, each for their own ‘niche’ — RB2B for website deanonymization, AirOps for content and SEO, and so on and so forth. And a new category of agencies and consultants was born — [service-as-a-software](https://www.linkedin.com/posts/marcelsantilli%5Fweve-nearly-2x-arr-in-the-last-5-weeks-at-activity-7296242283161534464-WzTD?utm%5Fsource=share&utm%5Fmedium=member%5Fdesktop&rcm=ACoAABY%5F%5FtMBtpo5rEJR8TFzPvOs3sGp0ve5ax0). A new business model — with AI and GTM Engineering capabilities at its core — that would answer both calls — GTM efficiency and ‘founder mode’. ![](https://substackcdn.com/image/fetch/w_1456,c_limit,f_auto,q_auto:good,fl_progressive:steep/https%3A%2F%2Fsubstack-post-media.s3.amazonaws.com%2Fpublic%2Fimages%2Fd7c9bbbf-685b-4b73-8766-1090a337838c_716x920.png) ### **Stack vs. Expertise — what matters most?** At this point, the underlying question emerged: > ***“What matters most to drive GTM efficiency? The tool stack or the GTM Engineering execution expertise?”*** The Clayagencies buzz initially took off largely due to capabilities that these new tools democratized — waterfall enrichment, AI workflows, and the likes. If you step back, the underlying tech primitives haven’t changed — we had Clearbit for enrichment, workflow editors like Zapier, and ETLs like Segment even before 2020. > ***The real spark came from making these capabilities more accessible to semi-technical users, and layering the LLM component and prompt engineering on top — which shortened the learning curve and opened the door for more niche, specialized platforms.*** Look at any feed and you’ll see a flurry of tactics and workflows touting a slick, new specialized data provider or email sequencer — often packaged as plug-and-play workflows you can easily copy and paste. ***“Just comment ‘workflow’ and you’ll scale 1000 meetings in 1 day.” We’ve all been there!*** Yes, it’s hard to resist the allure of a “silver bullet,” and yes, these new workflow tools really make it super easy to achieve results. However, now that the cat is out of the bag and these tools are known and accessible, we believe that the elephant in the room comes down to one thing — execution. > ***So, to answer the question, we believe expertise matters A LOT more than the underlying stack.*** Which brings us to the next topic. ## What GTM Engineering ISN’T all about Armed with this additional context, let’s move onto our anti-definition(s) of GTM Engineering. ### 1) GTM engineers don’t define the entire go-to-market First and foremost, we believe GTM engineers scale an existing strategy instead of inventing one. GTM engineers don’t select markets, craft messaging, or determine positioning — those decisions come from leadership, marketing, and product. Instead, GTM engineers enable these teams to streamline scattered processes into scalable workflows. And while GTM engineers don't set strategy, their technical expertise can help uncover new, creative, and performant ways to achieve an outcome. For example: - The Marketing Director doubles down on LinkedIn Conversation Ads, targeting Salesforce users, who drive higher retention, engagement, and ACV. - Instead of relying solely on the TAM list and CRM contacts, GTM Engineering proposes to expand the audience by pulling recent companies using Salesforce as their CRM. - The Marketing Manager runs a focused Salesforce campaign, while the broader team targets US-based SaaS companies (50-500 employees). - The GTM Engineer then helps build an automated system to enrich incoming LinkedIn leads with technographic data, analyze intent signals, and use an LLM-driven scoring model to prioritize leads. - For Salesforce campaign users, reps receive key insights enriched with real-time news, promotions, new hires, and job postings. An LLM like Claude 3.7 Sonet summarizes the data, making it ready for outreach. - For high-intent leads, the system automatically triggers personalized outreach emails from the AE’s account, tailored to the prospect’s tech stack and company news. AEs get timely notifications for follow-ups, turning hours of manual work into a streamlined, data-driven process, while still supporting the original marketing strategy. Marketing still owns the ad strategy and Sales the engagement process, but the GTM engineer's technical capabilities opened up new, scalable ways to achieve the same outcome. [GTM engineering: Growth playbook of the futureUzair explains why a GTM engineering approach can scale your efforts with ease, helping you avoid the headaches that come with adding headcount.![](https://www.revenueoperationsalliance.com/content/images/icon/android-chrome-192x192-221.png)Revenue Operations AllianceUzair Shah![](https://www.revenueoperationsalliance.com/content/images/thumbnail/social---How-to-lead-change-at-scale-Google-s-framework-for-RevOps-change-management-2-1.png)](https://www.revenueoperationsalliance.com/gtm-engineering-growth-playbook-of-the-future/) ### 2) GTM Engineering are not Growth PMs or Growth Engineers [We’ve made this distinction before](https://playbooks.hypergrowthpartners.com/i/151608054/gtm-engineers-vs-growth-engineers), but we want to make this even clearer. Growth PMs and engineers emerged to drive activation, retention, engagement, and monetization metrics through experimentation. While there are overlaps with GTM Engineering, there are two crucial differences: - **Technical execution**: While growth PMs coordinate with growth engineering teams, GTM engineers directly build and implement technical solutions. - **Scope of impact**: Growth PMs and engineers typically own specific product metrics like activation, free-trial to demo conversion, or sign up page conversion improvements, while GTM engineers influence and contribute to pipeline and revenue metrics across the entire customer lifecycle. And whether there’s a lot more overlap between Growth engineers and GTM engineers, let’s just say that: - Growth engineer is more involved in the dev work based out of experiment hypotheses — and work with PMs and designers to pull it off — less so in the business understanding. - GTM engineers are more involved in the business, work primarily with the business teams, and are proactively influencing those decisions. ### 3) GTM Engineering are not RevOps Out of all the mixed-up roles, RevOps is probably the most often mistaken for a GTM engineer, probably because RevOps and GTM Engineers work closely together. However, they serve fundamentally different purposes. The key difference is that: - [RevOps](https://www.revenueoperationsalliance.com/20-automation-workflows/) focuses on the foundational strategy and pipelines — like setting up the CRM instance, decide which fields to report, the pipeline stages, foundational journeys, and reporting layer across marketing, sales, and success. - GTM Engineering scales the efficiency of these foundations via tailored, automated and technical solutions. So while RevOps helps decide where to allocate budgets, GTM engineers focus on maximizing that ROI through technical innovation. And when GTM engineers identify successful experiments, they work with RevOps to roll them out to the entire organization. **For example:** - RevOps might suggest increasing ad spend on Google because they mined as an insight from their attribution model. - GTM Engineers work with RevOps and Demand Gen to implement server-side tracking enriched with firmographic data and feed that data back to Google to improve Performance Max campaign results, therefore, achieving higher conversion rates and more pipeline. Let’s see some more aspects where these two compliment each other: ![](https://substackcdn.com/image/fetch/w_2400,c_limit,f_auto,q_auto:good,fl_progressive:steep/https%3A%2F%2Fsubstack-post-media.s3.amazonaws.com%2Fpublic%2Fimages%2F3aea6105-0e8c-4a1d-9f8a-1630b269d6e4_767x362.png) If nothing else, GTM engineers are probably the wingman RevOps has been searching for. ### 4) GTM Engineering isn’t just about new business and outbound The common misconception is that GTM Engineering primarily serves top-of-funnel activities — building outbound automation, enriching lead data, or creating target account lists. And while a lot of GTM engineers and agencies made the movement famous with list building and personalized outbound, reducing them to these tasks misses their potential. Think of a GTM Engineer building an intelligent early warning system for customer success. - Rather than just tracking basic usage metrics, this system combines multiple signals: product engagement patterns, job changes across multiple stakeholders — like when champions leave or new executives join — sentiment indicators like NPS scores, support ticket tone; and renewal context. - When the system spots potential churn patterns — such as a champion departing followed by declining feature usage — it automatically triggers the right messages to the right stakeholders on the right channels. - This proactive approach helps teams prevent churn before the obvious signs appear, turning potential risks into retention opportunities. GTM engineers don't just support existing processes — they reimagine what's possible through the lenses of the new AI tooling available today. > ***Good GTM engineers ask: "How do we automate this manual process?"*** > ***But the best GTM engineers ask: "How can we use AI and tech to give our GTM teams superhuman capabilities?"*** Again, consider these other use cases way beyond just list building and outbound: - Automating win/loss case analysis from customer calls to refine ICP, messaging, and trickle those updates into multi-channel campaigns. - Programmatically score and route prospects into tailored nurturing journeys with AI without SDRs doing manually allocation and CRM hygiene. - Create an automated workflow to turn customer calls insights into long-form content that can be repurposed across blog, LinkedIn organic, and retargeting ads. These use cases show the potential for scaling GTM efficiency across teams, and stresses how GTM engineers build the technical bridge between strategy and efficient execution — and not just for generating new business, but also expansion! Most importantly, this approach creates a compounding, ripple effect across the organization: - Sales teams ask: "Could we build something to predict which deals need attention?" - Marketers think: "How can we automatically personalize campaigns based on intent data?" - CSMs wonder: "What if we could predict churn before it happens?" It's this cultural transformation that empowers every GTM team to think creatively and consider technically-enabled capabilities to achieve specific outcomes that makes GTM Engineering truly powerful. [RevOps Architect vs. GTM Engineer: Redefining technical revenue leadershipSpencer Tahil dives into the differences between RevOps Architects and GTM Engineers, and why the real value comes from making a major mindset shift.![](https://www.revenueoperationsalliance.com/content/images/icon/android-chrome-192x192-220.png)Revenue Operations AllianceSpencer Tahil![](https://www.revenueoperationsalliance.com/content/images/thumbnail/social---To-buy-or-build-Making-the-right-business-software-decisions-2-2.png)](https://www.revenueoperationsalliance.com/revops-architect-vs-gtm-engineer-redefining-technical-revenue-leadership/) ### 5) GTM Engineering isn’t just about technical execution While most of today's LinkedIn discourse suggests GTM Engineering success comes from simply connecting tools and writing code, once again, this view dangerously oversimplifies the role. GTM Engineers are, yes, technical strategists who build integrated systems across the entire revenue organization, but they’re not like “[developers taking requirements](https://www.amazon.com/Ask-Your-Developer-Software-Developers/dp/0063018292)” from business teams. They translate business context into technical architecture while orchestrating solutions across teams — making the role both challenging and critical for scale. > ***Technical skills are crucial, but they're just one piece of the puzzle. The reality? GTM Engineering requires three-dimensional thinking.*** 1. **Business understanding.** Instead of just automating a process because "we can," top GTM engineers go deeper, and probe things like: - Why does this matter to revenue? - How does this scale with our existing GTM motion? (eg. given our PLG or SLG) - What are the short- and long-term impact of this on adjacent teams? 1. **Systems thinking.** Rather than building isolated solutions, they consider: - How do marketing, sales, and product workflows intersect? - How does this affect the customer journey, experience, and buying process? - Where are the data inputs, outputs, and handoff points? - What breaks if we scale 10x? 1. **Technical excellence**. Beyond just making things work, GTM Engineers build for resilience: - How can we intentionally vet, test, and integrate new GTM tools? - How do we plan for gracefully retiring them if they no longer fit? - What happens when data quality from different vendors degrades? - What metrics or logs can detect performance issues, data synchronization failures, or API outages in real time—and who gets alerted ## **So, what does GTM Engineering mean then?** Taking all into consideration, here’s our best definition of GTM Engineering. > ***GTM Engineering blends technical expertise — waterfall enrichment, AI workflows, prompt engineering, and custom APIs connections — with system thinking and business understanding across the entire funnel.*** > ***Based on this skillset, GTM Engineers build systems that open up new, creative ways of scaling business outcomes and GTM efficiency without the scale headcount proportionately.*** This definition highlights how GTM Engineering isn't a one-size-fits-all toolkit you can simply plug in and play — it requires careful customization to your organization's GTM motion, product complexity, and team setup. If you look at Unify and Common Room, you’ll see playbooks are already becoming productized and will soon be commoditized. The real value comes from using these unique skills to unlock creative ways that give your company unique advantages in how you engage and grow your market. --- *This article was first published* [*here*](https://playbooks.hypergrowthpartners.com/p/what-a-gtm-engineer-is-not)*, by* [*Matteo*](https://www.linkedin.com/in/matteo-titta/)*,* [*Guillaume*](https://www.linkedin.com/in/cabane/)*, and* [*Emre*](https://www.linkedin.com/in/kavaloglu/)*.* --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/08/GTM_Engineering_Summit_Summit_Stat_Social_-2-2-3.png)](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=website&utm%5Fmedium=article) [**Get your ticket ahead of our inaugural GTM Engineering Summit!**](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=website&utm%5Fmedium=article) --- ### How to align customer success with go-to-market to increase adoption URL: https://www.gotomarketalliance.com/how-to-align-customer-success-with-go-to-market-to-increase-adoption/ Last updated: 2025-06-26T12:26:46.000Z Do you ever wonder how the intricate elements of customer success impact your **go-to-market (GTM)** strategy? Understanding this relationship is crucial for businesses aiming to enhance customer engagement and drive growth. With the software-as-a-service (SaaS) business model, there are a number of complexities that can arise, which is why aligning [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) with your GTM efforts can significantly influence your renewal rates and expansion opportunities. Let's delve into these aspects from the firsthand experiences at Software AG, where practical strategies and real-world applications make all the difference in forging a path to remarkable customer success. Our sister community, Customer Success Collective, has you covered! ## Driving adoption and overcoming GTM challenges In customer success, driving [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) is a fundamental aspect of our strategy at Software AG, particularly as it pertains to achieving our [GTM](https://www.gotomarketalliance.com/the-go-to-market-hub) goals. We've faced numerous challenges, notably with our mature customer base, the complexity of managing multiple products with varied use cases and adhering to compliance requirements that obscure how customers are utilizing our products. Our approach to overcoming these hurdles involves a combination of innovative strategies and proactive measures. ### Leveraging technology to enhance customer insight One of the key strategies we've implemented is the use of Gainsight, our customer success management platform. This tool is crucial for us, especially when direct usage data isn't available due to compliance restrictions. By developing capability adoption scores within Gainsight, we can effectively assess and drive adoption based on the licensed capabilities of our customers, ensuring we meet their specific needs. ![](https://lh7-us.googleusercontent.com/9jJ2pYI0oqAwJkjVVGhZ14krPNuf-c9xrsAti4GgISPhYOwUOIGuRP3QJAjfmNWdRY7B3JPCO8E181KVXr4WpGUcZyh69IBveQPkgx9TbJXhHaVeoVKBXSpitVaQSmV6uDS5YIDIk-rpIYMmyHhDfWk) Source: Software AG Additionally, we've integrated telemetry data through our own Parameters.io platform. This integration enables us to track transaction counts and understand where customers are in their usage journey —whether it's development, testing, or production environments. > *This level of detail helps us measure true adoption beyond mere usage spikes, which can often be misleading.* ### Proactive risk management and expansion opportunities Another significant area of focus has been the improvement of our [risk identification](https://www.customersuccesscollective.com/swapping-last-minute-churn-mitigation-for-proactive-risk-identification/) processes. We've established formal procedures within Gainsight to track and manage risks early. This proactive approach allows us to escalate issues promptly, ensuring that we can provide the necessary support to our customers before small challenges become major problems. In terms of growing our business, we have enhanced the way we qualify expansion opportunities by incorporating them at the customer success level. We call these “customer success qualified leads” (CSQL). Through using success plans and health scores, we can better identify and nurture potential expansion opportunities. ![](https://lh7-us.googleusercontent.com/_oCIWjF2XAT4VX5GK7toMkXc5HWjTH_27lWVuLUrtSL2kCgC_55SSKeCKefZW7EhaVyWcW2kHlidpKaUcdZkfLu7szNtgL0k-aaZprlGoMMdVWvXdTMSwLXs2psWyurZ9phY4pmCnwe9TuUxrNhqeQs) Source: Software AG ### Fostering a unified customer success culture Perhaps one of the most crucial shifts has been in aligning our customer success culture with our overall go-to-market strategy. Previously, the lack of alignment led to working in silos, redundancies, and missed opportunities. By aligning compensation and targets across our go-to-market teams, we have fostered a unified approach, ensuring that everyone is working towards the same goals. These strategies have collectively enhanced our ability to not only meet but exceed our go-to-market objectives, improving our retention rates and expanding our business effectively. ## Navigating compliance and privacy in customer success Dealing with compliance and privacy issues presents a significant challenge in the field of customer success, particularly when it comes to understanding and enhancing product adoption while respecting user privacy. At Software AG, we've developed a methodical approach to navigate these obstacles effectively. ### Utilizing capability adoption scores Our main strategy involves the use of capability adoption scores, which we manage through our Gainsight platform. These scores are instrumental in allowing us to engage with customers about their product usage without compromising their privacy. This method is especially useful when direct user activity data is unavailable due to compliance restrictions. The way we utilize capability adoption scores is quite strategic. For instance, if a customer is licensed for a particular capability, we automatically set their initial score to “50” using a rule in Gainsight. This score serves as a baseline that facilitates discussions between our [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) and the customers to tailor the support and resources needed. ### Differentiating customer engagement We categorize [customer engagement](https://www.customersuccesscollective.com/customer-engagement-and-the-metrics-that-matter-intercom/) with our products into several key statuses, each with a specific score that indicates their usage level: - **Score of 0**: Indicates the product is a shelfware—no usage and no plans to use, highlighting a significant risk. - **Score of 25**: Used for customers not currently using the capability but planning to in the future. This is an opportunity to introduce demos, tutorials, and training. - **Score of 75**: Applies when customers are using a capability but not to its full potential. Here, we might engage a product evangelist or offer consulting services to enhance their usage. - **Score of 200**: The ideal scenario where a customer is fully utilizing a capability as intended. These scores are not just numbers; they are a conversation starter and a roadmap for both CSMs and customers to understand and maximize the product's value. ### Broader applications and impacts The versatility of the scorecard extends beyond individual customer interactions. For example, it has also proven valuable in identifying candidates for beta testing or speaking at events. In one instance, when preparing for an API management event, we used the scorecard to identify and recommend top users for API management capabilities as potential speakers. > *Additionally, for clients without a dedicated CSM, we can still capture adoption levels by incorporating the scoring system into surveys.* This approach ensures that we maintain a consistent measure of product engagement across our customer base, regardless of individual circumstances. By applying the same scoring framework across different product lines and business units, we've managed to create a unified and [holistic health score](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/) for our customers. This consistent approach helps us effectively manage and drive adoption across our diverse product suite, ensuring compliance and privacy while still gathering crucial adoption data. ## A holistic approach to measuring customer adoption Understanding customer adoption involves more than just looking at usage data. Traditional metrics such as usage spikes or geographical variations provide a partial picture but often miss the nuances of how and why the usage is occurring. To address this, at Software AG, we have taken a more holistic approach by incorporating telemetry data into our analysis. ### Utilizing telemetry data for deeper insights Our strategy shifts the focus from mere usage metrics to **telemetry data,** which offers a deeper, more meaningful analysis of customer interactions with our products. Through our webMethods.io integration platform, we capture transaction metering data, which is then pushed into Gainsight. This process allows us to track a variety of transactions, such as API calls, messages, and document exchanges, across different environments – SaaS and on-premise. The telemetry data helps us see not just the volume of usage but where and how the products are being used. For example, our system differentiates between development (dev), testing (test), and production (prod) environments: - **Dev (light blue)**: Where users log in and write code. - **Test (pink)**: Where users test the code. - **Prod (dark blue)**: The live environment where the code is in actual use. ![](https://lh7-us.googleusercontent.com/WkQsTKChlfx5ZwUp7dOmCQnjzU_Ey83n_wTq_YRgTUUcfcRIUb65dQ75r2LeI3bcoh7ADX4DYfKwBeTmxfkXO49WlRiJHWnUYJkrsB6WfZOmfoHVpk-fyHvRb4Z5SiTjUCA668OAwuSTIJ3bRNr5DbI) ### Interpreting the data to drive customer success By analyzing this layered data, we can observe meaningful trends. A rise in activity in the dev environment could signal the start of a new project or use case, while a spike in prod suggests an increase in value delivery to the customer. > *These insights allow us to better understand the customer's journey and to tailor our support to enhance their experience and outcomes.* Furthermore, this approach helps us avoid false alarms that might arise from misinterpreting downward trends in traditional usage data. For instance, a decrease in logins might initially seem like a reduction in product engagement, but telemetry data might show increased activity in the prod environment, indicating successful deployment and utilization of the solution. ### Respecting privacy while providing value One of the advantages of using transaction counts is that it respects user privacy —customers disclose only the number of transactions, which aligns with our contractual obligations. Interestingly, we sometimes face the opposite issue, with customers requesting more detailed data, such as the names of the longest-running APIs or the transactions with the highest counts. > *While we do not collect this level of detail to maintain privacy, the data we do provide is immensely valuable for both understanding and driving adoption.* This telemetry-based approach ensures that our customer success efforts are based on a comprehensive understanding of how our products are used in real-world scenarios. It allows us to effectively guide our customers towards maximizing their ROI and achieving the desired outcomes, making our customer success initiatives more impactful and aligned with our clients' needs. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/06/Insider-gtma-1.png)](https://www.gotomarketalliance.com/signup/) ## Evaluating the effectiveness of our CS team in achieving GTM objectives Our primary objective in customer success at Software AG is to drive product adoption and improve our customers' maturity on our platforms. This objective directly aligns with our GTM strategies and helps in achieving higher renewal rates and incremental business growth. ### Automating processes for efficiency and engagement To enhance the effectiveness of our CSMs, we leverage Gainsight to automate various processes. This automation allows our CSMs to focus more on personalized interactions with customers. A notable feature we use is sponsor tracking, which helps us monitor key customer contacts. For instance, if a contact updates their job title on LinkedIn, the corresponding CSM is automatically notified. This proactive approach ensures that we stay updated with significant changes that might impact the customer relationship, thereby allowing us to manage risks more effectively. ### Proactive risk management Another critical aspect of our strategy involves proactive risk identification and mitigation. We use "click-to-action" features in Gainsight to flag potential [churn](https://www.customersuccesscollective.com/customer-churn/) risks and document recommended steps for mitigation. This process involves not only identifying the risk but also detailing a clear mitigation strategy that may include escalating the issue to executive management or involving other departments like product or sales. ### Sentiment tracking for customer health We place significant importance on tracking the 'sentiment score', which reflects the CSM’s assessment of a customer's adoption health. This score is akin to a "gut feel" and is continuously updated based on interactions and observations. Changes in the sentiment score are tracked and communicated regularly to the renewal team, ensuring that any potential risks are addressed well ahead of contract renewals. ![](https://lh7-us.googleusercontent.com/kGxzGV5B0rv8JpMoiCcZCgQWwCsnI7QxeP1prPrGnGrPprZntMM4x2gJ_LXMeCUACsOvaOERtzGE1GZOi4WBFLGzQGDkjnv-vNX6SJ6Vo-57M63sxL124qmol8bYSshEbeR1U8jI40kFR-UI_h00U2A) ### Success plans as a tool for engagement and expansion Success plans are another vital tool in our strategy. Stored and managed in Gainsight, these plans are tailored to the specific goals and use cases of each customer. > *They include a series of activities designed to keep the customer engaged and aligned with their desired outcomes.* By linking these activities to customer data, we can identify and capitalize on opportunities for expansion. In essence, expansion is not simply sold; it is earned through continuous engagement and the delivery of value. ![](https://lh7-us.googleusercontent.com/dezexWBz6vfPMHbgVWabBVkZEqZRmKIFUqP4xdooO87O2Dhtp7qRwxNNP7JxjnPBabfNDhYP3RTYAV6I-YALcoVSm4MDZ-fk7iOcraoGO1Lt00QhQEQWUuV43c63KGKKfsM38nLMFnSLaJM5FV8Q4ig) ### Driving incremental business through CSQLs The culmination of our efforts in proactive engagement, risk management, and success planning allows us to identify opportunities for incremental business. These opportunities, CSQLs, are identified through detailed reports and analyses within Gainsight, showcasing potential areas for product expansion, additional services, or increased transaction volumes. Our approach to evaluating the performance of our customer success team involves a blend of strategic automation, proactive risk management, detailed sentiment tracking, and the continuous development of success plans. These elements work together to not only meet but exceed our go-to-market goals, ultimately enhancing our renewal rates and driving business growth. ![](https://lh7-us.googleusercontent.com/EDUNZGCD1tRYIL0eA6tdNoii8QuZNk9UdOU72mm7cwWpx38nPEAq5ykf8wFaO1Zsas9TmWnn-CacauP3nhPfFDl6meCh_sesZCrZ1pCbUKgI6m-yopr66Afh_5aBXUr2uaMcR_SLrIDxeY6jeeIG8Ac) ## Aligning customer success compensation with GTM objectives At Software AG, aligning compensation across the entire GTM team is a crucial strategy that fosters a unified approach to customer success. This alignment ensures that all teams, including sales, pre-sales, renewals, and CSMs, work towards common goals that drive the company's overarching objectives. ### Choosing the right KPI To effectively align our efforts, we chose net revenue retention (NRR) as the key performance indicator (KPI). NRR is not only easy to measure but also significantly impacts our top-line growth. It's well understood that there's a strong correlation between NRR and the valuation of many public companies; as NRR improves, so does the company's valuation. **This metric ensures that every member of the team is motivated by and invested in the same outcome.** ### Implementing unified compensation metrics In our approach, it's not about assigning a specific split in compensation, such as 70/30 or 80/20, but rather ensuring that the entire customer success organization has "skin in the game." We use a unified compensation metric for the whole GTM team, continuously monitoring its effectiveness and making adjustments as necessary. This strategy ensures that our compensation incentives are directly tied to our overall business goals. ### Outcomes of a unified compensation approach The results of this strategy have been overwhelmingly positive. By aligning compensation: - **Enhanced team cohesion**: There's improved camaraderie and a stronger sense of unity within the team. Everyone works towards the same objectives, which fosters a more collaborative environment. - **Consistent messaging and culture building**: Our teams deliver consistent messages to customers and prospects. This consistency helps in building a robust company culture that permeates through every customer interaction. - **Seamless communication**: Communication within the GTM team has become seamless, enabling quicker identification of new opportunities for demos, services, and more. - **Effective risk management**: We can flag risks more efficiently, motivate team members appropriately, and avoid redundancies in our processes. Aligning compensation with GTM objectives not only motivates individual team members but also significantly enhances overall customer satisfaction. This approach ensures that every action taken by our team members is aimed at not just fulfilling individual metrics but also advancing the company's broader strategic goals. --- *This article is based on* [***Akash Singh's appearance***](https://www.customersuccesscollective.com/customer-success-go-to-market-podcast/) *on our sister community Customer Success Collective's* [***CS School podcast***](https://alliance.ghost.io/podcast/csc-cs-school/)*.* --- ### The complexity of end-user adoption in B2B SaaS URL: https://www.gotomarketalliance.com/the-complexity-of-end-user-adoption-in-b2b-saas/ Last updated: 2025-06-25T13:00:31.000Z Product adoption can be incredibly challenging when your end-users aren’t your direct customers, a common problem in the B2B [SaaS](https://www.customersuccesscollective.com/what-is-saas/) space. In a business environment, the customer who buys the product often isn’t the end user – the actual *consumer* of your product. The customer could be the team lead or operations manager buying the product on behalf of the team, but this person of contact (POC) often isn’t the one in the weeds, using the product. So, how can [customer success managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) have an impact on the *real* users of their product? ## What is end-user adoption? Getting your customers to adopt and use your product is a struggle in and of itself, let alone without the added barrier of being removed from them. Even if you have a world-class [onboarding](https://www.customersuccesscollective.com/customer-onboarding/) sequence, it’s not worth a penny if it doesn’t resonate with the product’s day-to-day user. > *And with* [*only 40% of companies*](https://www.customersuccesscollective.com/the-state-of-customer-onboarding-2023/) *having dedicated onboarding roles or teams, many B2B orgs are already starting at a disadvantage.* Let’s say you’re a SaaS provider offering a scheduling system to hospitals. Your buyer is an ops director, but the people actually using your product day-to-day are the front desk staff at dozens of different sites – people you’ll probably never meet. If they don’t understand the platform or find it frustrating to use, adoption stalls, [tickets rise](https://www.customersuccesscollective.com/customer-success-support-tickets/), and renewals get shaky. **So how do you help them succeed without direct access? That’s where smart onboarding, scalable training, and customer empowerment come in.** And that’s exactly what B2B onboarding and adoption is all about: *access*. You’ve got to provide the resources to meet their unique needs. ### Why it matters If your customers aren’t using your product, you’re on very shaky ground. This is because user engagement directly impacts retention and expansion. In many B2B SaaS models, your product may be used by dozens or even hundreds of end-users within a customer’s organization, but unless their details are shared with you or synced to your systems, they might not appear in your CRM at all. ## Create an end-user adoption toolkit? If you find yourself unable to reach your end-users directly, that’s when you put your creative hat on. (Grab your strategic hat while you’re at it, too!) Try not to focus too much on controlling every element; instead, you want to **enable your POC** (whether that’s the buyer, admin, or operations role) **to deliver your product’s value on your behalf**. The best way to do this is through a combination of: - Indirect strategies - Scalable support - Advocacy ### Indirect strategies Rather than trying to connect with hundreds of different users, you’ll have a much greater impact if you create enablement systems in place to better position your product, guiding behavior. Ways to do this can be through easily sourced guides and in-app walkthroughs that don’t require one-to-one onboarding. Your saving grace here is an automated onboarding flow that is triggered by activity. Once you nail this, you’re truly on your way. ### Scalable support You want to be able to reach lots of people – and *fast*! You want your slide decks, how-to videos and email scripts all good to go. Your internal champion (AKA your POC) will then be able to customize them to their team’s needs and distribute accordingly. 💡 ****Your internal champion enablement toolkit:** 📽️ Slide decks to customize 📧 Email templates for rollout 🔎 How-to videos & FAQs 🚶‍♂️ Feature walkthroughs 📄 One-pagers for quick wins It’s all about filling your internal champions with confidence. Once they know your product inside out, they'll spread the gospel way better than you could. With CSMs being the [primary stakeholder in onboarding for 82.8% of companies](https://www.customersuccesscollective.com/the-state-of-customer-onboarding-2023-blog/), empowering them with slide decks, email templates, and training resources becomes crucial to scale impact. ### Advocacy There’s something seriously underrated about advocacy planning. When you give your customers the right tools, they'll become your secret weapon inside their company. When your POC starts advocating for your product, the foundations for renewals and expansion are well in place. *They'll* do the heavy lifting, like getting new people up to speed. *They’ll* gather what users really think, and spread the word when you drop cool new features. Because at this stage, they're not just buying your stuff anymore – they're right there with you, making sure everyone *actually* uses it. ## Set expectations on data access When you’re removed from the end-user, data becomes your best friend. But only if you can *see* it. One of the trickiest parts of supporting adoption in a B2B model is getting access to the right data, because your customer (not you) controls who gets into the platform and what information is shared. While 65.6% of CS teams track usage data, few go the extra step – only 11.5% conduct exit interviews. Real insight comes from combining data with qualitative feedback. So how do you make this work? **You get. In. Early.** ### Clarify with external stakeholders If you want better data access to be clear upfront during your onboarding and contract discussions. Be unequivocal that in order to support *their* success, you’ll need at least basic insights into user engagement. You want to know who’s logging in, who isn’t, and how key workflows are performing. ### Frame it as value, not oversight Customers are more open to sharing data when they understand the “why.” Position it like this: > “This data helps us tailor your success plan, spot adoption blockers early, and keep your teams getting maximum ROI.” Bonus tip? Build dashboards or reports that they can access too, so it doesn’t feel like you’re asking for something *for you*, but rather something that benefits them. ## Help your customers gather feedback When you can’t talk directly to the end-users, your customers become your user research team. But they’re busy – so make it easy for them. Give your champions ready-to-go surveys they can send out (bonus points if you help them interpret the results). You can also provide a select few targeted 1:1 chats with users that can reveal more than a dozen survey responses. Give your customer a simple interview guide and offer to join or help analyze. In the **State of Customer Onboarding**, our sister community Customer Success Collective found that only 15.6% of companies proactively gather direct feedback during onboarding, quite a worrying figure. > *You can equip your brand champions to help provide feedback, which can reveal friction points early on.* ### Don’t underestimate the human element Even with the best onboarding tech stack in place, adoption lives and dies by one simple factor: whether people want to use your product. This is where empathy comes in. Try to understand the world of your end-users. What does a “busy day” look like for them? What frustrates them? What would make their job easier, faster, or more enjoyable? **These aren’t just UX questions – they’re adoption questions.** With onboarding and retention [ranking among the top CS responsibilities](https://www.customersuccesscollective.com/state-of-customer-success-report-2024/), it’s vital we design processes that feel human, not just efficient. You don’t need to be in the room with them to design for them. Tap into your POC’s knowledge, use surveys and support tickets as signals, and lean into user behavior data. When you start seeing your users as real people rather than abstract data points, your onboarding and adoption efforts will naturally become more intuitive and effective. ### Iterate like a product manager Adoption isn't a one-and-done event – it’s an ongoing loop. Think of it like product development: you test, you learn, you refine. Yet [only 34.4% of companies](https://www.customersuccesscollective.com/state-of-customer-success-report/) factor in customer experience during onboarding. That’s a huge opportunity for those willing to test and adapt. Watch what works and double down. See what flops and pivot fast. Maybe one guide gets way more traction than others – cool, lean into that format. Maybe your fancy webinar series gets zero views? Okay, time to try something else. 💡 ****The adoption feedback loop:** 🎯 Guide 👀 Observe ✍️ Collect feedback 🔨 Adjust 🔁 Repeat The best CSMs approach adoption with a product mindset. Constant iteration, feedback loops, and never getting too precious about any one tactic. ## So, what have we learned? End-user adoption in B2B SaaS isn’t just about ticking onboarding boxes, it’s about enabling real behavior change, without ever shaking hands with the people using your product. Yes, it’s a challenge. But it’s also a huge opportunity. When you build scalable systems, empower your champions, and stay relentlessly curious about what’s working, you turn one-time customers into long-term advocates. Because when your product gets loved from the bottom up, *that’s*when retention sticks, expansion happens, and customer success stops being a department and becomes a growth engine. --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/06/Insider-gtma-4.png)](https://www.gotomarketalliance.com/signup/) --- ### How to drive product adoption URL: https://www.gotomarketalliance.com/how-to-drive-product-adoption/ Last updated: 2025-06-24T11:05:45.000Z Driving product adoption is a crucial goal for any customer success team. [User onboarding](https://www.customersuccesscollective.com/customer-onboarding/) is just the first step – ensuring they fully understand and regularly use your product is the real key to securing retention and growth. The consequences of failing to drive sufficient product adoption are substantial. If adoption rates are low, and customers are left unengaged, you can be sure that [cancellation and churn](https://www.customersuccesscollective.com/what-is-the-difference-between-cancellation-and-churn/) will naturally follow. But as any [customer success manager (CSM)](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) will know, getting customers to move beyond initial usage and make using your product a daily habit requires strategy and persistence. Our sister community Customer Success Collective has you covered! ## Product adoption and value realization Before considering adoption strategies in detail, it's important to first take a look at the interconnected relationship between customer product adoption and value realization. Without understanding the value of a product, adoption simply won't materialize – and vice versa. Without adoption, you’re not driving value for the customer, which really is *the* point behind customer success. But don’t just take our word for it, global CS experts champion this key observation too. > *Customers are successful if they realize value from your product. That depends on adoption and usage. If it's sitting idle, you're not realizing value* > *\- Rahul Gokhale, Senior Customer Success Manager, Microsoft* ## The difference between product adoption and user adoption? Product adoption refers to the process of active users integrating and actively using a product or service into their workflows and daily routines. It focuses on encouraging adoption and continued usage of the product itself. User adoption is a broader term that encompasses not just getting users to adopt the core product but driving the adoption of additional products, features, upgrades, etc. across the entire customer lifecycle. > *It's about maximizing the overall value customers derive from your products and services.* So while product adoption is a key part of user adoption, user adoption takes a more holistic view of driving adoption across multiple touchpoints beyond just the initial product implementation. The terms are related but have slightly different scopes. ## Why is product adoption important? Understanding the product adoption process and the different stages customers go through, from early adopters to the early majority, is crucial for maximizing conversion rates and improving overall product adoption. Imagine buying a new, high-end cell phone. You’ve blitzed through the introductory tour, but something’s not quite clicking. You might’ve set it up just fine, but after the first day or so your usage is pretty minimal. Sure, you’re using it to take the odd photo, speak with your family, or send your buddies cash over Venmo, but you’re just not *getting the most* out of it. There could be a ton of cool features completely unknown to you. The reason being? You aren’t aware of them because you haven’t been shown the best ways to use the phone. The scenario we described above crops up all the time in the world of SaaS. In fact, the stakes are even higher with a subscription-model business. With a subscription, the customer is able to cancel at any point, putting them firmly in the driver's seat. If your customers aren't adequately using your product and/or service, then you open them up to leaving your customer base and defeating any chance of upsells or renewals. This power shift is [articulated perfectly](https://www.customersuccesscollective.com/how-do-you-prove-the-value-of-customer-success/) by J**ason Noble, VP of Global Customer Success at Vinli, Inc**.: > *“Over the last decade or so we’ve seen a real big shift back to the ‘age of the customer’. We’re really seeing the power go back into the hands of customers. Customers are no longer tied to us with long-term contracts or heavy upfront investments.* > *Instead, they're often on subscription-type models when they have the option to upgrade or simplify their package as they see fit. This risk of no engagement has moved from the customer to the supplier.* > *To minimize this risk, we've got to really focus on value and make sure that we're delivering what the customers want. More importantly, what do the customers need? I think across all industries, we’re seeing organizations have to embrace business models where customer retention suffers because it's easy for a customer to churn.”* We’re firm believers that product adoption isn’t the responsibility of customer success. Instead, it should be a company-wide initiative to increase [customer lifetime value (CLV)](http://customersuccesscollective.com/customer-success-metrics). Product adoption is a concern throughout the customer base and isn’t specific to new users. You might have customers who’ve been with you for years, but due to a product update, their adoption rate has dwindled. Ultimately, if a customer isn’t getting on with your product, the actual product itself might have to be redesigned. But the only way to know how is through customer interaction and analysis. **This is when customer success comes into play.** ## How do you measure product adoption? Before you get into strategies, you want to identify the number of customers who’ve adopted your product. To do this, you can calculate the **product adoption rate** with two crucial bits of information. 1. **New engaged users:** The number of users who have signed up and completed various key actions in a set period 2. **New signups:** The number of people who have recently subscribed to a product in a set period. With these two figures, you can **divide the newly engaged users by the total new signups**. Hey presto, you have your product adoption rate and can be integrated into your [KPIs](https://www.customersuccesscollective.com/measuring-customer-success/). Other ways you can track the success of adoption is by looking at the frequency of use, what aspects of your product are being used, and how many sessions are being spent. In addition to monitoring the product adoption rate, tracking conversion rates at various stages of the customer journey can provide valuable insights into areas for improving product adoption. ## How to increase product adoption rates Once you’re able to measure how many people have adopted your product, you can now look for ways to improve your adoption rate. ### 1\. Establish milestones for your customers If your customers aren’t properly engaging with your product, you might find there has been something lost in translation. For the sake of clarity and cohesion, the customer should know how they’ll benefit from your product during the onboarding process. For **Michelle Wideman, Chief Customer Officer at Silverfort,**"Having the ability to track and trigger usage metrics by milestones or timelines is a huge way to be more proactive with customers and ensure product adoption." Establishing individual milestones is an important precaution for managing customer expectations and ensuring customers aren't being left in the lurch. Each milestone breaks down the overall product goal into bite-sized portions and makes the overall goal less daunting and more comprehensive. For **Bryant McCombs**, Manager of Customer Success at **MongoDB**, it’s important to set up actionable next steps, which will give you an opportunity to validate your customer's interest in certain features and functionalities to provide momentum for follow-up discussions. Setting personal milestones for your customers to work towards is much like having a personal trainer in a gym, says **Shari Srebnick**, **Principle Analyst** at **Forrester**: > "You’re there to remind them that it’s a long game, and they’re not going to reach their goals all at once. You’re there to praise them for each milestone they clear every step of the journey. It’s that sense of accomplishment, as the end goal becomes clearer, that's going to motivate the customer to continue on this journey with you.” A good personal trainer won’t leave you to your own devices from day dot. They ask you what your overall goals are and break them down into manageable steps, all the while supporting you and celebrating each individual success along the way. **Ultimately, user confidence is salient for driving adoption.** [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/06/Insider-gtma.png)](https://www.gotomarketalliance.com/signup/) ### 2\. Engage with your customers with in-app messages If a user doesn’t feel all too comfortable using your product, it can be helpful to give them a little nudge in the right direction. [According to Product Marketing Alliance](https://www.productmarketingalliance.com/6-types-of-in-product-engagements-to-drive-adoption-retention-and-growth/?%5F%5Fhstc=259877717.bbae20f496c3c23cf4b3551c8d069b11.1750257128319.1750257128319.1750334562962.2&%5F%5Fhssc=259877717.4.1750334562962&%5F%5Fhsfp=4179679497), products that use in-app messages see a **three-time boost in engagement** and a **four-time increase in conversions**. Did you know that, in line with [recent research](https://webengage.com/blog/in-app-messaging-best-practices/), in-app messages are eight times more effective at engaging users than push notifications and can boost retention rates by upwards of 300%? We thought that might get your attention. Also known as in-product messaging, in-app messaging is used by companies to communicate directly with their customers via their company website or mobile app. Companies incorporate messaging into their website and app in such a way that it’s difficult for the user to miss, therefore improving user engagement. 💡 In-app messages are fundamental for users who may be using the platform for the first time and highlight features they can use to get the most out of their experience. Even beyond the [onboarding](http://customersuccesscollective.com/customer-onboarding/) process, in-app messages can help your customers stay up to date with any important changes and updates in the product. These can be announcements of amazing new features, important bug fixes, improvements, or even announcements of some big upcoming change. ### 3\. Create a community of engaged users In-app messaging is a brilliant method of reaching your customers, but it’s not the only way to make them aware of product features. One of the best things about creating a good product is witnessing its reception amongst your users. Online, digital communities are insightful spaces that not only help your customers learn best practices from each other but offer invaluable feedback based on their interactions. According to [a study conducted by Vanilla](https://blog.vanillaforums.com/5-ways-customer-success-managers-can-improve-product-adoption): - An online community for your customers can help your organization improve engagement by **up to 21%** - **66%** of branded communities say that the community has had an impact on customer retention - **90%** of communities say that suggestions from the community have been used to improve products or services To draw on the words of Helen Keller: “Alone, we can do so little; together, we can do so much.” An engaged community of users is a powerful thing and taps into the confidence that Shari Srebnick referred to earlier. In our opinion, sharing messages of empowerment and success stories is the ultimate organic case study you could ask for. ### 4\. Conduct NPS and collect feedback Net Promoter Score (NPS) are types of surveys used to gather user feedback and measure how likely your customers will recommend your products and/or services to others. Implement various types of surveys like Net Promoter Score (NPS), Customer Experience Score (CES) or any other to learn about user feelings and thoughts about the product. Don’t forget to follow up based on responses – it can help you and your customer success team improve many things. If there were some nice responses, why not try and build a relationship, or ask for a recommendation to include in your case studies? Prompting people to ask how they’re finding your product is one of the best ways to get them to reflect and use it. ### 5\. Segment your customer base It’s important to remember that not everyone reacts in the same way. Some customers may take to your product like a duck to water, but others may need a little more guidance. Segmenting your customers ensures every bit of information they receive from you is relevant. By finding out individual customer characteristics, you can tailor your company’s in-app messaging, milestones and general needs to each individual. This allows you to tailor your approach to specific groups, such as early adopters or the early majority, ensuring a more effective product adoption process for each segment. The whole purpose of [customer segmentation](https://www.customersuccesscollective.com/a-guide-to-customer-segmentation-strategies-and-examples/) is to better target and cater to your customers. Let's suppose you notice a significant portion of your users are abandoning a particular workflow or feature due to usability issues. In that case, the solution is to address each customer appropriately and give them the type of experience that they need. Once you start addressing your customers properly, you'll find their interactions with your product will be a lot more authentic. ### 6\. Work closely with your product team Driving higher product adoption requires close collaboration between customer success teams and product teams. These two groups play pivotal roles in ensuring users embrace and fully utilize the product. Customer success teams are on the front lines, directly interacting with customers and gaining valuable insights into their pain points, needs, and usage patterns. By actively listening to customer feedback and analyzing adoption data, customer success teams can identify areas where customers may be struggling or where features are underutilized. This [customer-centric](https://www.customersuccesscollective.com/customer-led-growth) perspective is invaluable for product teams. By aligning efforts and regularly sharing customer feedback with product teams, product managers and developers can prioritize improvements and enhancements that directly address user friction points and optimize the overall user experience. For example, suppose customer success teams notice that a significant portion of users are abandoning a particular workflow or feature due to usability issues. In that case, they can relay this feedback to product teams. Product teams can then investigate the root cause, whether it's confusing UI design, lack of guidance, or missing functionality, and work on improving that aspect of the product. [How to build an effective, repeatable go-to-market processGain deeper insight into Fluvio’s go-to-market model, the most effective, repeatable GTM process that any company can, and should, adopt.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-199.png)GTM AllianceDevon O’Rourke![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Sharing_Article_Images_Author-Text-7.png)](https://www.gotomarketalliance.com/how-to-build-an-effective-repeatable-go-to-market-process/) When you incorporate [customer-driven feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/) into your roadmaps and development cycles, your colleagues in product can iteratively enhance the product, streamlining user flows, simplifying complex processes, and introducing features that better meet customer needs. As the user experience improves and the product becomes more intuitive and valuable for customers, the product adoption curve naturally becomes smoother. Customers are more likely to progress from initial awareness and interest to active usage and advocacy, as the barriers to adoption are reduced and the value proposition becomes clearer. According to **Kimberly Ayala, Director of Customer Success (North & South America) at Akeneo**: > "Building bridges with your product team doesn’t just help your customers, it transforms their experience and prevents blockages with customer progression. Your customers get to share feedback with the people in charge of making changes happen. They get to take part in beta tests, try new features, and potentially influence product roadmaps." Ultimately, this close collaboration between customer success and product teams creates a virtuous cycle, where customer insights drive product improvements, leading to higher product adoption, customer satisfaction, and loyalty. --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/06/Insider-gtma-3.png)](https://www.gotomarketalliance.com/signup/) --- ### How to deal with customer frustration URL: https://www.gotomarketalliance.com/how-to-deal-with-customer-frustration/ Last updated: 2025-07-18T14:35:06.000Z Let’s say one of your customers is dissatisfied with your product and can’t stop yelling about a software glitch. Or perhaps they’re peeved with their customer experience and want to raise a complaint about the service. Neither of these situations is good for the customer or your brand. And to make matters worse, they keep leaving negative comments on your company’s social media platform. So, if you encounter this, what should you do? Let’s unpack that. ## Customer frustration It’s very natural to think of a frustrated and angry customer as your enemy, particularly if they’re unfriendly, impatient, and keep damaging your company’s reputation on the internet. But here’s a tip on how you can handle this: try to see this situation as an opportunity to better your product. **Raymond Otero, Director of Customer Experience at Microsoft,** admitted in a keynote presentation at our sister community's Customer Success Summit that he “*loves complaints because if \[he\] can figure out how to fix those complaints, it'll help \[him\] generate more bottom line*.” Remember, as a success or support manager, you’re constantly growing with your customers, and to do that, you need to understand that these customers have the same goal as you, which is to get the most value out of your product. Incidentally – and quite shockingly – [only 4% of unhappy customers](https://ohmyfacts.com/general/25-facts-about-customer-complaints/#:~:text=Did%20you%20know%20that%2096%25%20of%20unhappy%20customers,can%20identify%20problem%20areas%20and%20make%20necessary%20improvements.) voice their complaints! Meaning when customers *do* get in touch, there’s a heightened need for businesses to address this feedback promptly. This aligns with broader industry insight: according to the [State of Customer Churn Report](https://www.customersuccesscollective.com/state-of-customer-churn-2023-report/), just **11.5%** of teams actively seek to understand churn through exit interviews. There’s a significant opportunity here to better capture and act on customer sentiment before it’s too late. ### 1\. Be empathetic So when encountering this situation, it’s always best to apologize first and show your empathy. Taking an [empathy-led approach](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/) allows you to put yourself in the customer’s position. They’re irritated and are looking for helpful answers, so don’t just provide boilerplate solutions that are impersonal to their situation. Is this a revolutionary step? Probably not. But this small measure can help de-escalate a heated conversation and turn it into a productive one. **Tactical empathy tips:** - Use calm, measured language… even if the customer isn’t. - Say things like: “*That sounds incredibly frustrating. I’m here to help*.” - Mirror their words to show you’re listening (e.g., “*You mentioned this happened after the update…*”). This approach not only improves customer experience but will also help defuse tension, build trust, and increase the likelihood of a positive resolution. Win-win, right? ### 2\. Actively listen This might be the understatement of the century, but no one likes to feel ignored – *especially* when they’re airing a grievance. Make sure that you actively listen to their frustration and [map out the steps](https://www.customersuccesscollective.com/become-a-top-customer-centric-brand-by-mapping-out-your-customer-journey/) you’ll take to solve the problem. 💡 ****Pro tip:** Let **them* speak. Don’t rush to a solution. Acknowledge their situation before pivoting to problem-solving. After the customer agrees with your idea, don’t forget to follow through on your promises. If you promised to get back to them in three days, you need to do so. By living up to your promises, you can build trust with your customers and deepen the relationship. > “Closing the loop is really, really crucial… you're going to tap into the 96% who don’t complain.” \- **Raymond Otero, Director of Customer Experience at Microsoft** Active listening also directly supports CS goals. In the [State of Customer Success 2024 Report](https://www.customersuccesscollective.com/state-of-customer-success-report-2024/), relationship management and retention are among the top CS responsibilities, with [retention](https://www.customersuccesscollective.com/customer-retention/)accounting for **25%** of CSM focus. Getting this moment right isn’t just good practice – it aligns with [core KPIs](https://www.customersuccesscollective.com/measuring-customer-success/). ## Tailor your response to the channel Sure, there’s been an influx of customer complaints on social media over the last 15 years, but these complaints often occur with non-direct interaction. So, depending on where the complaint comes from, your approach might need to shift. - **Email:** Formal tone, clear timelines, detailed solutions - **Live chat:** Quick empathy, short responses, quick fixes - **Phone:** Verbal cues, active listening, tone softening - **Social media:** Polite public response, follow-up in DMs - **Review site:** Acknowledge publicly, resolve privately It’s worth noting that **75%** of CS teams engage customers via email, followed by **41.7%** by phone, and **30.2%** by video calls ([State of Customer Churn Report](https://www.customersuccesscollective.com/the-state-of-customer-churn-2023-report-blog/)). Knowing the dominant communication preferences can help you decide which channel to use first to prioritize retention. ## Prepare ahead of customer complaints ### Role-play scenarios A great way to prepare yourself for any customer unpleasantness is to find some colleagues to role-play with you. It might seem a bit forced at first, but for [customer success](https://www.customersuccesscollective.com/what-is-customer-success/), role-play is an effective way to practice obtaining and maintaining customer satisfaction. Once you get over the awkwardness (and high-school drama-esque-ness) with your colleagues, then you can probably handle most situations with your customers! It also teaches you how to tackle different scenarios seamlessly in real life by stimulating real conversations to help customers with their concerns. That’s why running these role-plays is really helpful. It allows you to be geared up before diving into facing a real-life crisis. So, if you can, have a go at this with your colleagues. Everyone watching the roleplay should take notes and provide constructive feedback, so you can all improve as a team. ### Build a customer success plan Beyond role-play, another powerful way to get ahead of frustration is to prepare a customer success plan right from the start. > “At the very start of your customer relationship,create a customer success planthat speaks of their previous state, what the future state holds with the use of your product, what their goals are. Get as hard into numbers as you can… that’s your source of documentation. \- **Kalyn Lewis, Head of Sales & Customer Experience at Visme** However, only **39%** of CS professionals implement mutual engagement plans during onboarding, according to the [State of Customer Onboarding Report](https://www.customersuccesscollective.com/the-state-of-customer-onboarding-2023-blog/). This is a missed opportunity – having a shared roadmap can defuse future complaints by creating clarity from day one. When complaints come in, especially nitpicky or [emotional](https://www.customersuccesscollective.com/emotional-intelligence/) ones, having that plan in place allows you to pull the customer back from the rabbit hole and anchor the conversation in facts and goals. What’s more, a strong customer success plan not only reduces complaints, but it also creates pathways for [upselling and cross-selling](https://www.customersuccesscollective.com/pros-and-cons-of-upselling-and-cross-selling/) by reinforcing customer value early. ## Track and measure complaint handling It’s not enough to resolve complaints; you need to know if your efforts are working. Here are some [key metrics](https://www.customersuccesscollective.com/customer-success-metrics/) to track: - CSAT (customer satisfaction score) after resolution - NPS (Net Promoter Score) trendlines - Time to resolution - Repeat complaint rate - Follow-up survey feedback If you see the same complaint over and over, it may indicate a deeper issue that needs product or process changes. Metrics like [customer health scores](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/), used by nearly half of CS teams, can proactively flag issues before they become full-blown complaints. ## Document and share internally Every complaint is also feedback. Make sure to: - Log complaints clearly in your CRM or support tool - Tag by category or theme - Share recurring issues with your product or engineering teams - Create a “[voice of the customer](https://www.customersuccesscollective.com/creating-an-effective-voice-of-the-customer-program/)” summary each quarter The most common internal barrier to improving customer experience is a lack of resources and poor collaboration with product teams, as highlighted in the[ State of Customer Success 2024 Report](https://www.customersuccesscollective.com/state-of-customer-success-report/). Having a structured [customer feedback loop](https://www.customersuccesscollective.com/how-to-manage-the-feedback-loop/) turns individual complaints into organization-wide learning opportunities. ## A customer complaint case study in action In 2015, Proposify, an online proposal software that helps to optimize the sales closing process, experienced a lot of issues with its site. This led to many angry customers, and some even left negative and sarcastic comments on Twitter, like this one: ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXdroeUG0jiJ9s-QqCMXZxE-BXXpCVyWYc_DNM0O3GVmAgyQTh7uWT6xwkg3i1B15KJJniJBpQXIIk9fgotsdfPBILjsskhO86nJDvtt0xQJbbrAvTcgZn8B6F9wvdHWBiWbFg0X7w?key=D6qqDxQoX79btVWivpEGcg) And here’s how Proposify responded to the customer’s frustration: ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXfzx_edeZC1NOtXtYgObeIiWNCyz6ruVO3bxVYsTyJfAupPnSEkKr0TjmRUQ3Cj74UiqLljFsrOvG4blve47bcgLnz1MAapJFRxow5LzGHfnSEfjaAU5We0ONPCqrDv4Tsfv2Agdg?key=D6qqDxQoX79btVWivpEGcg) In this tweet, we can see that the first thing Proposify did was apologize and then they offered support for the issue. Although some may argue the ‘*looking to publicly shame us*’ bit can come a bit passive-aggressive because of the tone, you could say this is just part of their strong brand personality. But what the company did after the tweet was something we can really learn from. They followed up with an email that covered all the key issues that needed to be addressed. ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXdLkjLwSMRMfNDyL-xG5SN0i3JsPOZEjU-nuhqhjH-m8oXOPeHlHefkqqWxLtDs9OKDOnkcZLufzkhX79lTB3A3-bMUyucFBIRHDjz4TtriJUifBPqyT7GEkPohxCUvrrJIgMYE8Q?key=D6qqDxQoX79btVWivpEGcg) At the beginning of the email, the CEO of Proposify, Kyle Racki, asked for clarification about the customer’s problem. Because let’s be honest, the customer’s tweet doesn’t give much information about the company. If you don’t really understand the customer's question, you might end up causing a lot of confusion. So, asking for clarification first is vital when you want to target the issue and solve it. Then, Kyle addressed the customer’s problem like this: “This is something we’re working on within the next couple of releases. For now, you have to create a new page and budget table manually.” Here, we can see that Kyle tries to set realistic expectations for the customer. He made it transparent that there are limits to what their product can do. But then again, Kyle also made the customer aware that it is something they’re planning to improve, so the customer will still have faith in the company. And finally, Kyle apologized and left the contact information for the customer to reach out to if he had more questions in the future. > *Interestingly, he also mentioned in the last sentence that he and the customer were from the same city.* This is a *really* smart move, as it builds a sense of connection with the customer. Also, it shows that although this is a business relationship, everybody in the interaction is a person at the end of the day. So, when dealing with customer frustration, you want to act like a real human and be as authentic as you can possibly be. It also helps to build a meaningful relationship with your customers. Just see how Proposify used their tactics to turn an angry customer into a happy brand promoter. The customer even followed up on Twitter and thanked the company. ## When it still goes south Even when you do everything right, there will be customers who escalate things, either CC’ing your CEO, yelling at your team, or refusing to compromise. It can feel like the worst possible working day of your life, but your first port of call should be to gently remind them that this is a *professional* relationship. And for full transparency, you’ll want to loop your line manager in, too. If things really go sideways, and you feel like you’ve done everything possible, it’s okay to let it go. As long as you feel you’ve thrown everything you can at the situation, that you did everything you could, then that’s all that matters. This mindset also helps when you face [churn](https://www.customersuccesscollective.com/how-to-re-onboard-customers-lost-to-churn/) or tough losses. Many CSMs in the early stage of their career take churn personally. Like it’s *their* fault the customer left, when actually there are a myriad of reasons that have nothing to do with their performance. You’re not always in control of the outcome, but you are in control of your effort, your integrity, and how you show up. Focus on what you*can* own, learn from what you can, and then move forward. ## Stay resilient as a CSM Handling complaints is emotionally taxing. CSMs need psychological safety, too. Here are a few tips for maintaining resilience: - Don’t bottle things up; make sure you talk to your team. - Schedule decompression time after tough calls. - Remember: you’re not your [churn rate](https://www.customersuccesscollective.com/a-complete-guide-on-how-to-calculate-and-reduce-customer-churn/). It’s not always recognized, but CS can be emotionally draining. Interestingly, **32.5%** of CS professionals feel their work is undervalued by the C-suite ([State of Customer Success Leadership Report 2024](https://www.customersuccesscollective.com/state-of-customer-success-leadership-2024/)). That’s why peer support and internal advocacy are vital. If you, unfortunately, encounter a situation with an angry customer, try to remain calm and listen carefully to their needs, and you’ll be on the right path for customer retention. Frustrated customers aren’t always fun, but they’re trying to tell you something. If you listen well, respond authentically, and follow through with action, those complaints can become your best source of growth. --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/06/Insider-gtma-2.png)](https://www.gotomarketalliance.com/signup/) --- ### Mastering content-driven GTM: How to craft messaging that closes deals URL: https://www.gotomarketalliance.com/mastering-content-driven-gtm-how-to-craft-messaging-that-closes-deals/ Last updated: 2025-06-13T16:23:22.000Z What if the key to closing more deals isn’t just about having a great sales team, but about empowering them with the [right content](https://www.gotomarketalliance.com/podcast/the-power-of-content-led-growth-with-samantha-rideout-video/)? Today, content isn’t just an afterthought – it’s the backbone of a successful go-to-market (GTM) strategy. I’m **Chloe Cucinotta**, working on **GTM content strategy** at **Amazon Web Services**, and I’m excited to share how content-driven strategies can be the game-changer your sales and marketing teams need to connect with buyers and close deals faster. In the go-to-market space, we all know that [great messaging ](https://www.gotomarketalliance.com/top-10-messaging-examples-and-what-we-can-learn-from-them/)can make or break a deal. But it’s not just about creating content – it’s about crafting messaging that resonates with your buyers at every stage of their journey. In this article, I’ll walk you through why content is so critical for sales enablement, how to align your content strategy with your sales goals, and how to create content that directly impacts your revenue pipeline. Let’s dive in! ## **Why content-driven sales enablement is essential** Let’s kick things off with a stat that might surprise you: a recent[ Gartner survey](https://www.gartner.com/en/sales/insights/buyer-enablement) of over 250 B2B buyers revealed that **77%** of them felt their last purchase was complex or difficult. If we take a moment to think about this, it really drives home why quality content is such an essential piece of the puzzle. Buyers are no longer just waiting to talk to a salesperson before making a decision. They’re self-educating, comparing options, and forming opinions online long before a sales rep enters the picture. As marketers, it’s our job to meet buyers where they are – **digitally**. Quality content simplifies the buying process by [addressing pain points](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/), answering questions, and building trust before the sales team even gets involved. When marketing creates content that speaks directly to these challenges, we empower sales teams to build trust and guide buyers smoothly through their decision-making journey [The power of content-led growth, with Samantha Rideout \[Video\]Samantha joined us on the podcast to discuss how content-led growth can enhance your GTM strategy!![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-192.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM-FM_Podcast_Meta_-6.png)](https://www.gotomarketalliance.com/podcast/the-power-of-content-led-growth-with-samantha-rideout-video/) ## **Aligning content with buyer needs** I think we can all agree that the buying journey has changed drastically, like I said, today’s buyers prefer self-education. Buyers are researching, comparing options, and forming opinions – all online. This is where we come in. Imagine this scenario: a VP of Technology is evaluating a product like yours to equip their team with the right tools. Before they ever think about speaking with sales, they’ve already formed impressions of your brand based on the content they’ve come across. Whether they’re reading blog posts, checking out case studies, or viewing social media content from your company, they’re forming an opinion about your brand and product. So, as marketers and [sales enablement](https://www.gotomarketalliance.com/5-critical-mistakes-to-avoid-when-building-a-world-class-sales-enablement-function/) professionals, our job is to make sure that content is easy for our target audience to find and that it helps guide them forward on their purchasing journey. Your messaging needs to resonate at each touchpoint. [Get buy-in for a messaging and positioning strategy \[Video\]Looking to validate your positioning and messaging to gain executive buy-in? We’ll guide you through gathering the crucial research and data. Watch now.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-196.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Get-buy-in-for-your-messaging-and-positioning-strategy.png)](https://www.gotomarketalliance.com/buy-in-for-messaging-and-positioning-strategy-video/) _This post is for paying subscribers only._ ### How to build an effective, repeatable go-to-market process URL: https://www.gotomarketalliance.com/how-to-build-an-effective-repeatable-go-to-market-process/ Last updated: 2025-06-03T11:00:44.000Z There’s been much said about how to build a go-to-market plan; with a quick Google search, you can find a myriad of frameworks that help product managers, [product marketers](https://www.gotomarketalliance.com/product-marketing-from-startups-to-corporate/), CEOs, and CMOs ensure their new product is launched with the highest likelihood of success. To be clear, we at Fluvio ascribe to and support this micro-level strategy (product-level) for our clients, but where we think most companies fail resides in their macro-level ability to sustain successful [product and feature launches](https://www.gotomarketalliance.com/product-launch-and-land-answering-the-what-why-when-and-how/). Over the course of several years and dozens of engagements, we have mapped out what we believe to be the most effective, repeatable go-to-market process that any company can and should adopt – the Fluvio GTM Model. ## The inbound There are eight inbound initiatives companies need to build and install within their organization to support an effective outbound go-to-market motion. In an ideal world, these are built before any outbound activity begins; thus, treat these as the foundation upon which to build sales and marketing (outbound) activity. In reality, most companies neglect to install this foundational inbound motion (or at least parts of it) before bringing their company or product(s) to market. And while it is not ideal, it is possible to step back and retroactively implement these initiatives. Further, as with real-world foundational infrastructure, these should be reviewed and refreshed on a regular basis as products and the market evolve. ![Inbound section of the GTM process from Fluvio. This is sectioned into product roadmap tiering, beta program installation and management, company and product positioning, foundational messaging framework development, persona development, ideal customer profile development and segmentation, competitive intelligence, and market research and sizing.](https://www.productmarketingalliance.com/content/images/2024/07/Inbound.jpg) Courtesy of [Fluvio](https://www.fluviomarketing.com/) ### **Market research, sizing, and competitive intelligence** The first two inbound initiatives focus on defining and thoroughly understanding the dynamics and size of the market and ecosystem your product(s) sit within, and the [key players you will cross paths with](https://www.fluviomarketing.com/blog-summary/0xzgvi5rehc4s09greivk1pi6ov2ig). Ultimately, the goal is to map out the category landscape, trends, and [opportunity areas](https://www.fluviomarketing.com/blog-summary/how-to-select-and-prioritize-markets-to-pursue) to hone in on when planning your [go-to-market strategy](https://www.gotomarketalliance.com/disruptive-gtm-strategies-for-exponential-growth/). ### **Ideal customer profile and persona development** Building upon the market and competitive landscape initiatives, the next inbound initiatives include [ideal customer profile (ICP)](https://www.gotomarketalliance.com/how-to-define-your-icp-for-gtm-video/) development (defining the qualities that make a company the best fit for the solutions you provide) and defining personas; the various individuals that will be involved in buying and/or using your product (gatekeepers, decision-makers, influencers, blockers, etc.). While there are a handful of mechanisms for capturing the qualitative and quantitative inputs for developing ICPs and [personas](https://www.gotomarketalliance.com/the-role-of-customer-personas-in-a-winning-gtm-strategy/), nothing beats getting directly in front of your customers to capture their voice (via [interviews and surveys](https://www.fluviomarketing.com/blog-summary/optimizing-amp-supplementing-customer-interviews-in-the-age-of-feedback-fatigue)). 💡 If you're looking for a product marketing expert to help you establish product-market fit at your company, [book a consultation with us](https://www.productmarketingalliance.com/pma-consult/). We have partnered with Fluvio to provide extensive B2B and B2C product marketing expertise for software and technology companies looking to find product-market fit and deliver sustainable growth. Together, we can offer a suite of products and services to help you scale more effectively and efficiently throughout each stage of your lifecycle. ### **Messaging and positioning** Once you’ve established your market opportunity, the competitive landscape, and have defined your ICP and personas you have the context to begin to flesh out your [messaging](https://www.gotomarketalliance.com/top-10-messaging-examples-and-what-we-can-learn-from-them/) and positioning. These initiatives synthesize research into tangible insights that help identify the key points of differentiation for your company and product(s), align them with market trends and the needs and desires of your ICP and personas, and formulate external messaging that will resonate with your discrete audiences. ### **Beta program installation and roadmap tiering** The bulk of the inbound motion is now complete, but there are several initiatives that most companies fail to put in place that are critical to fuzing the inbound and outbound motions together. First, you must [install an effective, repeatable beta process](https://www.fluviomarketing.com/blog-summary/how-to-establish-a-successful-beta-program). While many would consider this a technical necessity (identifying and fixing any bugs), they are failing to recognize the customer impact (and potential roadmap inputs) of beta programs. Beyond testing technical product requirements, betas should be used to ensure you are building solutions purpose-built for your ICP and personas. Therefore, you must ensure you have the right audience recruited into the program, in addition to the proper mechanisms in place to communicate with your participants, run multiple betas at once, and measure exit criteria (note, ensure you clarify risks and your requirements with beta customers upfront and capture NPS, CSAT, etc.). When products are ready for general availability (GA), you’ll want to ensure you have a programmatic method of determining the level of go-to-market support that will be required to bring the product to market. Generally, this means identifying characteristics that can be used to segment product launches into tiering (i.e. tier-1 = core differentiator, high-impact GTM; tier-2 = important to customers and prospects, requires at least minimal education beyond initial awareness, and so forth). Securing alignment in your PMM function may be straightforward, but ensuring that this approach to GTM tiering (and effort) for every launch has cross-functional buy-in is critical. When you assure that functions critical to GTM such as Product, Sales, Customer Success, and others are aligned to your tiering and GTM approach, the likelihood of successful launches is greatly increased. ## The outbound And now we’ve made it to the outbound motion of a successful go-to-market process. In this motion, companies package up what is produced in the inbound motion and inject it in-market. I’m purposeful in using ‘inject’; you want to be sure you are conscientious, and precise with what audiences you are targeting, when, and with what message. We aren’t ‘blasting’ products to market. ![Outbound section of the GTM process by Fluvio. It's sectioned into GTM strategy and planning, packaging and pricing strategy, message testing and validation, narrative design, sales enablement and collateral development, customer communication, prospect communications, market communications, and case studies and testimonials. ](https://www.productmarketingalliance.com/content/images/2024/07/Outbound.jpg) Courtesy of [Fluvio](https://www.fluviomarketing.com/) ### **Go-to-market planning, packaging, and pricing strategy** As CEO of Ignition, [Derek Osgood](https://www.linkedin.com/in/derekosgood3/) notes, > “If your team believes a go-to-market (GTM) strategy is just positioning your product for launch, that's like saying a sandwich is just two pieces of bread with some stuff in the middle.” The product marketer’s go-to-market strategy document is akin to product management's product requirements document (PRD). Yes, it packages up all of the insights, positioning, and messaging from the inbound motion, but it does much more than just that. It’s a canvas to illustrate and articulate: - What is launching (both its current and future states), - The market and ecosystem it operates in, - Who it is built for (ICP and personas), - The problems these companies and people are facing, - The explicit value the product will bring and the messaging that will be used for each segment and persona, - The commercialization model (price, product packaging/bundle, sales-led, product-led, etc.), - The tactical activation plans (channels and timing), - How success will be defined and measured (KPIs), and - Risks, limitations & adoption blockers. If it’s not obvious, there is a lot of time, effort, and thought that goes into building a go-to-market strategy, and doing so will require close alignment and collaboration with a number of stakeholders. For that reason, organizations must templatize the structure of these strategy documents and install mechanisms for teams to stay connected to ensure the go-to-market process has longevity. ### **Message testing and narrative design** Post-strategy alignment, teams must change their mindset and begin to move quickly with intention. Go-to-market teams must have a bias for action, period. Start testing out different versions of your messaging. Develop specific goals, design an approach (qualitative/quantitative, emails, interviews, [A/B testing](https://www.gotomarketalliance.com/ab-testing-learnings-from-meta/) onsite, etc.), and measure results. Ultimately, the goal is to validate pain points, benefits, and propensity to buy as well as test specific messaging for clarity, comprehensiveness, and value. The data from these tests will give you confidence in how you will connect with your audience and should give you the foundation to develop your product’s narrative. Using narrative design will give you an edge, even in the most crowded categories. ![Process for designing a successful narrative. 1. identify change in the world of your customers. 2. illustrate how the change impacts your audience. 3. adapting to the change in the world: the new game. 4. explain why it's difficult to adapt. 5. Introduce what you've built to help: the solution. ](https://www.productmarketingalliance.com/content/images/2024/07/Narrative-design.png) Courtesy of [Fluvio](https://www.fluviomarketing.com/) Essentially, narrative design helps your brand/product stand out and be original, builds a new reality in the mind of your target audience, and sells over time. An important call out here – narratives can and should evolve over time! ### **Sales enablement, audience communication, and case studies** We’ve now made it into the more tactical initiatives within the outbound motion. This is also when[ building trusted relationships with sales folks](https://www.fluviomarketing.com/blog-summary/why-do-you-need-sales-enablement) becomes critical. Product marketing teams are always being asked to create materials for salespeople. To be efficient, product marketers should keep the following clarifying questions in mind as they work through the collateral creation process: - Will this material be used internally or externally? (does it need to be designed?) - Will the collateral needed address a question that we’ve heard directly - and often - from clients? - Can we repurpose existing content to serve our needs? - What audience will the materials cater to? (will they be segmented or for GA?) - What is the best way to reach that audience? (through the sales team? Digitally? Both?) Once the right approach has been identified, product marketers must have a prescriptive process in place to create and maintain sales collateral. We recommend the following five-step process. ![1. sales survey. 2. prioritization. 3. PMM development. 4. design. 5. share. ](https://www.productmarketingalliance.com/content/images/2024/07/collateral-development-process.png) Courtesy of [Fluvio](https://www.fluviomarketing.com/) Along with [sales enablement](https://www.gotomarketalliance.com/what-is-sales-enablement/) and collateral development, external comms must be developed and executed. Oftentimes, this means working with channel experts within the marketing organization to breathe life into the messaging work laid out in the go-to-market plan and narrative. Align on the appropriate channels for customers, prospects, and the market more broadly (emails, in-app messages, press releases, events, blog posts, etc.) and optimize each while they are in flight to ensure you are constantly pushing toward your KPIs. The level of effort you aligned on earlier, when establishing launch tiers, should serve you well here in reducing one-off work evaluating channels for every launch. Once some customers have had an opportunity to use and find value in your product, case study opportunities should be identified and cultivated, oftentimes via customer success teams. Case studies and testimonials demonstrate viability and build trust with prospects. ## The accelerator (crank) ![The accelerator section of the GTM process by Fluvio. It's sectioned into adoption analysis, upsell strategy, roadmap vision and prioritisation, win/loss analysis, voice of customer analysis, and product validation. ](https://www.productmarketingalliance.com/content/images/2024/07/Crank.png) Courtesy of [Fluvio](https://www.fluviomarketing.com/) While most think of a go-to-market process as linear, it most certainly is not – it’s cyclical. There are six initiatives that when effectively put in place and into action, will help accelerate your go-to-market process. This accelerator motion includes adoption analysis, product validation, upsell strategy, [voice of customer (VoC)](https://www.productmarketingalliance.com/understanding-your-target-audience-through-voc/), [win/loss analysis](https://www.fluviomarketing.com/blog-summary/build-a-win-loss-playbook-to-capture-more-market-insights), and roadmap vision & prioritization. Much like the entire go-to-market process, all of these initiatives involve data aggregation and analysis. However, the insights gleaned from the accelerator motion are unique in that you will be working off of real-time, actualized data (from a live product in customers’ hands). React quickly, form hypotheses, and make incremental adjustments to your inbound motion. ## The final GTM model ![The entire process - inbound, outbound, and accelerator - put together into the entire model. ](https://www.productmarketingalliance.com/content/images/2024/07/Fluvio_Product-Marketing-Spectrum_DEF_v8_a.jpg) Courtesy of [Fluvio](https://www.fluviomarketing.com/) We believe, and our client work has validated, that the Fluvio GTM Model is the most effective, repeatable go-to-market process, enabling companies to sustain successful product and feature launches over time. Once built and implemented, companies must invest in key personnel and resources to manage the end-to-end process and ongoing audits and refreshes should be planned on a regular basis (e.g. annually). --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/05/Insider-gtma-6.png)](https://www.gotomarketalliance.com/insider-membership-plan/) --- ### How product marketers lead effective and contextual GTM URL: https://www.gotomarketalliance.com/how-product-marketers-lead-effective-and-contextual-gtm-2/ Last updated: 2025-05-30T11:00:13.000Z Hard to believe how fast we went through 2024! As the year unfolded, one theme stood out across peer conversations, industry conferences, and organizational practices: the need to connect limited or dispersed marketing resources to a deep understanding of the market. On a personal level, this year challenged me to focus on what truly matters – leveraging my product marketing expertise to address the needs of sales teams and partners while driving tangible value through content-based [go-to-market (GTM) ](https://www.gotomarketalliance.com/what-is-go-to-market-gtm-video/)campaigns aimed at demand generation. This shift meant moving beyond activity and event-based approaches to rigorously generating high-quality leads. The key? Becoming unapologetically customer-centric and partner-led. By embedding curated product marketing strategies into GTM campaigns, we enabled a more focused and effective approach. It starts with bringing contextual focus to GTM efforts by clearly articulating a value proposition for sellers and partners. From there, it’s about creating impactful solution messaging for customers, a Bill of Materials (BoM) for strategic alliance sellers, and fostering long-term partnerships that drive joint GTM success. This is the essence of product marketing. Organizations need expert product marketers who can bring sharp judgment and structure to enable well-oiled GTM strategies in collaboration with sellers and partners. [Top 10 messaging examples – and what we can learn from themMessaging can be difficult to get right. In a world where consumers are bombarded with marketing messages from all directions, it feels impossible to rise above the noise. In this article, we’ll examine ten examples of companies that nail their messaging and the lessons each can teach us.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-188.png)GTM AllianceAmelia Wilson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/kimberly-farmer-lUaaKCUANVI-unsplash--1-.jpg)](https://www.gotomarketalliance.com/top-10-messaging-examples-and-what-we-can-learn-from-them/) ## How focusing on customers reshapes GTM campaigns with sellers and partners ### Impact on the bottom line Isn't it all about the bottom line as well as revenue generation when it comes to GTM programs? Being customer-obsessed brings valuable and curated product marketing content leading into events and activities. This accelerates MQL conversions, develops high-intent leads, boosts [product adoption](https://www.productmarketingalliance.com/12-essential-product-adoption-metrics/) by partners and customers, and enhances the customer lifetime value (CLV). ### Looking for the ‘so what?’ Our customers are inundated with information, so it's critical to make every touchpoint meaningful. While we create a ‘drum beat’ with webinars, industry event participation, and channel field days, it's equally important to ensure session impact. Curated content and refined value propositions from product marketing help better align with the target customer cohort’s goals, needs, and challenges. This allows campaigns to be more resource-efficient and impactful. ### Proactive risk mitigation Effective GTM strategies do a lot of listening. Gathering insights from customer touchpoints, analyst feedback, and SME expertise ensures marketing initiatives are rooted in customer reality. This proactive approach by product marketing identifies risks early and enhances the customer experience by minimizing friction and maximizing relevance. ### Cross-functional collaboration for GTM success To deliver exceptional experiences, we ensure that every customer interaction – from pre-sales to post-purchase – is seamless and valuable. This requires tight alignment across product development, marketing, sales, partners, and support teams. Interactive demos, hands-on exercises, and expert-led sessions make complex concepts accessible and engaging for customers and partners. Product marketers successfully drive this alignment as their day jobs, and can lead GTM campaigns to deliver improved customer and partner experience. ### Continuous learning for customer connection Staying customer-centric means continuously refining strategies based on real feedback. By deeply studying [personas](https://www.gotomarketalliance.com/what-is-a-persona-in-marketing/), leveraging data points, and incorporating customer stories, product marketers can create GTM campaigns that resonate. These additional efforts generate high-intent leads rather than a mechanism to collect contact info. This is a product marketing muscle and this constant learning ensures agility, allowing organizations to pivot and optimize based on evolving customer needs. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/05/Insider-gtma-4.png)](https://www.gotomarketalliance.com/insider-membership-plan/) ## Looking ahead to 2025: Elevating customer-centric GTM As we enter 2025, the role of product marketers in crafting and executing content-based and customer-centric GTM campaigns will be more crucial than ever. For any recurring revenue business, customer obsession is key – and is relevant to the pillars of: - Adoption, - Retention, - Advocacy, and - Expansion. What is rapidly incoming during this year is increased relevance and context based on enterprise LLM applications – enabling support for generating high-quality content with high contextual relevance. This makes product marketing a lot of fun, unlocking true creativity and personalization at scale! As a result, organizations will increasingly expect product marketers to spend more time on things that matter to drive growth. Product marketers are taking on the increased responsibility to expertly execute GTM programs that gain a competitive advantage with high-intent leads, lean in on customer advocacy, and focus on building the brand. **Here are the prominent mantras for 2025:** ### Get personal Harness AI-driven insights to personalize messaging and refine targeting for diverse customer segments. This becomes very relevant, especially in the context of enterprise LLM applications for generating high-quality as well as highly contextual content. The focus now turns to greater judgment from product marketers to define credible core messaging based on a deep understanding of the partner/customer segment pain points and speak to them in their language. ### Speak less, show more Demonstrate ROI through revenue growth and enhanced CLV by prioritizing customer needs in every campaign. An ideal example is the GTM of a joint solution offering with partners to target customers. Such a campaign prioritizes informing, educating, and incentivizing partner sellers as much as articulating a differentiated offering to the customer. As a result, the bespoke BoM of assets includes seller enablement and training collateral (including a ‘how to pitch’ video), as well as clear customer value proposition, customer presentation material, use case-specific solution briefs, and more. [AI in GTM: Opportunities, challenges, and best practicesWe’re taking a deep dive into how AI is reshaping the GTM landscape. In this article, we’ll cover the growing role of AI in GTM, from personalization to leadership coaching. You’ll learn about best practices for ethical AI usage, why some businesses are hesitating to adopt AI and much more.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-190.png)GTM AllianceKen Roden![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/michael-dziedzic-aQYgUYwnCsM-unsplash--1--4.jpg)](https://www.gotomarketalliance.com/ai-in-gtm-opportunities-challenges-and-best-practices/) ### Change the recipe Lead with hyper-targeted content and bespoke campaigns that resonate with customers and partners, eliminating generic, one-size-fits-all activities. This calls for curated collateral and GTM to partners and target markets – aligning with the target cohort’s goals, needs, and challenges. It's further boosted by including interactive sessions with SMEs, live demos, and hands-on exercises to amplify the brand, product positioning, as well as messaging retention. Needless to say, it's a mistake to take the brand and company's reputation for granted! ### Listen before you tell Leverage real-time feedback from customers and partners to enhance the responsiveness and agility of GTM campaigns to gain high-intent leads. Achieve this by discovery calls with team leaders and pre-session surveys for valuable insights. It behooves us to rapidly pivot to customer and partner needs by demonstrating the product’s value using local data points, customer stories, use cases, and industry reports. Take into account the target geography, work shifts, and other nuances. ### Open the door Make way for clear channels of ongoing learning and support. Lead cross-functional efforts to deliver cohesive, impactful customer experiences through multiple touchpoints. Involve product, field marketing, sales, support, and customer success teams to align with GTM goals, delivering a consistent market message and improving partner and [customer experience](https://www.gotomarketalliance.com/understanding-the-customer-experience-with-adam-dille/). This ensures efficient use of resources and maximizes the impact of marketing and sales efforts. ### Ask “What’s the score?” Finally, always ask ‘What's the score?’ to track progress by assembling a set of quantitative measurements formulated as preferred by the team – whether as [KPIs](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/), OKRs, SMART goals, or simply key metrics. Define tools, methods, and clear ownership associated with collecting and analyzing that data – ideally via an accessible, actively refreshed report or dashboard that doesn’t depend on any external groups to pull results. This serves as an ideal input to a diverse ecosystem of partners, including strategic alliances and resellers, or to field marketing teams enabling geographic expansion. ## Final thoughts To summarize, [product marketers](https://www.gotomarketalliance.com/product-marketings-influence-on-the-product-roadmap/) are the linchpins connecting customer pain points as well as partner ecosystems to actionable GTM strategies. By staying relentlessly focused on customers as well as partners, they can ensure that organizations not only meet but exceed growth goals. In 2025 and beyond, a customer-first and partner-led approach will remain the cornerstone of impactful GTM campaigns and sustainable success. --- ### Designing products with accessibility in mind URL: https://www.gotomarketalliance.com/designing-products-with-accessibility-in-mind/ Last updated: 2025-05-26T11:00:41.000Z When creating digital products, especially those designed for people with disabilities, it’s important to keep key principles of inclusion and accessibility in mind. These concepts apply to all stages of [product development](https://www.productledalliance.com/the-5-critical-phases-of-product-development/): from ideation and creation to GTM and marketing. ## General principles ### Social vs. medical models of disability There are two primary approaches to understanding disability: the medical model and the social model. The **medical model** frames disability as a deviation from the so-called “norm”, where physical or mental disabilities are viewed as issues within the individual. The goal in this model is often treatment or rehabilitation to bring the person closer to what is considered the “norm.” The **social model**, on the other hand, sees disability as one of many human characteristics. Disability is seen as resulting from the way environments and societies are structured. Its goal is to reduce or remove environmental barriers and ensure equal opportunities for everyone. The medical model tends to ignore individual experiences and needs, focusing instead on “fixing” differences. This approach can be limiting when striving to build a more inclusive society and digital environment. Therefore, it’s better to refer to the social model, where disability is seen as something that arises when an individual interacts with a non-inclusive environment. If we remove those barriers, the disability becomes just one aspect of who a person is, not a limitation. For example, a deaf person can watch a movie if it has subtitles. A wheelchair user can attend in-person classes if the building has ramps, elevators, and wide doorways. A blind person can order food through an app if it’s screen reader accessible. [The true cost of overlooking accessibility in your productThe American Institute for Research (AIR) reports that people with disabilities have a purchasing power of $490 billion. This market controls over $13 trillion in disposable income globally, according to the Return on Disability Organization.![](https://www.productledalliance.com/content/images/icon/android-chrome-192x192--1--1080.png)Product-Led Alliance | Product-Led GrowthDavid Sloan![](https://www.productledalliance.com/content/images/thumbnail/shubham-dhage-mjl0yIdSi18-unsplash--1--2.jpg)](https://www.productledalliance.com/the-true-cost-of-not-prioritizing-accessibility/) ### Designed with accessibility in mind – convenient for everyone A key principle of inclusive product development is **"Designed with accessibility in mind – convenient for everyone."** This principle, introduced by Kat Holmes, former Director of Inclusive Design at Microsoft, stems from the concept of **permanent, temporary, and situational disabilities**, where accessibility features can benefit all users, not just people with disabilities. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/05/Marketing-Strategy-vs-Go-to-Market-Strategy.png) Focusing on the functionality of features and what pain points they can solve is key. What may seem like an accessibility feature often benefits a wider audience. For example, subtitles for the Deaf and Hard of Hearing (SDH) are not just useful for deaf or hard-of-hearing users. They are also helpful for people recovering from an ear infection, watching videos in noisy places like public transport, or browsing content in quiet spaces like libraries. ### Nothing about us without us One of the cornerstones of inclusion is the principle: **“Nothing about us without us.”** In product development, this means involving people with disabilities throughout the entire process – from research and discovery to testing. If you don’t have people with disabilities on your team, you can collaborate with non-governmental organizations or associations representing blind, deaf, or mobility-impaired individuals, among others. This principle also applies to marketing and PR. Messaging and scripts should be reviewed by people with disabilities, and ideally, multiple perspectives should be considered. If you’re creating video content, ensure that characters with disabilities are portrayed by actors with disabilities. ### Accessibility, product adaptation, and alternative formats Creating inclusive products involves three main components: 1. **Accessibility:** Ensuring compatibility with screen readers, scalable fonts, high contrast modes, voice control, keyboard navigation, etc. The primary reference here is the **Web Content Accessibility Guidelines (WCAG)**. 2. **Product Adaptation**: Adding features that improve usability for people with disabilities. For example, a “Do Not Call” option in a food delivery app can be essential for deaf or hard-of-hearing users. 3. **Alternative Formats**: Adapting content to accommodate various sensory needs—vision, hearing, touch. Consider the following best practices: - Add text or audio descriptions to images - Write complex articles in simple, clear language - Include subtitles and audio descriptions in video content Once the general principles are in place, it's important to consider the language used when discussing inclusive technologies. The second part of this article outlines key do’s and don’ts to keep in mind. [Unlocking inclusivity: How to select the right KPIs for accessibilityA key performance indicator is a critical way of tracking your progress toward some sort of goal or intended result. So in the case of an accessibility KPI, we’re trying to have some sort of accessibility goal in mind and track how we’re getting to reach that goal.![](https://www.productledalliance.com/content/images/icon/android-chrome-192x192--1--1081.png)Product-Led Alliance | Product-Led GrowthKate Kalcevich![](https://www.productledalliance.com/content/images/thumbnail/jeremy-perkins-7FOSJVtUtac-unsplash--1--1.jpg)](https://www.productledalliance.com/unlocking-inclusivity-how-to-select-the-right-kpis-for-accessibility/) ## Language-related principles ### Person-first vs. identity-first language - **Person-first**: Puts the person before their health condition. For example: “*a person who uses a wheelchair*”, “*a blind person*” or “*people with disabilities*”. - **Identity-first:** Emphasizes the disability. For example: “*the Deaf*,” “*the blind*.” While person-first language is generally viewed as more respectful and inclusive, some people prefer identity-first language as their disability is a core part of their identity. It’s best to ask individuals what they prefer. In professional or corporate contexts, person-first language is typically recommended for its neutrality. It's important to note that some outdated terms related to people with disabilities are considered offensive within the community. That's why it's crucial to research and validate your language directly with your audience. ### Emotionally charged language around disability Avoid expressions like: - *“Suffering from…”* - *“Struggling with…”* - *“Overcoming obstacles…”* - *“Despite a disability…”* - *“Relief from difficulties…”* These phrases imply assumptions about a person’s experience. Not all people with disabilities feel they are suffering or struggling, and many people without disabilities may experience hardship as well. Instead, use **neutral language** such as: - *“Has a disability”* - *“Lives with a disability”* - *“Is a person with a disability”.* [Why accessibility should be central to your GTM strategyExplore the importance of accessibility in go-to-market and marketing strategies, and discover advice to build accessibility into your product launch processes.![](https://www.productledalliance.com/content/images/icon/android-chrome-192x192-1.png)GTM AllianceNicole Wight![](https://www.productledalliance.com/content/images/thumbnail/social---Why-accessibility-Should-Be-Central-to-Your-Go-to-Market-Strategy.png)](https://www.gotomarketalliance.com/why-accessibility-should-be-central-to-your-gtm-strategy/?%5F%5Fhstc=139927340.8ce890e0d1d11283d31265ce051ba0dc.1747240428647.1747827217293.1747844069602.3&%5F%5Fhssc=139927340.1.1747844069602&%5F%5Fhsfp=3420112851) ### People with disabilities vs. so-called “normal/regular” people Framing people with disabilities in **opposition** to “normal” or “regular” people reinforces the medical model and suggests there is a default standard everyone should meet. This ignores individual experiences and undermines inclusion. Phrases like *“people with disabilities are just like us (referring to people without disabilities)”* or *“people with disabilities are the same as everyone else”* may aim to convey equality but unintentionally highlight a perceived difference, suggesting people with disabilities are "other." It's better to avoid such comparisons altogether. ### Pity and heroization In marketing, PR materials, social media, or even onboarding content, it's important to avoid two extremes: **pity** and **heroization**. **Pity** sounds condescending. For example, saying a feature *“helps make life a little easier for people with disabilities”* might seem like it’s assumed their life is inherently harder. It sounds more like a subjective assessment of what a “hard” or “easy” life might look like, therefore, it’s better to avoid such phrasing and focus on the functionality. For example, for a ride-hailing app: *“this feature allows a user to inform a driver if they use a wheelchair”* or for a video streaming app: *“subtitles make video content more accessible for diverse audiences, including deaf and hard-of-hearing people”*. **Heroization**, on the other hand, highlights only extraordinary achievements. For instance, showing a person with a disability only if they’re a Paralympian or head of an association. A better approach is to show everyday experiences: a blind person watching a movie with audio description, or a wheelchair user ordering a taxi. The goal is to **normalize disability** and remove stigma by portraying realistic, relatable scenarios. ## Conclusion By integrating inclusive practices into product design, language, and communication, we can begin to reduce environmental barriers and dismantle stereotypes. While this may not solve everything, it’s a meaningful step toward a more inclusive digital experience – and ultimately, a more inclusive society. --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/05/Insider-gtma-3.png)](https://www.gotomarketalliance.com/insider-membership-plan/) --- ### #GTM25 LA | OnDemand URL: https://www.gotomarketalliance.com/gtm25-la-ondemand/ Last updated: 2025-05-23T11:29:02.000Z _This post is for paying subscribers only._ ### The definitive guide to channel partner go-to-market strategy URL: https://www.gotomarketalliance.com/definitive-guide-to-channel-partner-go-to-market-strategy/ Last updated: 2025-05-20T10:00:40.000Z Scaling a business takes more than just ambition—it takes the right strategy. Enter the **channel partner go-to-market (GTM) strategy**, a proven tactic to help companies expand their reach, tap into new markets, and deliver value through partners who already have established relationships with the target audience. But let’s be clear—a great channel partner strategy isn’t about handing off your product to just *anyone*. It’s about building strong, [collaborative relationships](https://www.gotomarketalliance.com/how-to-lead-a-collaborative-go-to-market-strategy/) with partners who align with your goals and can bring your vision to life in ways you couldn’t achieve on your own. Whether it’s resellers, distributors, or value-added service providers, these partnerships can be game-changers for growth. Of course, developing such a [strategy](https://www.gotomarketalliance.com/tag/go-to-market-strategy/) also brings its own share of headaches. How do you find the right partners? What’s the best way to set goals? And how do you avoid the common challenges derailing even the best of plans? That’s exactly what this guide is here to help with, walking you through what exactly a channel partner go-to-market strategy looks like, the different types of partnerships you can explore, and the steps to build a plan that works for you. Along the way, we’ll also share real-world examples and practical tips to overcome obstacles, giving you everything you need to make channel partnerships a key driver of your success. So let’s get started! ## **What is a channel partner go-to-market strategy?** Fundamentally, the channel partner GTM strategy is a way of selling and distributing products or services through joint efforts with third-party partners who, in turn, assist businesses to better reach customers that might otherwise be challenging to access. A company that’s breaking into a [new geographic market](https://www.gotomarketalliance.com/why-geographic-segmentation-is-a-crucial-part-of-your-marketing-strategy/), for instance, might work with a local partner who knows the region, understands customer behavior, and already has an established network. This saves time, reduces costs, and often leads to better results than trying to navigate this new market alone. What makes this strategy work so well? It’s built on **shared goals**. When it’s executed properly, both you and your partners win; you gain expanded market exposure, and they get a product or service that adds to their offerings or fills a gap for their customers. Let’s face it: competition is unforgiving. Industries are more crowded than ever, and a smart [GTM strategy in ecommerce](https://www.gotomarketalliance.com/ecommerce-go-to-market-strategy/), for example, is now a necessity. Customers want solutions tailored to their specific needs, and markets are becoming more fragmented by the minute. That’s why a channel partner go-to-market strategy works wonders by improving your credibility and extending your reach without over-expanding operations. [The Partner-Led Growth PlaybookEcosystem-led growth can help smaller companies market their services more efficiently and newer companies build stronger reputations. It can also help enterprises innovate without overspending. Our latest playbook walks you through the importance of your network.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-51.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM-Partner-Led-Growth-Playbook_Meta_2-2.png)](https://www.gotomarketalliance.com/partner-led-growth-playbook-blog/) ## **Types of channel partnerships** You’ll need different types of partners depending on your goals and objectives. Some of the most common models include the following: ### **Value-added resellers (VARs)** Think of resellers as the classic middlemen—they buy your product and sell it to their customers. However, value-added resellers take it to the next level by customizing, integrating, or bundling your product with additional features or services to offer bespoke solutions to specific customers. VARs know their niche markets inside and out, and they’re great for specialized industries. Since they essentially act like an extension of your sales team, they may also be able to help you scale without extra overhead. ### **Managed service providers (MSPs)** MSPs are like the IT department you always wanted but never had. They sell, set up, and maintain your product for customers, often on a subscription basis. They handle everything from [cloud hosting](https://www.gotomarketalliance.com/cloud-co-selling-a-strategic-approach-to-marketplace-and-ecosystem-success/) to cybersecurity, making your product easier to adopt. This is ideal if your target market values convenience and ongoing support since MSPs manage the tech-heavy aspects of your product. Also, their subscription models further create [recurring revenue streams](https://www.gotomarketalliance.com/crafting-a-successful-b2b-saas-go-to-market-engine/), benefitting you and your partner. ### **System integrators (SIs)** System integrators are big solution architects and specialize in integrating a variety of technologies into a coherent system. They integrate hardware, software, and networking products from multiple vendors to create custom setups for industries such as healthcare, finance, or manufacturing. Their knowledge in the industry means your product will fit even in the most complicated systems, enabling you to take on big projects that require serious customization. ### **Technology alliances** Technology alliances unite two companies to deliver complementary solutions. Instead of reselling or bundling, these partners focus on integration, enhancing the value of each other’s products. For instance, a CRM provider might partner with an email marketing platform to provide an integrated product. These partnerships often lead to co-marketing opportunities, which increases visibility for both brands. Also, customers benefit from a better, integrated experience, making your solution more attractive. [The power of partnerships in B2B Go-to-MarketYou’ve poured your heart and soul into your new product. It’s the perfect solution, ready to disrupt the industry. But launching it feels like navigating a maze – dead ends, confusing directions, and the constant question of whether you’re on the right track. This is where partnerships come in.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-52.png)GTM AllianceVikram Ramakrishnan![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/volodymyr-hryshchenko-inI8GnmS190-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-power-of-partnerships-in-b2b-go-to-market/) ![Key steps to building a channel partner go-to-market strategy](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/11/how-to-build-a-channel-partner-go-to-market-strategy.png) ## **Key steps to building a channel partner go-to-market strategy** Now we’ve covered the foundations of a channel partner go-to-market strategy, it’s time to actually get to building one, here’s how to craft a winning plan: ### **Step 1: Define your goals** Your goals are the compass for your strategy. What do you want to achieve? Is it a move into a new territory, sales in an industry that is important to you, or brand awareness? It’s also crucial to ensure your goals are measurable. Lay out [key metrics](https://www.gotomarketalliance.com/tag/metrics/) such as sales growth, customer acquisition rate, or partner engagement levels that will set a standard for success. ### **Step 2: Segment your market** Not all customers—and not all partners—are created equal. Focus on [segments](https://www.gotomarketalliance.com/what-is-market-segmentation/) where you’ll see the biggest impact, whether that’s by geography, industry, or company size. ### **Step 3: Map the customer journey** Think about your [ideal customer journey](https://www.gotomarketalliance.com/enhance-your-gtm-strategy-with-customer-journey-mapping/) and where channel partners can step in. This might include: - Generating initial interest through co-branded marketing campaigns. - Converting leads through joint demos or trials. - Providing after-sales support to ensure customer satisfaction and retention. By clearly mapping this journey, you’ll find the most important stages for partner involvement and make sure customers enjoy a seamless experience. ### **Step 4: Find and recruit partners** Having understood who you’re looking for, you have to start relationship building. But be selective. Consider looking for partners who not only meet your criteria but show equal or more enthusiasm for your product. Highlight what makes your partnership compelling—whether it’s exclusive resources, training opportunities, or competitive commissions— and how you’ll support them. ### **Step 5: Enable your partners** Don’t stop at onboarding; set your partners up for success and provide them with: - Training and certifications to become experts in your product. - Marketing materials, like brochures or co-branded ads. - Sales support, including access to leads or joint selling opportunities. When partners feel confident and supported, they’re more likely to succeed—and that success benefits everyone. ### **Step 6: Monitor and optimize** A successful strategy is one that evolves. Track key performance indicators (KPIs) like revenue growth, partner engagement, and customer satisfaction. Regularly review these and collect feedback to refine your strategy, work out any kinks that come up, and act on any opportunities for improvement. [8 innovative go-to-market strategy examples (with template)Unlock success with 8 inspiring go-to-market strategy examples. See how top brands launch products, engage audiences and drive growth.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-53.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/8-innovative-go-to-market-strategy-examples--with-template---2--2-2.png)](https://www.gotomarketalliance.com/8-innovative-go-to-market-strategy-examples/) ## **Overcoming common challenges** Outlining a channel partner GTM strategy might make it sound straightforward on paper, but the reality is often more complex. There are several common challenges that could make or break your channel strategy. Here’s a closer look at some of the most usual hurdles—and how to take them on. ### **Managing channel conflict** When several partners—or even your direct sales team—end up competing for the same customers, it can lead to confusion, frustration, and damaged relationships. This is one of those common problems that crop up once your channel ecosystem grows. **🛠️ The fix:** Establish clear rules of engagement from the very beginning. Define how leads will be allocated and introduce transparency in your processes. Tools like Partner Relationship Management (PRM) systems can help get everyone on the same page. ### **Measuring partner performance** How can you tell whether your partnerships are working or not? Most companies struggle to track performance effectively, mainly because they have little idea what to track in the first place. Without this information, you can’t tell which partnerships are thriving and which need extra care. **🛠️ The fix:** Identify KPIs that matter to your business. Regular performance reviews and candid feedback sessions can help keep your partners aligned and motivated. ### **Keeping partners engaged** The hard truth is that partners work with numerous vendors, and if they don’t see a strong ROI or feel valued, your product may be benched. Keeping them engaged takes way more than just initial enthusiasm. **🛠️ The fix:** Incentives go a long way. Think about implementing tiered rewards programs or co-marketing opportunities. Regular check-ins, recognition of their successes, and providing ongoing support will further the relationship. ### **Maintaining brand consistency** Your partners are an extension of [your brand](https://www.gotomarketalliance.com/craft-your-brand-identity-video/), but they may not be consistently representing your brand as you would. All this inconsistency might confuse customers—or worse—be detrimental to your brand reputation. **🛠️ The fix:** Provide partners with co-brandable materials and pre-approved messaging, so they represent your brand accurately. Periodic reviews and alignment sessions can help achieve consistency in tone within your channel ecosystem. [B2B go-to-market strategy: A comprehensive guidePicture this: You have an amazing product that could completely change how businesses operate. But here’s the million-dollar question – how exactly will you do that?![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-54.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/B2B-go-to-market-strategy-A-comprehensive-guide-1.png)](https://www.gotomarketalliance.com/b2b-go-to-market-strategy-a-comprehensive-guide/) ## **Real-world examples of effective channel partner go-to-market strategies** A well-constructed channel partner strategy isn’t just theory; several businesses have already put these strategies into action and seen impressive results. Let’s explore two examples of companies that nailed their channel partner go-to-market approaches and find out what made them so successful. ### **Cisco: Building a winning partner ecosystem** Cisco’s channel [partner strategy](https://blogs.cisco.com/partner) is a textbook example of how to effectively scale with collaboration. By leveraging a large network of partners, Cisco has been able to expand its market reach, deliver customized solutions, and build long-term relationships with its customers. **What makes their strategy effective?** - **A flexible partner program:** Cisco’s program is based around four key roles—namely Integrator, Provider, Developer, and Advisor—allowing partners to engage in ways that suit their strengths. This means partners work in tune with both their expertise and their goals. - **Certifications:** Partners can earn [specializations](https://www.cisco.com/site/us/en/partners/cisco-partner-program/expertise/specializations/solution/index.html) to demonstrate their expertise in Cisco’s technologies, adding value to their credibility with customers. - **Incentives:** Cisco motivates its partners with structured incentives that reward performance and commitment. It’s a win-win approach that cements partner loyalty while driving sales. - **Top-tier support:** From training resources to marketing and sales tools, Cisco ensures that its partners have everything they need to excel. Their partner portal provides easy access to these resources, making collaboration seamless. **Why it works**All of this works at Cisco because it’s built on collaboration and shared success. They don’t just set expectations—they actively invest in their partners’ growth. The result is a loyal community of skilled partners that drive customer satisfaction and innovation while extending Cisco’s market reach. ### **Microsoft: Empowering partners** Another great example of how to enable channel partners for mutual success comes from Microsoft’s [Cloud Solution Provider (CSP) program](https://partner.microsoft.com/en-gb/partnership/cloud-solution-provider). It allows partners to resell and manage Microsoft’s cloud services directly, including Azure, Microsoft 365, and Dynamics 365, while granting full ownership of the customer lifecycle, from billing to support. **What makes their strategy effective?** - **Customer-centric partnerships:** By giving CSPs ownership of the customer relationship, Microsoft ensures that its partners can provide bespoke solutions and personalized support. - **Flexible engagement models:** The CSP program allows partners to choose between various engagement models, whether direct or indirect via a distributor relationship. - **Robust enablement and resources:** In-depth [training](https://partner.microsoft.com/en-gb/training#/) for sales, sales tools, and access to the Microsoft AI Cloud Partner Program are provided to partners, making it considerably easier to sell and manage cloud solutions. **Why it works**This approach works for Microsoft because it puts the partners in the driver’s seat while equipping them with the tools to succeed. This partnership model not only helps the growth of partners’ businesses but also ensures that more people are exposed to Microsoft’s cloud solutions. The result is a vibrant ecosystem of trusted partners and satisfied customers, with Microsoft firmly positioned as a leader in cloud services. ## **Conclusion** Creating a channel partner go-to-market strategy is by no means easy, but it’s well worth the effort. It’s not about finding people to sell your product—it’s about forging relationships with real people that will help grow your business by delivering value to your partners and, most importantly, to your customers. We’ve covered a lot, from the different types of partnerships and the steps to building a solid strategy to overcoming common hurdles and learning from real-world success stories like Cisco and Microsoft. If these examples prove anything, it’s that the best channel strategies are founded on collaboration, trust, and shared dedication to achievement. The thing is, a great channel strategy isn’t something you ‘set and forget’. It’s organic. The market shifts, your goals evolve, and new opportunities emerge. Staying flexible, listening to your partners, and being willing to change course will keep you ahead of the curve. At the heart of it all, channel partnerships are about more than just hitting sales targets. They’re about creating something bigger—whether that’s new market opportunities, happier customers, or a thriving network of collaborators. With the right strategy in place, you’re not just growing your business—you’re creating a foundation for long-term success. So, what’s next? Take what you’ve learned here, start building those relationships, and create a channel strategy that works for you. --- ## Forge industry alliances and become unbeatable Looking for the full, actionable low-down on building partnership strategies? [**Sign up to Ecosystem Go-to-Market: Masters**](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) and Reach new audiences, amplify your messaging, and finally sell at scale when you learn how to leverage strategic partnerships the right way. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/04/ecosystem-go-to-market-masters.png)](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) --- ### AB testing: Learnings from Meta URL: https://www.gotomarketalliance.com/ab-testing-learnings-from-meta/ Last updated: 2025-05-14T17:23:33.000Z From launching entirely new products to fine-tuning the smallest UI changes, AB testing is the go-to tool for making data-informed decisions at companies big and small. But when it comes to Meta, with billions of users worldwide relying on our platforms to connect, communicate, and run their businesses, the scale and complexity of AB testing takes a whole different dimension. In this article, I'll share my own experiences working on AB testing at Meta, highlighting the unique challenges, strategies, and nuances involved in conducting experiments at the world's largest social fabric. Whether you are a [product manager](https://www.productledalliance.com/what-does-a-product-manager-do-exactly/), engineer, data scientist, or simply interested in the intersection of data and product growth, you will gain valuable insights from this exploration. Read on! ## Why is AB testing so important at Meta? Before we dive into specifics, let’s take a moment to understand why AB testing is so important at Meta: ![Man holding a sign that reads: "I need more data"](https://www.productledalliance.com/content/images/2025/04/i-need-more-data--1-.png) ### With massive scale comes massive responsibility: We are the biggest social fabric connecting the world with billions of people across the world relying on our products to connect with friends and family, run online businesses, and discover content they enjoy. However, at this scale, even seemingly minor changes can have far-reaching consequences. To mitigate this risk, we rely on AB testing to rigorously evaluate the impact of potential changes before rolling them out more broadly. By doing so, we can protect the user experience and prevent unintended changes from affecting our global community. ### Building for a diverse user base presents both an opportunity and a challenge: At Meta, our global user base is incredibly diverse, comprising people from various demographics who utilize our platforms for different purposes. This diversity presents both an opportunity and a challenge, as we strive to create products that are relevant and effective for each unique audience segment. To achieve this goal, AB testing plays a critical role in helping us test, learn, and iterate on product features that cater to the distinct needs of our users worldwide. By leveraging AB testing, we can ensure that our products meet the diverse requirements of our global user base, ultimately enhancing their overall experience. [The 7 elements of a rock-solid GTM plan“You know what we need… is a Go-To-Market plan.” Did you feel a shiver down your spine, like someone just walked over the graves of your past failed product launches? Go-to-Market (GTM) plans are a hallmark of every new product introduction, and yet all too often, organizations don’t have![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-178.png)GTM AllianceJeff Foley![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Sharing_Article_Images_Author-Text-2-2.png)](https://www.gotomarketalliance.com/the-7-elements-of-a-rock-solid-gtm-plan/) ### Our product ecosystem is interconnected and complex: Our product portfolio is a complex ecosystem of interconnected platforms, including Facebook, Instagram, WhatsApp, and Oculus, each with numerous features that interact and influence one another. This intricate web of relationships means that even small changes to one feature can have unintended consequences on others, potentially cannibalizing usage or disrupting the delicate balance of our ecosystem. For instance, a new feature designed to boost reels production might inadvertently lead to a decline in stories production. To mitigate these risks, AB testing becomes an essential tool for isolating and evaluating specific changes within our ecosystem, ensuring that improvements in one area do not come at the expense of others. ### We need to move fast and innovate often: At Meta, we must move quickly to stay ahead of the curve and meet the ever-changing needs of billions of users worldwide. With user expectations constantly shifting and competition intensifying, AB testing is key to our success, allowing us to rapidly validate ideas, iterate on [user feedback](https://www.productledalliance.com/why-customer-feedback-is-the-most-underutilized-product-growth-lever/), and launch products that delight – all while ensuring a seamless user experience and protecting the integrity of our ecosystem. [8 innovative go-to-market strategy examples (with template)Unlock success with 8 inspiring go-to-market strategy examples. See how top brands launch products, engage audiences and drive growth.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-180.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/8-innovative-go-to-market-strategy-examples--with-template---2--2-6.png)](https://www.gotomarketalliance.com/8-innovative-go-to-market-strategy-examples/) ## AB testing to drive product goals AB testing is a trusted ally, as we take the product through different stages of growth and optimization. Below, I'll share valuable insights gained from using AB testing at Meta to achieve distinct product objectives, at different stages in the [product lifecycle](https://www.productledalliance.com/what-is-the-product-development-life-cycle/): ![Image of a man in a suit with a superhero cape and mast with text reading: "help me AB testing you are my only hope"](https://www.productledalliance.com/content/images/2025/04/help-me-ab-testing-you-re-my-only-hope--1--1.png) ### Product goal: Attain product-market fit for a 0 to 1 product For a new product, attaining [product-market fit](https://www.productledalliance.com/lean-product-development-how-to-succeed-in-crazy-times/) (PMF) is key for success and also the hardest step since the idea is fresh out of the oven with little to no prior data available. Herein, AB testing plays a crucial role in validating early assumptions, collecting user feedback and data to inform product direction, to ultimately attain PMF. Breaking this journey to steps: #### Step 1: Early stage validation Even the best of ideas need to be validated before they are put to the test. At Meta, we take a structured approach to idea validation by conducting user research, industry and competitor analysis to answer three key questions: Who, What, How much 1. Who: Which segment of users do we solve for? 2. What: What problem do we intend to solve for these users? How severe is the problem and is the problem largely unsolved, or does a workaround exist? 3. How much: What is the opportunity size, i.e. how much impact can we drive by solving this problem? If the idea is viable based on the above analysis, we move on to the next step – define MVP. 💡 At Meta, we hold a high bar before putting any idea to AB test primarily because the experience of billions of users is at stake and there are both ethical, and legal risks associated with testing. Hence, we invest a lot of time upfront in validating ideas - putting only the high-confidence ideas in the AB test. #### Step 2: Define MVP and success metrics At Meta, when defining our MVP, we optimize for impact, simplicity, and speed. We conduct user interviews to identify core features that resonate with users, then prioritize MVP features based on their potential impact and engineering cost, ensuring a quick and effective path to market. Then to measure the success of our MVP holistically, we use a comprehensive set of metrics that assess adoption, engagement and retention. This approach eliminates novelty bias and detects potential issues in the user journey, providing a more accurate understanding of the product's performance: - **Adoption:** Establish a baseline adoption rate within your Total Addressable Market (TAM) by referencing similar products or industry benchmarks. For early-stage PMF, aim for 1-5% adoption, indicating initial traction and validation with a small user group - **Engagement rate:** Measure the depth of user interaction with core features, such as frequency of use - **Funnel analysis:** Track users' progression through the product funnel, measuring conversion rates at each step - **Retention**: Are users coming back to use your product regularly, indicating the product is unlocking value for users? Define your hypotheses for MVP using this formula: **,**“*Users will find value in features to solve the problem , which in turn will drive metrics ”* 💡 At Meta, we care about driving topline impact in terms of user sessions, time spent, etc. as that indicates real user value. However, topline metrics are hard to move in AB tests and sometimes take multiple feature rollouts, over the course of time, to detect movement. Therefore, to measure product success in the short term, we establish local product metrics that are movable in AB tests and ladder to topline metrics. Furthermore, we establish long-term holdouts to measure topline impact from cumulative product launches over time. #### Step 3: Run AB tests - Measure, learn, and iterate to PMF With a clear hypothesis in place, we bring the product to AB testing and iterate to achieve PMF using this approach: - We test multiple variants of MVP to see what resonates the most with users. Based on test results, we revise the hypotheses and continue to iterate to refine the product - We always, ***always*** supplement our learnings with qualitative feedback through in-product surveys and user interviews. We nurture early adopters, as they provide crucial feedback, evangelize the product, and help shape its direction - To detect PMF, we monitor product usage patterns over time. We know we have attained PMF when the product shows a baseline adoption rate (as defined in success metrics) sustained over time. Adoption here means users engage with the product in a meaningful way and come back to use it consistently (aka retention). 💡 When shipping features based on AB test results, always keep an eye out for long tail effects. Particularly at Meta, due to the interconnected nature of features and platforms, any change can have a cascading effect, which is not always detectable in AB Tests. To account for this, we ship features with backtests to monitor long-term impact and might unship if the impact vanishes, OR we start seeing regressions in guardrails. When testing new products, you might encounter not statistically significant results due to low usage (despite testing on a big sample size). To overcome this challenge at Meta, we supplement our understanding with offline analysis using queries to gain insights into funnel usage and other key metrics to inform future iterations [How product marketers lead effective and contextual GTMDiscover how product marketing can drive customer-centric, partner-led GTM strategies that deliver tangible results and elevate demand for your solution.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-181.png)GTM AllianceKiran Khanna![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---effective---contextual-GTM.png)](https://www.gotomarketalliance.com/how-product-marketers-lead-effective-and-contextual-gtm/) ### Product goal: Grow the product Once you have attained PMF, it’s time to grow your product. No matter what strategy you choose to grow your product, AB testing can serve as a powerful aid in the process: #### Strategy 1: Deepen engagement with existing users Reduce friction points in the product (optimize product funnel) by: 1. Deepening engagement by identifying and eliminating friction points within the product. Analyze the product funnel, identify drop-off points, and conduct user interviews to understand the reason for drop-offs. 2. Next, brainstorm ideas to reduce friction and put them to an AB test to see if that moves the needle 3. Move beyond MVP and deepen engagement by introducing new features that delight and further elevate the user experience 4. Gamify – incorporate game-like elements (badges, leaderboards, rewards etc.) to increase user engagement by making the experience more enjoyable. At Meta, we gamified the [creation experience for creators](https://www.facebook.com/business/help/957815978726524), which was a big hit with creators. Next, **nudge** your users. Users have multiple platforms competing for their time. Notifications are a great way to remind users and bring them back to the product for more engagement. Targeting is particularly important for [notifications](https://www.productledalliance.com/in-app-notifications-the-smart-way-to-engage-users/), so ensure you, reach the right users, with the right content, at the right time, on surfaces they are most active on. AB tests can be used to test multiple targeting variants for notifications and ship the winning experience that drives engagement without negatively impacting user experience. 💡 In the product growth stage, we are scrappy - we move fast, we pivot quickly. AB tests play a crucial role in the process, helping us quickly validate ideas, with minimal resources and maximal impact With notifications, it is extremely important to protect the user experience and check for spamminess. To address this, we conduct product surveys and set up strong guardrails to measure regressions in user experience. Users have limited time to spend on social media. As a result, when testing incremental features to deepen engagement, we could end up cannibalizing other products. At Meta, we set up guardrails to detect cannibalization and only ship features that are incremental to the user experience overall. #### Strategy 2: Acquire new users Identify new customer segments to grow your product. This could involve expanding to new countries or regions and [localizing](https://www.productledalliance.com/how-to-create-a-product-localization-strategy/) the product to meet the unique needs of the market. At this stage, rely heavily on user interviews to understand the needs and identify the right features to deliver value to new markets Next, invest in awareness levers to introduce the product to new users. Marketing campaigns and in-product notifications can be a great way to drive awareness. At Meta, we mostly rely on in-product awareness levers, as most users are already active on the platform using other features. 💡 Meta's platforms serve a global audience with different values, norms, and sensitivities. We design AB tests, keeping these cultural sensitivities in mind, and protect our users from unintended cultural, social, or political implications ## Final thoughts To conclude, AB testing is a powerful tool to advance a product through different stages in its lifecycle – it’s a mindset that’s imperative to innovate and stay ahead of the curve in the tech world. By harnessing its power, you can be confident in crafting products that resonate with users, drive business success, and leave a lasting impact on the world! --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/05/Insider-gtma-1.png)](https://www.gotomarketalliance.com/insider-membership-plan/) --- ### The impact of partnerships on go-to-market strategy URL: https://www.gotomarketalliance.com/impact-of-partnerships-on-gtm-strategy/ Last updated: 2025-05-14T10:24:11.000Z Implementing partnerships into your GTM strategy is increasing in popularity, but how impactful is it really? This article explores the impact of partnerships on go-to-market success, and how to implement best practices to make the most of your network-led GTM motion. We also include advice from GTM pros who’ve been there, and done that, when it comes to working with partners. ## **Defining partnerships** We define a partnership as “an interconnected network of businesses, communities, and individuals that work together and often rely on each other to offer end-to-end value to their shared customers or prospects.” In his book, *‘Ecosystem-led growth’*, Bob Moore explains that your partnerships are more of an interconnected network than a central hub (wherein all interactions are clearly marked and directional). Your network is meant to be more adaptable and agile, with multiple companies influencing each other indirectly. This simply means that the range of your network goes beyond just the companies you directly interact with and that you’re one “connection away from any new partner.” ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/12/Screenshot-2024-12-06-at-2.41.52-PM.png) For more information on partnership GTM, check out this article: [Ecosystem Go-to-Market vs Partnership Go-to-MarketA business ecosystem is a network of companies working together to deliver an integrated offering to their customers. Critically, it’s not just your relationship with one other business. It’s a web of companies woven together to deliver an end-to-end service.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-79.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/gtmecosystem.jpg)](https://www.gotomarketalliance.com/ecosystem-go-to-market-vs-partnership-go-to-market/) ## ## **Types of GTM partnerships** There are many different types of partnerships available to GTM pros, all with their own unique benefits and use cases. Let’s explore a few common partnership types. ### **Tech partnerships** This type of partnership involves tech product integrations between multiple companies to make their unique offerings interoperable or complementary. Essentially, “once the integration is activated by the end user, the products have made each other more deeply entrenched in the user’s experience.” Suddenly you can’t have one without the other; you’d experience either product very differently. Example: an audio streaming provider played across different devices so users can stream podcasts, audiobooks, and music wherever they are. ### **Channel partnerships** Your channel partners are basically any company or third-party that helps to market, sell, and distribute your product. These partnerships help your company reach new markets and customers by leveraging your partner’s market presence. These third-parties can be: - Vendors, - Resellers, - Affiliate businesses, - Distributors. [The definitive guide to channel partner go-to-market strategyLearn how to build a successful channel partner go-to-market strategy, plus real examples from Cisco and Microsoft in this comprehensive guide.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-80.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/sharing---the-definitive-guide-to-channel-partner-go-to-market-strategy-1-1.png)](https://www.gotomarketalliance.com/definitive-guide-to-channel-partner-go-to-market-strategy/) ### **Strategic partnerships** This isn’t necessarily a specific kind of business partnership, per se. Instead, it refers to any partnership that aims to achieve long-term benefits for all parties involved. These partnerships often involve joint ventures, shared research, and co-marketing initiatives, all of which help sustain the network’s commitment to each other and their collective goals. ### **Marketplaces** Finally, we’ve got marketplaces. This word means exactly what you think: a place where you go to purchase goods. Nowadays, your marketplace can be an online platform where your vendors sell or showcase your products. They’re great if you want to reach a range of buyers. And marketplaces are considered an ecosystem because, well, these are shared platforms where many different companies indirectly collaborate. [Improving the customer journey with affiliate marketingBy blending affiliate marketing into your overall strategy, you can craft a cohesive, engaging experience that guides customers from awareness to purchase and beyond. Let’s explore some ways this is true.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-81.png)GTM AllianceSonu Bubna![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Sharing_Article_Images_Author-Text.png)](https://www.gotomarketalliance.com/improve-the-customer-journey-with-affiliate-marketing/) ## **Benefits of partnerships** To really get a sense of the impact a partner ecosystem has, we asked our contributor, **Ankita Asthana**, Principal Consultant of Product Marketing at **LTIMindtree**, to share some ways in which her tech partners helped her overall GTM strategy. “Strategic partnerships work because they leverage the strengths of multiple players to create a more compelling offering, reach a wider audience, and achieve shared success. “Similarly, by combining complementary strengths (which brings synergy), your partnerships expand reach and touchpoints for a win-win scenario, double savings through shared resources, and foster innovation via cross-pollination of ideas. “When it comes to elevating your product's go-to-market strategy, strategic partnerships offer a multitude of benefits. In addition to the expanded reach and collaboration opportunities, it also helps align sales and marketing teams of both organizations to plan targeted and personalized campaigns that are a win-win for everyone. > “The catch here is to understand how the **joint value** prop fits into what the customer is looking for and communicate the same to the target audience. “In my last role as an assistant marketing manager, I was experimenting with how to plan joint GTM campaigns with our tech partners. “We made it a point to focus on what our complimentary strengths were and how it fits into the broader customer problem. This helped us both at strategic and operational levels. “We launched a thought leadership campaign to call out how the two can work 'better together', and the final solution we created with the partner not only helped reduce the tech burden of the customer (with reduced integration hassles), it also helped in giving the best price with product bundling. “The approach is still working with new customers from the partner's side willing to have more in-depth conversations with us. [The power of partnerships in B2B Go-to-MarketYou’ve poured your heart and soul into your new product. It’s the perfect solution, ready to disrupt the industry. But launching it feels like navigating a maze – dead ends, confusing directions, and the constant question of whether you’re on the right track. This is where partnerships come in.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-82.png)GTM AllianceVikram Ramakrishnan![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/volodymyr-hryshchenko-inI8GnmS190-unsplash--1--1.jpg)](https://www.gotomarketalliance.com/the-power-of-partnerships-in-b2b-go-to-market/) ## **Best practices for success** **Ankita** also shared her best practices for working smoothly with your partner to ensure a successful go-to-market plan. ### **Selecting partners** “You need to choose partners whose offerings complement yours and whose target audience aligns with your own. Focus on building win-win relationships where both sides benefit from the partnership. “Our core proposition on simplifying AI on cloud data was complementary to our cloud partner’s mission of democratizing data and AI for all enterprises. “This meant all our content and communication was aligned from the word ‘go’ and made it easier to plan our joint GTM and content strategy calendar from the start.” ### **Define your shared value proposition** “Clearly define the value proposition of the combined offering. How does the partnership create a better solution for your customers than either offering alone? “Again, having a clear joint value proposition made it easier to create supporting assets around the topic and even helped create a comparative report on ‘one vs together’ which showed clear quantitative benefits of purchasing the products together.” [The role of value propositions in Go-To-Market successCreating a clear, concise, and compelling value proposition is perhaps the most critical component of your go-to-market strategy. Without a well-developed value proposition, your marketing materials and product messaging risk contradicting each other or failing to hit the target audience’s needs.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-83.png)GTM AllianceAleksandr Seygarov![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/anne-nygard-SM8XB01NGjQ-unsplash--1--1.jpg)](https://www.gotomarketalliance.com/the-role-of-value-propositions-in-go-to-market-success/) ### **Consider your users** “User experience should not go for a toss when working on joint solutions with partners. Partners should work together to ensure their products integrate smoothly and data flows easily between them. “Our AI and tech team worked together with the cloud partner team to create solution that married both the capabilities seamlessly and the tech documentation was also done together so the onboarding was simplified for all customers.” ### **Align sales and marketing** “Both the partners need to be in sync on their sales and marketing efforts to push and effectively communicate the joint value proposition. “Additional, joint campaigns like co-branded events, roadshows, joint webinars, or even co-selling opportunities need to be explored to make it successful. “Our joint GTM calendar comprised thought leadership articles, comparative whitepaper, articles, blogs, technical povs as well as webinars to promote and build a healthy leads pipeline.” ### **Measuring success** “Clear metrics need to be established in advance with partners to measure the success of the joint initiatives. This could include metrics like customer acquisition cost, lead generation, or sales conversion rates. “We measured the program success on metrics such as social engagement on our posts, number of downloads of joint assets, cost per lead by paid campaigns, and number of meetings enabled with sales teams from both the companies.” [The most essential Go-to-Market metrics and how to track themAny product launch depends on whether your teams can come together and establish where there’s space to improve. The best way to gauge if your teams are on track? Looking at the right metrics. In this article, we go through some of GTM’s essential metrics and why they matter when making decisions.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-84.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Framework_Pre-Launch_8.jpg)](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/) ## **Potential pitfalls or complications** As with anything in life, nothing good comes without its complications. From data sharing concerns to uncertainty surrounding adequate privacy information management, there might be some initial drawbacks to adopting an ecosystem-led function. However, there are always areas for improvement if you’re an ecosystem-led growth platform. And, when looking for appropriate partners, make sure they uphold the highest standards or have privacy certifications in place, for example. 💡 Remember that building trust amongst your partners is crucial to developing an ecosystem committed to the same long-term goals. Here’s what our contributor, **Asher Mathew**, CEO at Partnership Leaders, thinks of potential roadblocks when finding partners and ways to work around them. ### **Doing more with less** “You've probably heard "do more with less" all year long. But I would encourage you to take this a step further when looking at your partnerships, because you need to do more for less *with* your partners. “It’s clear that partners impact the entire customer journey. “One would argue that leads start the pre-sales process and implementation or managed services complete the post-sales process. So partners are now able to have an impact throughout the customer journey. “When we looked at the data a little bit more closely, we found that the impact partners have on buyers is second only to word of mouth. “And you'll see that the two highest ranking factors when making a purchase decision are the opinions of those in their professional networks, and trusted agencies, consultancies, and tech vendors. “So as the company grows, partners become more important to the marketing mix. “Then the question really becomes, why aren't partnerships doing more revenue? “And there's a healthy amount of people who think that partners can help anywhere between 1 to 25%, in terms of the percentage of new logo leads and a source for the company. “Why can't they do more? What's stopping them from doing more? “When companies run co-marketing campaigns, they see about the same amount of uplift or improvement in customer acquisition cost, brand awareness, engagement rates, conversion rates, and quality of leads. “I think that's because of the **planning tax**.” [Fueling revenue growth with the GTM funnelTanwistha Gope shares her insights into driving revenue growth with a strong GTM buyer journey and strategy. Learn more.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-85.png)GTM AllianceTanwistha Gope![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---Fueling-revenue-growth-with-the-GTM-funnel--2--2.png)](https://www.gotomarketalliance.com/fueling-revenue-growth-with-the-gtm-funnel/) ### **Avoiding the ‘planning tax’** “The planning tax comes into play because two companies have to take their plans and combine them together, which means that there needs to be a framework that helps you go deeper into your relationship with your partners. “You'll see that other reasons why companies aren't able to go deeper in relationships with their partners, or why they're not where they want to see more improvement, is all around coordination and planning and communication. “If you want to be an industry-grade organization that’s working with partners (and maybe even an industry-leading organization), then you need to move from ad-hoc partner marketing spend to programmatic partner marketing spend, or ad-hoc partner management to programmatic partner management. “When you speak with a company and ask them how they came up with their partner list, they can't explain that to you. Or they have a number of manual processes, very little visibility into outcomes, or just limited enablement. “Those are all **symptoms** of ad-hoc program management.” ### **The solution: Becoming programmatic** “What we're recommending is that you go programmatic: - First, you ask: what does your ideal partner profile look like? - Then you look at what types of automation are available that enable tracking, and efficient workflows. - Finally, you follow brand guidelines strictly, focus on outcomes, and provide ongoing enablement and training. “When all of these things come together, you'll be able to evade the planning tax and have a much better and deeper working relationship with your partners.” [How can sales enablement improve your Go-to-Market strategy?Sales enablement is a relatively new function in B2B businesses, and it holds a lot of potential for your Go-to-Market strategy. Sales enablement is heavily associated with onboarding, but these multifaceted teams also support sales kick-offs, content creation and cross-functional collaboration.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-86.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Framework_Pre-Launch_10-1.jpg)](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) ## **Metrics and benchmarks** In this final section, we’ll look at some of the best KPIs and metrics to measure your ELG motion’s success as well as those collective insights that’ll enable your teams to benefit from your partner data. Of course, if there are any team-wide metrics you track normally (churn rates, CLV, ARR, you name it) don’t forget those! However, when looking at performance across your ecosystem, there are partner-specific metrics you should consider. You’ll want to track the following: - Number of new leads passed over from that partner - Number of opportunities that moved to the pipeline from those leads - Number of deal wins that were converted from those opportunities - Number of opportunities involving your partner - Number of deal wins that resulted from this involvement --- ## Forge industry alliances and become unbeatable Looking for the full, actionable low-down on building partnership strategies? [**Sign up to Ecosystem Go-to-Market: Masters**](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) and Reach new audiences, amplify your messaging, and finally sell at scale when you learn how to leverage strategic partnerships the right way. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/04/ecosystem-go-to-market-masters.png)](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) --- ### GTM engineering: Growth playbook of the future URL: https://www.gotomarketalliance.com/gtm-engineering-growth-playbook-of-the-future/ Last updated: 2025-08-14T13:22:51.000Z > **TL;DR:* GTM engineering scales your go-to-market like code – automated, personalized, and always on.* > *In 2025, APIs + no-code + AI make this possible in a way it wasn’t even 12 months ago.* Growth used to mean hiring your way through the funnel – more sales reps, more marketers, more engineers. But piling on headcount doesn’t scale the way it used to. The more people you add, the more coordination overhead you create. But what if growth wasn’t a headcount problem at all? What if it were an **engineering problem**? Take [Snyk](https://snyk.io/), for example – they didn’t scale to a $6-7 billion valuation by throwing bodies at the problem. They found the right motion early on and [scaled it through systems](https://www.unusual.vc/post/how-snyk-found-product-market-fit-guy-podjarny-on-building-a-dev-centric-security-company), not headcount. This is the systems-first mindset at the heart of **GTM engineering** and how it solves this exact problem. [What is GTM engineering? The complete guide to the future of scalable growthGo-to-market (GTM) engineering seems to be the word on everyone’s lips, but what exactly is this new term, and why has it sparked so much debate?![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-177.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---What-is-GTM-engineering-Go-to-Market-engineering-1-4.png)](https://www.gotomarketalliance.com/what-is-gtm-engineering/) ## The default way of running growth teams In traditional setups, driving growth was a team sport. You’d have a *full-stack growth team* with marketers, sales reps, data analysts, maybe a growth PM and an engineer, all juggling different pieces of the funnel. There are different ways growth teams are structured, but below is how a product growth team might be structured: 1. **Growth PM:** Prioritizes experiments, manages the growth roadmap, and aligns team efforts 2. **Growth marketer:** Crafts campaigns, manages channels, runs A/B tests, and optimizes messaging. 3. **Engineer:** Builds the tooling, landing pages, and integrations needed for growth experiments. 4. **Data analyst:** Pulls insights from product and marketing data, informs decisions, and measures impact. 5. **Sales rep:** Conducts outbound outreach, follows up on leads, and runs discovery calls. ![An image depicting traditional growth teams. There are five circles. Each circle lists a different role: Growth PM, Growth marketer, Engineer, Sales rep, Data analyst. ](https://media.licdn.com/dms/image/v2/D4D12AQEBFjHxEHHjPA/article-inline_image-shrink_1500_2232/B4DZZuhdPiGcAY-/0/1745610987284?e=1751500800&v=beta&t=A8v6Dk1jqrUXUO_x1MZIW3QZq-oz6ZPqYrAWTHZSmNs) We've built growth teams and engines repeatedly for our partners at [Alt Ventures](https://www.linkedin.com/company/altventurespk/). It worked, and it still does for many, but things are changing, and there's a problem with the above approach: **It's built around individual effort rather than scalable systems.** ## What exactly is "GTM engineering"? Think of it as the love child of a growth marketer and a software engineer. Similar to software engineering, GTM engineering takes a systematic approach to designing, developing, testing, and maintaining GTM systems. This could be designing automations, workflows, or data orchestration between different components of the GTM tech stack. ![An image depicting where GTM engineers sit in an organization. There are six circles. Each of the outer circles lists a different role: Growth PM, Growth marketer, Engineer, Sales rep, Data analyst. In the middle of these five circles is a sixth, which lists "GTM engineer"](https://media.licdn.com/dms/image/v2/D4D12AQH9uSScBERElA/article-inline_image-shrink_1000_1488/B4DZZsZidzG4AQ-/0/1745575362646?e=1751500800&v=beta&t=bjnb4nJoNtsoS5z_5bUL_vbn-6BDukHo78CY2QHdR-Q) The GTM engineering role includes all roles typically done by different individuals in a growth team. In plain English, GTM (Go-To-Market) engineering means applying an engineer’s mindset to sales and marketing, instead of siloed teams manually grinding out tasks. GTM Engineering's core capabilities include: - Custom data sourcing & enrichment - AI prompt engineering - Automating manual processes - Building workflows between disparate tooling - Using SynthAI and GenAI to automate manual research (for sales reps) - Content at scale (such as personalized emails or even videos) Here's how the old way of growth compares to the GTM Engineering way in a sales context: ![Article content](https://media.licdn.com/dms/image/v2/D4D12AQHms6VFYOWCfQ/article-inline_image-shrink_1500_2232/B4DZZs5OrXGsAY-/0/1745583664490?e=1751500800&v=beta&t=fBJSHFeYokLb5op50ek2NpwVXYz4nfRNkNkF1DmaUnE) The old way vs the GTM engineering way in a sales context GTM isn’t one-size-fits-all. If you’re B2C, you’re chasing users. If you’re B2B or enterprise, it’s all about deals and pipeline. Account-based marketing is still one of the best plays in B2B, but scaling it by hand is slow and painful. GTM Engineering makes these motions actually scale, whether you’re running PLG, ABM, or anything in between — automating the research, enrichment, and personalized outreach that would normally take a whole team. [The 7 elements of a rock-solid GTM plan“You know what we need… is a Go-To-Market plan.” Did you feel a shiver down your spine, like someone just walked over the graves of your past failed product launches? Go-to-Market (GTM) plans are a hallmark of every new product introduction, and yet all too often, organizations don’t have![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-176.png)GTM AllianceJeff Foley![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Sharing_Article_Images_Author-Text-2-1.png)](https://www.gotomarketalliance.com/the-7-elements-of-a-rock-solid-gtm-plan/) ## The GTM Engineering Principles What really sets GTM Engineers apart is **how they approach growth problems,** all while the fundamentals of growth stay the same. Just as a software engineer writes code once and lets it run millions of times, a GTM engineer designs growth processes that can execute 24/7, without hand-holding. **Key elements of GTM engineering include:** - **Personalization at scale:** “Automation” doesn’t mean blasting generic spam. A GTM engineer uses data and AI to keep the human touch. The outreach and campaigns coming out feel hand-crafted for each recipient. - **Engineer’s mindset for growth:** Design repeatable processes for acquiring and converting customers, similar to how engineers design scalable apps. It’s all about *architecture*. - **Automation at every step:** Whenever there’s a manual task slowing things down, find a way to automate it. Data entry, lead qualification, email sending – you name it, use tools or scripts so it happens automatically in the background. - **Continuous improvement:** Just like any good engineer, measure everything. Track how the automated workflows perform – open rates, response rates, conversion rates down the funnel – and iterate. ![Article content](https://media.licdn.com/dms/image/v2/D4D12AQGxWcObn9mOKA/article-inline_image-shrink_1000_1488/B4DZZssHwHG4AU-/0/1745580235659?e=1751500800&v=beta&t=iJzr9mcnFNy1ePCF81JefQpY1_u5CKiTyB3pA1DlB24) The GTM engineering growth loop: Fundamentals stay the same ## Real-World GTM engineering playbooks Let’s peek into what **GTM Engineering** means in the real world. It’s not about any single magic tool; it’s about the *mix* and how they’re wired together. Here are a few real-world combos GTM engineers are using to drive growth: ### 1\. Social listening + outreach automation: **Problem:** Sales teams manually monitor social media platforms to identify potential leads, a process that is time-consuming and prone to missed opportunities. **Tools Used:** Social Listening Platforms (e.g., Brandwatch, Sprout Social) & Automation Tools (e.g., Zapier, HubSpot) & Cursor **How It Works:** 1. Social listening tools monitor social platforms for keywords or phrases indicating potential interest in a product or service. 2. When such a mention is detected, it gathers relevant information about the person who posted it. 3. Trigger a personalized outreach email to the prospect, referencing their specific comment and any publicly available data about them. 4. Email is written based on the above context + your learnings database on what kind of emails got a reply and what didn’t. ### 2\. Voice AI + content writing automation: **Problem:** Getting what’s in your head onto paper takes too long, with too much explaining, too many briefs, and drafts that still miss your tone and structure. **Tools Used:** [Alt Voice](https://www.linkedin.com/company/altvoice/) & Cursor **How It Works:** 1. Have a natural conversation with an AI voice bot, like [**Alt Voice**](https://interviews.altvoice.ai/)**,** to give it context on what you are thinking. 2. Transcribe responses and analyze content for key themes. 3. Cursor uses your interview transcript and does GPT Deep Research on the subject. 4. Cursor then uses your previously written articles as a reference and understands your natural tone. 5. The system takes those learnings and drafts a full article, ready for review and light polishing. I actually used this exact process to help draft this article. The bot captured the key points, understood my usual tone and flow, and gave me a first draft that felt was 90% there – all I did was tweak, refine, and add my own final touches. This ***isn’t fantasy***; this is the kind of scalable system GTM engineers create. And the best part: it keeps running whether you’re asleep, on vacation, or focusing on strategy. [RevOps Architect vs. GTM Engineer: Redefining technical revenue leadershipSpencer Tahil dives into the differences between RevOps Architects and GTM Engineers, and why the real value comes from making a major mindset shift.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-174.png)GTM AllianceSpencer Tahil![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/measure-ai-effectiveness-3.png)](https://www.gotomarketalliance.com/revops-architect-vs-gtm-engineer-redefining-technical-revenue-leadership/) ## The Rise of GTM engineering as a role Companies are realizing you can’t hire your way to hyper-growth. Adding headcount yields diminishing returns. The smart play is to **build systems that multiply output**. If one engineer can automate what ten people used to do, that’s a game-changer for a lean team. There’s also a **tech explosion making this possible**. Thanks to APIs, no-code tools, and AI, a growth marketer today can accomplish tasks that once required whole departments. **GTM engineering is riding that wave**, turning growth ideas into automated workflows overnight. The term took off thanks to [**Clay**](http://clay.com/), a startup that collapsed its sales and ops roles into a single *GTM engineer* position. But you don’t need to work at Clay to use this idea. ## How to start today The basics are simple: build small workflows, learn to prompt well, and connect the dots between your tools. But like any craft, it takes practice (and a few failed automations) to get really good at it. If you want to start playing with this today, here’s where I’d recommend: - [**Clay University**](https://www.clay.com/university) – the building blocks of automation and enrichment. - [**OpenAI Prompt Engineering Guide**](https://platform.openai.com/docs/guides/prompt-engineering) – because good prompting is half the game. - [**Anthropic Prompt Generator**](https://console.anthropic.com/login?selectAccount=true&returnTo=%2Fdashboard%3F) – get AI to write smarter prompts for you. - [**GTM engineering Interview Bot**](https://app.altvoice.ai/agent/6d440f3e-04ac-4e28-b2b4-99c9d43b6a2a) – practice the skills and polish your thinking. We’ve been building these kinds of growth systems & engines, even before AI made it cool. If you’re thinking about how to bring this into your org or just want to discuss ideas, feel free to reach out. Cheers! [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/08/GTM_Engineering_Summit_Summit_Stat_Social_-2-2-4.png)](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=website&utm%5Fmedium=article) [**Get your ticket ahead of our inaugural GTM Engineering Summit!**](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=website&utm%5Fmedium=article) --- ### Beyond the launch: Unlock the levers to drive real revenue growth URL: https://www.gotomarketalliance.com/beyond-the-launch-unlock-the-levers-to-drive-real-revenue-growth/ Last updated: 2025-05-09T16:00:33.000Z Discover how product marketers can drive revenue growth, boost pipeline, and impact sales velocity beyond the product launch. _This post is for paying subscribers only._ ### The power of partnerships in B2B Go-to-Market URL: https://www.gotomarketalliance.com/the-power-of-partnerships-in-b2b-go-to-market/ Last updated: 2025-05-07T10:35:28.000Z Here's potentially an all-too-familiar story. You've poured your heart and soul into your new product. It's the perfect solution, ready to disrupt the industry. But launching it feels like navigating a maze – dead ends, confusing directions, and the constant question of whether you're on the right track. This is where the magic of [partnerships](https://www.gotomarketalliance.com/partnership-go-to-market-video/) comes in. The right partner can be the missing piece in your [go-to-market (GTM) strategy](https://www.gotomarketalliance.com/the-go-to-market-hub/). By the end of this article, I hope you’ll understand how [partnerships](https://www.gotomarketalliance.com/ecosystem-go-to-market-vs-partnership-go-to-market/) can amplify your GTM efforts. You will gain insight into leveraging partnerships to navigate challenging markets and get you in front of the right audience. [The difference between B2B and B2C Go-to-MarketWhen we’re talking about products, how can we not talk about the consumer? Who you’re selling to has an impact on every step in your Go-to-Market strategy from how you position the product to your, messaging, pricing and yes, even your sales strategy.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/06/alice-yamamura-iAVTikZXqR0-unsplash--1-.jpg)](https://www.gotomarketalliance.com/whats-the-difference-between-b2b-and-b2c-go-to-market/) We'll start with this crucial question: "At which [stage in the GTM cycle](https://www.gotomarketalliance.com/what-are-the-stages-of-a-go-to-market-strategy/) should you start looking for partners?" Before answering this, however, let’s look at an important team that could exponentially help you with your GTM efforts but is often overlooked. [The Partner-Led Growth PlaybookEcosystem-led growth can help smaller companies market their services more efficiently and newer companies build stronger reputations. It can also help enterprises innovate without overspending. Wondering how to build a network of companies to help your business stand out from the noise? Read on.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/05/GTM-Partner-Led-Growth-Playbook_Meta_--1--1.png)](https://www.gotomarketalliance.com/the-partner-led-growth-playbook/) ## **Your pre-sales team** The **pre-sales team** is a critical component of your go-to-market strategy. These are your frontline soldiers who navigate the world of cold outreach, connecting with potential clients and validating your assumptions about the market. These are the folks who navigate the treacherous world of cold outreach, connecting with potential clients and validating your assumptions about the market. But remember, market assumptions can evolve. So have your pre-sales team act as your market research arm, using cold outreach as a data-gathering tool. Here's how: - Before you do anything, it's a good idea to **get your fundamentals straight** ([Ideal Customer Profile](https://www.gotomarketalliance.com/ideal-customers-ideal-messaging-getting-started-with-icps/), buyer personas, [value propositions](https://www.gotomarketalliance.com/the-role-of-value-propositions-in-go-to-market-success/), etc.) This way you can equip your pre-sales team with targeted [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/) that resonates with your ideal customer profile. Work with them to craft emails, cold calls, and other outreach materials that speak directly to your target audience. [Ideal customer profile (ICP) vs buyer persona: explainedDevelopers are a unique audience, and your developer marketing strategies need to reflect that. This is where segmentation comes into play! Take a look at what ideal customer profiles and buyer personas are, their benefits, and how to create them.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceTeresa Garanhel![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/07/Screenshot-2023-07-17-at-17.42.41.png)](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/) - Is your pre-sales team trained to analyze the reasons behind negative responses? Are you targeting the wrong audience? Does your value proposition need tweaking? Use this [feedback](https://www.gotomarketalliance.com/3-ways-a-product-feedback-loop-can-transform-your-product/) to refine your GTM strategy. And don't be discouraged by rejections! Every "no" is a valuable piece of data. - Every interaction with a potential customer is a goldmine of information. The pre-sales team should meticulously track their outreach efforts, including the number of contacts made, responses received, and most importantly, the reasons behind those responses. This data becomes the compass that guides your GTM direction. Now to answer the question, this is the stage where you start looking for partners that can help you build a solid foundation for your GTM strategy. Seek complementary organizations that provide the expertise you’re looking for, along with the synergy required to build a high-functioning GTM engine. And if you're thinking, "Well, that sounds ideal, but how do we do that?" Well, here's how. ## **Choosing the right partner for your business** Think of your ideal partner as your co-pilot – someone who complements your strengths, fills in your knowledge gaps, and shares your vision for conquering the market. Here are some key aspects to consider when selecting your partnership dream team: - **Shared values and vision:** Imagine building a plane with someone who believes in hot air balloons. It wouldn't exactly soar, would it? Your partner needs to resonate with your core values and clearly understand where you want to take the business. Are you passionate about social impact? Find a partner who shares that drive. - **Complementary skillsets:** Seek partnerships that allow you to focus on your expertise without worrying about anything else. Say you're a tech wiz but a bit off the mark when it comes to marketing or sales. Then, look for a partner who thrives in those areas where you don’t. This creates a powerful combination. - **Market reach and reputation**: Partnerships are all about expanding your reach. Does your potential partner have a strong foothold in your target market? Do they have a stellar reputation that rubs off on you by association? Do they come with a network of potential relationships you could benefit from, and vice-versa? Do they cater to the same or similar industries as you do? These are important questions to ask before going ahead with a decision. - **Collaborative culture**: Building a successful partnership requires open communication and a willingness to work together. Assess the partner's communication style and ensure it aligns with yours. This is critical because smooth information flow prevents misunderstandings and delays, leading to a united front for tackling challenges and achieving shared goals. [The why, when and how of cross-functional strategy.Cross-functional teams can revolutionize the way your company goes to market, but it’s one thing to have multiple teams working on a project and an entirely different thing to have strategized organizational alignment.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2022/05/waldemar-brandt-MjsIHh1rFkM-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) ## **How partnerships in the pre-sales stage can empower your strategy** So, you might be wondering how your pre-sales team can leverage partnerships for improved processes. Well, your pre-sales partners can help your internal teams supercharge your outreach efforts through - Combined market research, - Co-crafted sales pitches, - And seamless collaboration. Let’s look at each point in more detail. ### **Combined market research** This strategy is all about deep diving into your existing customer data and your assumption of the Ideal Customer Profile (ICP). Partner with your pre-sales team to analyze your current client base. Together, you can identify key characteristics and [pain points](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/) that define your ideal customer profile (ICP). Look for patterns in demographics, firmographics (company size, industry), and buying behaviors. This ICP will become the compass guiding your GTM strategy. Leverage marketing tools to identify look-alike audiences – new prospects who share the same characteristics as your successful clients. ### **Co-crafted sales pitches** Gone are the days of one-size-fits-all outreach. Work with your partners to tailor messages that resonate with your look-alike audience. Analyze their online behavior and identify the challenges they face. Use this information to craft targeted messages that address their specific pain points and highlight how your product or service offers a solution. By personalizing your outreach based on look-alike data, you'll increase engagement and conversion rates. ### **Seamless collaboration** Remember, crafting the perfect message is an ongoing process. Team up with your pre-sales team to [A/B test](https://www.gotomarketalliance.com/what-beta-testing-is-how-its-done-and-why-you-need-to-pay-attention/) different versions of your outreach materials and messaging. This allows you to see which messages resonate best with your look-alike audience. Analyze the results together and refine your approach based on the data. This cycle of testing, analyzing, and refining ensures your GTM strategy stays laser-focused on attracting high-quality leads that convert into customers. [B2B go-to-market strategy: A comprehensive guidePicture this: You have an amazing product that could completely change how businesses operate. But here’s the million-dollar question – how exactly will you do that?![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/B2B-go-to-market-strategy-A-comprehensive-guide-1.png)](https://www.gotomarketalliance.com/b2b-go-to-market-strategy-a-comprehensive-guide/) ## **Remember: It's a partnership, not a power struggle** As you embark on this collaborative journey with your partners, remember – it is never a zero-sum game. Everyone wins something and this only happens when you don’t treat it as a power struggle. Success hinges on open communication, mutual respect, and a willingness to work together. Celebrate wins as a team, and address challenges collaboratively. By fostering a strong partnership environment, you empower your partner and yourself to become superstars and in turn propel your GTM strategy to new heights. --- ## Forge industry alliances and become unbeatable Looking for the full, actionable low-down on building partnership strategies? [**Sign up to Ecosystem Go-to-Market: Masters**](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) and Reach new audiences, amplify your messaging, and finally sell at scale when you learn how to leverage strategic partnerships the right way. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/04/ecosystem-go-to-market-masters.png)](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) --- ### A CRO's guide to partner-led growth URL: https://www.gotomarketalliance.com/a-cros-guide-to-partner-led-growth/ Last updated: 2025-04-30T18:24:31.000Z *This article is adapted from Angelique Kamara’s presentation at our sister community* [*Revenue Operations Alliance's*](https://www.revenueoperationsalliance.com/) *Chief Revenue Officer Summit in San Francisco.* --- As a VP of Partnerships, I've learned that partner-led growth isn't just a strategy – it's a comprehensive approach to scaling your business. Let me share the insights I've gathered through years of building successful partnership ecosystems. I’ll cover: - Why partnerships matter - The partnership mindset - Tips for before you start - 3 steps to craft your partnership strategy ## **Why partnerships matter** Before we discuss how to implement partner-led growth, it’s important to understand why this motion is important for revenue growth. Here are some statistics from recent research into partnerships: ### **Customer retention** We've discovered something fascinating: when customers use multiple integrations with your product, their likelihood of churning drops by 58%. This typically happens when customers have three or more integrations. It's an intuitive phenomenon – the more deeply your product is integrated into a customer's tech stack, the harder it becomes to replace. > Think about it like building layers of connection. Each integration is another thread that ties the customer more closely to your solution. As these integrations accumulate, you're essentially creating a complex web that makes switching providers increasingly difficult and less attractive. ### **Win rates and deal velocity** But retention is just the beginning. When it comes to sales, partnerships deliver even more impressive results. Bringing a partner into a deal (especially for long, complex sales cycles) can boost your win rates by an aggregate of 53%. Even more impressive, these partner-involved deals close 46% faster. This is a testament to the power of strategic partnerships. Each integration isn't just a technical connection. It's a value-added relationship that makes your solution more sticky, compelling, and successful. [Fueling revenue growth with the GTM funnelTanwistha Gope shares her insights into driving revenue growth with a strong GTM buyer journey and strategy. Learn more.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-119.png)GTM AllianceTanwistha Gope![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---Fueling-revenue-growth-with-the-GTM-funnel--2--3.png)](https://www.gotomarketalliance.com/fueling-revenue-growth-with-the-gtm-funnel/) ## **The partnership mindset** The one thing I want you to remember is this: > **Partnerships are a company strategy, not a department.** As a VP of Partnerships, I've seen many companies make one critical mistake: They hire a partnerships leader, stick them in a silo, and assume the job's done. That approach is doomed to fail. True partnership success requires integration across every function. This means getting buy-in and support from multiple stakeholders: - Product teams need to build features and capabilities that support your partners - Marketing teams should leverage partnerships to help scale your reach - Customer success and sales teams must be aligned to provide comprehensive partner support The goal is to create a holistic approach where every department understands and contributes to the partnership strategy. It's not just about one team – it's about creating a unified, collaborative environment that maximizes the potential of your partnerships. [The value of aligning GTM, product, and community teamsThere’s a really effective way to translate customer feedback into actionable insights: the collaborative efforts of your Go-to-Market, product, and community teams. When these teams are aligned and clear on the goals that need to be delivered, they’ll be able to enhance the customer experience.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-118.png)GTM AllianceTanwistha Gope![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/nicholas-swanson-d19by2PLaPc-unsplash--1--2.jpg)](https://www.gotomarketalliance.com/aligning-gtm-teams-for-better-customer-experience/) ## **Before you get started** While you might be tempted to jump straight into partner-led growth strategies, it’s important to ensure you lay the groundwork for success. This section discusses the best practices to prepare your organization for a partnership motion. ### **Where partnerships should live** Before building a partnerships team, consider a crucial question: Where should partnerships report? There's no one-size-fits-all answer. Some argue partnerships should report to the CEO, especially for early-stage or strategic alliance-focused companies. But ideally, the reporting structure should match your partnership goals: - **Brand awareness focus:** Report to the Chief Marketing Officer - **Product integration goals:** Report to the Chief Product Officer - **Revenue acceleration:** Report to the [Chief Revenue Officer](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) ### **The partnership value exchange** Here's a critical insight: Partnerships are not sales. They're a bilateral relationship with genuine value exchange. Consider the Salesforce model: For every dollar of software they sell, their ecosystem generates $7 in services. While you don't need to match that exact ratio, the principle is crucial – be intentional about the value you bring. As a counter-example: Say you're excited about agency partnerships as they could drive referrals and traffic to your org. But if your product is super easy to implement and you have a robust customer success team, your agency partners won't gain much value from that partnership. They can't: - Build additional services on your platform - Generate significant revenue - Get excited about small referral fees So it’s important to select your partners wisely and consider the value exchange. What do you gain, and what does your partner gain? [Improving the customer journey with affiliate marketingBy blending affiliate marketing into your overall strategy, you can craft a cohesive, engaging experience that guides customers from awareness to purchase and beyond. Let’s explore some ways this is true.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-117.png)GTM AllianceSonu Bubna![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Sharing_Article_Images_Author-Text-2.png)](https://www.gotomarketalliance.com/improve-the-customer-journey-with-affiliate-marketing/) ### **Partner operations** When building a partnerships team, it's crucial to approach it strategically, just like you would with a sales team. You wouldn't create a sales team without a CRM or [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) team. Similarly, don't launch a partnership program without a solid system for tracking and measuring partner metrics. These metrics don't necessarily need to be in a separate system—they can integrate with your existing sales processes. The key is to be intentional about how you'll measure success and track partnership performance. ## **Crafting your partnership strategy** Now that you’ve set up the foundation of partner-led GTM in your organization, you can start to craft your strategy. Here are the three steps to ensure a successful partnership: ### **1\. Understand your company's north star** When developing a partnership strategy, I always start by deeply understanding the company's core opportunity and North Star. The key is to ensure your partnership approach directly supports the broader company vision. The process typically involves a few critical steps: First, get crystal clear on the company's strategic direction. This means understanding: - Total market opportunity - [Ideal customer profile](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/) - Current market share - Growth projections - Key [geographic markets](https://www.gotomarketalliance.com/why-geographic-segmentation-is-a-crucial-part-of-your-marketing-strategy/) and customer segments Always try to understand the long-term plan, even if you don't have the full details mapped out. This gives you insight into where partnerships can truly add value. Your partnerships should do one of two things: 1. Accelerate existing plans, or 2. Introduce complementary investments the company hadn't previously considered. 💡 For example, in a marketing automation context, one potential North Star might be having partners source 35% of company revenue by a specific timeline. By putting your organization's North Star first, you can focus on creating partnerships that genuinely move the needle for your organization. [The most essential Go-to-Market metrics and how to track themAny product launch depends on whether your teams can come together and establish where there’s space to improve. The best way to gauge if your teams are on track? Looking at the right metrics. In this article, we go through some of GTM’s essential metrics and why they matter when making decisions.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-116.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Framework_Pre-Launch_8-2.jpg)](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/) ### **2\. Identify partner types and go-to-market motions** Partnerships fundamentally break down into two primary categories: technology partners who sell products or software, and service partners who provide professional services. Once you've identified the type of partner, you'll need to choose a [go-to-market](https://www.revenueoperationsalliance.com/the-ultimate-guide-to-building-a-gtm-strategy-steps-tools-and-best-practices/) approach depending on how deeply you want to collaborate with your partners. I see three primary levels of partnership engagement: - **Referral:** Basic customer exchanges and lightweight integrations, essentially just sending customers back and forth. - **Co-selling:** Collaborative sales efforts with joint account mapping and combined GTM efforts. - **Reseller:** Partners managing the entire customer relationship. The beauty is you can mix and match these go-to-market approaches with different partner types. Each motion comes with its own set of challenges and requirements, but this framework provides a straightforward way to think about building meaningful partnerships. The key is understanding which approach best serves your specific business goals and partner ecosystem. [How customer referrals can drive organizational growthImagine a world where your customers become your most powerful salesforce, effortlessly driving exponential growth through the sheer power of their enthusiasm. This isn’t some marketing fantasy – it’s the reality of harnessing customer referrals, the ultimate growth engine for smart businesses.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-114.png)GTM AllianceStevie Langford![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/christine-lENhFCC2tGY-unsplash--1-.jpg)](https://www.gotomarketalliance.com/how-customer-referrals-can-drive-organizational-growth/) ### **3\. Prioritize** Prioritization is where most partnership strategies live or die. You'll inevitably have more opportunities than you can effectively activate, so you must be ruthlessly selective. Use a framework that evaluates potential partnerships based on impact versus cost and feasibility. I like using a SWOT analysis to easily identify the strengths, weaknesses, opportunities, and threats of a partnership opportunity. Then tackle projects as follows: - Focus on high-impact, low-cost opportunities first. - Then develop foundational steps and timelines for high-impact but complex partnerships. - Avoid low-impact, high-cost initiatives entirely. Throughout this process, maintain clear alignment with your company's leadership, track meaningful metrics like budget achievement and net dollar retention, and remain flexible. A great partnership strategy isn't about doing everything—it's about strategically choosing the right partnerships that propel your company's growth and complement its core objectives. [Prioritizing personas as an investment in building a comprehensive lifecycle frameworkA solid understanding of the customer personas enabled my team to create segmented programs and more tailored learning paths and user events, which provided greater value and more relevant content. I’ll explain how to prioritize personas and keep them current in your business lifecycle framework.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-112.png)GTM AllianceAdria Hemmerich Fischer![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Screenshot-2023-07-19-at-12.16.45.png)](https://www.gotomarketalliance.com/prioritizing-personas-as-an-investment-in-building-a-comprehensive-lifecycle-framework/) ## **Aligning internal partnerships** As I mentioned earlier, partnerships aren’t just external. You also have to ensure alignment within your internal teams to succeed. This involves ensuring sales, marketing, customer success, and product teams are all on the same page. A simple way to achieve this is by utilizing the four dimensions of building trust and alignment: - **Roles:** Clear responsibilities and handoffs. - **Goals:** Aligned, cascading objectives. - **Trust:** Credibility, reliability, intimacy, low self-orientation. - **Processes:** Right tools and communication mechanisms. The ultimate aim should be to create a seamless, integrated approach where partnerships aren't a separate function, but a core company strategy. ## **Final thoughts** Partnerships aren't just a channel—they're a strategic growth lever. By treating partners as an extension of your team and creating genuine, mutually beneficial relationships, you can unlock exponential growth potential. The most successful companies don't just have partner programs. They have partner ecosystems. --- ## Forge industry alliances and become unbeatable Looking for the full, actionable low-down on building partnership strategies? [**Sign up to Ecosystem Go-to-Market: Masters**](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) and Reach new audiences, amplify your messaging, and finally sell at scale when you learn how to leverage strategic partnerships the right way. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/04/ecosystem-go-to-market-masters.png)](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) --- ### RevOps Architect vs. GTM Engineer: Redefining technical revenue leadership URL: https://www.gotomarketalliance.com/revops-architect-vs-gtm-engineer-redefining-technical-revenue-leadership/ Last updated: 2025-08-14T13:23:37.000Z Listen, there's been a lot of buzz lately about "GTM Engineers" - this hot new hybrid role supposedly combining go-to-market strategy with technical implementation capabilities. But after building revenue systems for companies ranging from series A startups to enterprise organizations, I'm seeing a fundamental disconnect in how we're approaching technical [revenue leadership](https://www.revenueoperationsalliance.com/sales-leadership-to-cro-to-ceo-a-career-journey/). ### The GTM Engineer identity crisis The "GTM Engineer" title suffers from a core problem: it suggests both engineering chops AND strategic GTM expertise living in the same person. > *In reality, this unicorn barely exists.* Most self-described GTM Engineers fall into one of two camps: 1. **Former RevOps folks** who've upleveled their title but still focus primarily on technical implementation of someone else's strategy 2. **GTM strategists** who've learned just enough technical skills to be dangerous but can't actually build robust systems What's interesting is that the work I've been doing as a Systems Architect encompasses much of what "GTM Engineers" claim to do - building lead routing architectures, creating data activation frameworks, implementing strategic playbooks - but with a crucial difference in approach. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/04/Insider-gtma-3.png)](https://www.gotomarketalliance.com/insider-membership-plan/) ## The RevOps revolution: Systems-first thinking The real transformation happening right now isn't about title inflation - it's about a fundamental shift in how we approach [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/): ### 1\. Human-first technical implementation Take lead routing. Most implementers think about the technical mechanics: *"How do I configure the workflow to distribute leads?".* What they miss is the human element: *"How do your SDRs get paid?"* This simple question completely changes the implementation approach. If you don't understand [compensation structures](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/), you'll build technically "correct" systems that create team conflict. **Real example:** A company with 4 SDRs assigned specific email domains. When 5 domains got flagged, one SDR's commission plummeted through no fault of his own. He quit within 90 days, and the company lost *both* a trained SDR and $385,000 in pipeline. The solution isn't complex technology - it's human-centered system design: - Push all leads to CRM as single source of truth - Implement round-robin assignment workflow - Create proper contact-company associations [The impact of partnerships on go-to-market strategyDiscover the impact partnerships can have on your go-to-market strategy and how to implement effective partner-led GTM within your org.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-162.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/sharing---The-impact-of-partnerships-on-go-to-market-strategy-2.png)](https://www.gotomarketalliance.com/impact-of-partnerships-on-gtm-strategy/) ### 2\. From Enrichment to Activation The strategic shift from *"data collection"* to *"revenue activation"* separates real practitioners from title-chasers. Anyone can connect Clay to HubSpot and populate fields. The value comes from turning that data into action: Instead of *"We enrich your CRM with company data"* (commodity service), the real value is in *"We've built decision frameworks that trigger specific actions based on data signals"* (strategic service). **For example:** - If company size > 500 employees → Use enterprise messaging - If recently funded → Mention expansion use cases - If using competitor X → Highlight specific migration benefits These playbooks transform static data into revenue-generating systems. ### The integration that changes everything The "aha" moment comes when you combine these approaches - human-centered technical implementation with strategic data activation - to create a complete revenue system. This isn't about being a "GTM Engineer" - it's about building orchestrated systems that: 1. Route information to the right people at the right time 2. Provide context that drives intelligent decisions 3. Create scalable, repeatable processes 4. Deliver measurable revenue impact My clients who implement this systems-first approach see: - 37% increase in response rates - 42% faster sales cycles - Zero SDR turnover (down from 25%) - 3.5x ROI within first 90 days [What is GTM engineering? The complete guide to the future of scalable growthGo-to-market (GTM) engineering seems to be the word on everyone’s lips, but what exactly is this new term, and why has it sparked so much debate?![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-163.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---What-is-GTM-engineering-Go-to-Market-engineering-1-3.png)](https://www.gotomarketalliance.com/what-is-gtm-engineering/) ### Beyond titles: The mindset shift The real value doesn't come from calling yourself a "GTM Engineer" or "RevOps Architect" - it comes from a fundamental mindset shift: **Stop** thinking about: - Data enrichment - Lead assignment - CRM fields - System integration **Start** thinking about: - Revenue activation - Strategic routing - Decision frameworks - Business orchestration This approach requires two distinct but complementary skill sets: 1. Deep technical implementation knowledge 2. Strategic business understanding Rather than pretending one person masters both equally (they rarely do), the most effective setup pairs strategic GTM leaders with technical systems architects in true partnership. I've built my career on being the technical partner to visionary GTM strategists - not by claiming I can replace them. Together, we build revenue systems that actually work. The companies winning in 2025 aren't debating job titles - they're building integrated systems that turn strategy into consistent revenue. That's the real revolution happening right now. --- *Spencer first published this article on LinkedIn* [*here*](https://www.linkedin.com/pulse/revops-architect-vs-gtm-engineer-redefining-technical-spencer-tahil-libhf/)*.* --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/08/GTM_Engineering_Summit_Summit_Stat_Social_-2-2-5.png)](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=website&utm%5Fmedium=article) [**Get your ticket to our inaugural GTM Engineering Summit!**](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=website&utm%5Fmedium=article) --- ### Insights from a Founding PMM, with Prak Swamy URL: https://www.gotomarketalliance.com/insights-from-a-founding-pmm-with-prak-swamy/ Last updated: 2025-04-28T16:15:39.000Z My name is Prak Swamy, Founding PMM at Ownwell, and I’ve been the first [product marketer](https://www.gotomarketalliance.com/product-marketing-from-startups-to-corporate/) at almost every organization I’ve been involved in. In this article, I’ll share what I’ve learned in my career to help you: - [Find early wins as a founding PMM](https://www.gotomarketalliance.com/insights-from-a-founding-pmm-with-prak-swamy#finding-early-wins-as-a-founding-pmm) - [Understand where PMM fits within the GTM landscape](https://www.gotomarketalliance.com/insights-from-a-founding-pmm-with-prak-swamy#understand-where-pmm-fits-within-the-gtm-landscape) - [How to learn from unsuccessful GTM initiatives](https://www.gotomarketalliance.com/insights-from-a-founding-pmm-with-prak-swamy#how-to-learn-from-unsuccessful-gtm-initatives) - [Utilize the 80-20 rule in PMM](https://www.gotomarketalliance.com/insights-from-a-founding-pmm-with-prak-swamy#utilize-the-80-20-rule-in-pmm) Let’s get started. 👇 ## Finding early wins as a founding PMM Being the first product marketer at a company can be challenging, especially when they may not know what to expect from a PMM. What helps is speaking to as many internal teams as possible and understanding what they’re working on. You can use that to identify areas of opportunity or gaps that, as a founding PMM, you can help support with. It might look like an immediate win, something like: > *“Hey, you've got a sales meeting that's coming up. It's the third or fourth call – one that might lead to a close – how can I help you or support you? Should I put together something for your meeting?”* That’s immediately helpful and shows other teams the value you can provide as a PMM. ### **Sales** With the sales team, providing sales enablement collateral is a great quick win opportunity. It could be a one-pager on [competitive positioning](https://www.gotomarketalliance.com/competitive-positioning-and-what-its-and-why-its-important/) if your product has been around for a while, and you’re pretty competitive in the market with other vendors, for example. Battle cards are great tools too. ### **Product** When it comes to identifying quick wins that can support the product team, the key is being able to help them understand what messaging is resonating with the current prospects. 💡 If you can understand what features the product team are building (and how they want to communicate those to the audience and segment), you’ll be one step ahead. I encourage you to take part in brainstorming sessions with the product team on what they're building - they have their own “*why*” and their own definition of the ICP - it’s critical that you can see their perspective. Aligning with them on those factors allows you to then build out how you want to communicate, and select what challenges you want to use. It also provides an opportunity to ask questions like, “*Do we need to do a webinar?*”. ### **Marketing** With the marketing team, you can find wins across various marketing channels. Marketing needs to have resources on all your ICPs - so ask yourself what sort of messaging you have right now and how you’re going to communicate that to your audiences. That’ll help you quickly identify gaps that you can fill as PMM. Think about the ‘simple’ stuff - ensuring your ad copy, your website, and so on are not just feature-based, but value-based, for example. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/04/Insider-gtma-1.png)](https://www.gotomarketalliance.com/insider-membership-plan/) ## Where does PMM fit within the GTM landscape? PMM is an inherently cross-functional role, but it’s important to think about where it fits in the bigger GTM picture. It depends on the current organizational structure, but based on *my* experience at B2B companies, I find it’s better if product marketing sits *within* marketing. ### **Within marketing** I say this because when you're going to market as a PMM, you want to be able to influence every channel as much as possible – the whole point of go-to-market is [adoption](https://www.gotomarketalliance.com/5-ways-csms-can-drive-product-adoption/), and marketing is best placed to influence that. As a result, being part of the marketing team is usually the right place for a PMM, unless there's specifically a GTM org and product marketers sit within that. ### **Within product** I've also been part of the product team, and that can make sense too, depending on your circumstances. You become very aware of what's happening with your product and how it's evolving – especially if you’re a company that's been around for a long time. Sitting within the product team has its benefits, but I feel like I've seen the most value in *my* role when I'm part of the marketing team. There, I’m able to influence the different marketing stakeholders to drive campaigns and to get products out there. [Research-driven product launch strategies for GTM successDiscover how research drives successful product launches and learn stellar data-driven strategies for effective go-to-market planning.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-159.png)GTM AlliancePrak Swamy![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/product-launch-prak-swamy-2.png)](https://www.gotomarketalliance.com/product-launch-research-driven-strategies-go-to-market-success/) ## What can you learn from unsuccessful GTM initiatives? We can learn just as much from initiatives that don’t go as well as from those that succeed. One thing to be wary of is when you want to move quickly. Naturally, your organization wants to increase adoption rapidly, and so the product team finds itself constantly iterating, discovering opportunities, and saying “*this company is doing this, let’s copy it*”, or “*let’s do that too*”. What tends to happen – I know as I've led some launches like this – is that there’s no clear definition of the ICP or who to go after. > *If the product roadmap is not aligned with the go-to-market roadmap, you’ll walk into trouble.* If, for example, you're building a specific feature that's beneficial to an SMB segment, but you're trying to first sell to enterprise segments – that's a clear failure of alignment. Oftentimes, we’re eager to go after enterprise segments because once you close a couple of those deals you hit your targets, but the risk then is that you haven’t achieved product-market fit. 💡 And when we don't identify with proper research and proper ICP segmentation, and just build based on something that we **feel* will work and try to launch like that, the result is inevitably an adoption failure. From a product marketing standpoint, it’s about nailing down research so that you're able to communicate and influence not only the go-to-market roadmap, but also the product development roadmap – this is critical. [What is GTM engineering? The complete guide to the future of scalable growthGo-to-market (GTM) engineering seems to be the word on everyone’s lips, but what exactly is this new term, and why has it sparked so much debate?![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-160.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---What-is-GTM-engineering-Go-to-Market-engineering-1-2.png)](https://www.gotomarketalliance.com/what-is-gtm-engineering/) ## Utilize the 80-20 rule in PMM A word of advice to all PMMs: Often, it’s easy to say “we'll do 10 channels; we'll use every single different avenue that we can to go to market”. But, when we consider the 80-20 rule, only 20% of those are probably going to work effectively. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/04/AD_4nXfmxqmNvoYgMZlChDBuEWAdz0rha9Slom4LrnuKWeJknRoaZyuS7XrgruRAq3adbrx3AjDgziMJFFlJL088rQ4cMgkWVZxX1m1MtUFMqrtLu785ZX9BeyYDxBSOsMgv72EkdsdGKw-1.png) [Source](https://www.headmind.com/wp-content/uploads/2024/04/Pareto-Principle-10-11-2023.png) That's the secret sauce to cracking the code of adoption and knowing which channels are going to work. It’s worth spending a lot of time to figure that out. For example, in the PropTech space, we’ve never seen [account-based marketing](https://www.gotomarketalliance.com/mastering-account-based-marketing-for-gtm-teams/) be successful. At least, we haven’t at the companies I've been at – but that technique works for a lot of other tech companies in different verticals. So put in the time to understand the channels that are most effective in your current organization, as that’s the critical element towards being able to iterate and better execute on those [channels](https://www.gotomarketalliance.com/definitive-guide-to-channel-partner-go-to-market-strategy/) in the future. ## Looking for more GTM insights? Become a GTMA Insider and receive free access to exclusive articles, OnDemand footage, templates, and more from community members just like Prak! [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/04/Insider-gtma.png)](https://www.gotomarketalliance.com/insider-membership-plan/) ### 6 tips for a sustainable and profitable GTM strategy in a changing economy URL: https://www.gotomarketalliance.com/6-tips-for-a-sustainable-and-profitable-gtm-strategy-in-a-changing-economy/ Last updated: 2025-04-11T16:30:42.000Z This article comes from Jan Young’s talk at our Los Angeles #GTM24 summit. Check out her [**full presentation**](https://www.gotomarketalliance.com/gtm24-la-ondemand/?%5Fgl=1%2A1sm2nc2%2A%5Fup%2AMQ..%2A%5Fga%2AMjkxNTcyNjk4LjE3NDQzNzc1NDA.%2A%5Fga%5F71Y0NDLSJW%2AMTc0NDM3NzU0MC4xLjEuMTc0NDM3NzU0NC4wLjAuMA..%2A%5Fga%5FGPF9MRY79N%2AMTc0NDM3NzU0MC4xLjEuMTc0NDM3NzU0NC4wLjAuMA..&wchannelid=6j25pq7vfl&wmediaid=ir4dl0a9jn) and the wealth of [**OnDemand resources**](https://www.gotomarketalliance.com/gtm-ondemand/) waiting for you. --- Are you still relying on the same [go-to-market strategies](https://www.gotomarketalliance.com/product-launch-research-driven-strategies-go-to-market-success/)? If so, it might be time to rethink your approach. The economic landscape has shifted, and what worked during the era of "growth at any cost" simply doesn’t cut it anymore. I’m Jan Young, and throughout my career, I’ve worked across nearly every aspect of the tech industry – from [product management](https://www.gotomarketalliance.com/the-power-of-stakeholder-management-a-key-to-successful-product-marketing/) and sales to marketing and customer success. Today, my focus is on helping companies drive post-sales revenue through effective go-to-market strategies. So in this article, I’ll share insights into why we need to evolve our strategies, and how aligning teams and adopting new models can help us succeed in a more sustainable and profitable way. If you’ve been feeling the pressure of shifting expectations from investors, customers, and your own team, you’re not alone. But the good news is, by embracing a customer-centric, metrics-driven, and AI-supported approach, we can navigate these changes and come out stronger on the other side. Let’s dive in. ## **1\. Navigating the shifting SaaS landscape** If you’ve been in [SaaS](https://www.gotomarketalliance.com/how-to-launch-a-saas-product-your-saas-go-to-market-strategy/) for a while, you’ve likely seen how things have changed. A few years ago, we were all living the dream: the Zero Interest-Rate Policy (ZERP) was in full swing, meaning investors were willing to throw money at startups with the expectation that we would grow quickly, no matter the cost. For many of us, the priority was simply to scale as fast as possible, even if profitability wasn’t on the radar. But then, the winds shifted. Interest rates started to rise, and suddenly, that abundant investor cash started drying up. SaaS companies that were once flush with cash found themselves in a very different position. The growth-at-any-cost model we’d been operating under quickly became unsustainable. Now, we’re in a new era where **profitable, enduring growth** is the name of the game. This shift isn’t just about adapting to new economic conditions. It’s about rethinking the way we build and sell products, and adjusting how we approach customers. What worked in the past doesn’t necessarily work today, and the quicker we realize that, the better prepared we’ll be for the future. We’ve also seen a major shift in what investors are looking for. During the growth-at-any-cost era, it was all about scaling quickly, even if it meant taking on more debt or operating at a loss. But with interest rates climbing, investors are now looking for companies that can achieve growth while still being profitable. They want to see solid financials, sustainability, and clear paths to profitability. [100m ARR: Crafting a successful B2B SaaS go-to-market engineWhat does it take to build a $100 million ARR SaaS go-to-market engine? Robert Gimbel shares his insights on scaling, strategy, and execution![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-158.png)GTM AllianceRobert Gimbel![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/ARR-blueprint-2.png)](https://www.gotomarketalliance.com/crafting-a-successful-b2b-saas-go-to-market-engine/) _This post is for paying subscribers only._ ### Why UX partnership is your GTM strategy secret weapon URL: https://www.gotomarketalliance.com/why-ux-partnership-is-your-gtm-strategy-secret-weapon/ Last updated: 2025-03-14T16:30:10.000Z This article comes from **Nonya Collier**’s talk at our **Los Angeles #GTM24 summit**. Check out her [full presentation](https://www.gotomarketalliance.com/gtm24-la-ondemand/?%5Fgl=1%2A1p4xjli%2A%5Fup%2AMQ..%2A%5Fga%2ANjY3NzU4MDcyLjE3NDE4NzUxMDY.%2A%5Fga%5F71Y0NDLSJW%2AMTc0MTg3NTEwNi4xLjEuMTc0MTg3NTEwOS4wLjAuMA..%2A%5Fga%5FGPF9MRY79N%2AMTc0MTg3NTEwNi4xLjEuMTc0MTg3NTEwOS4wLjAuMA..&wchannelid=6j25pq7vfl&wmediaid=dxo7n7bxpn) and the wealth of [OnDemand resources](https://www.gotomarketalliance.com/gtm-ondemand/) waiting for you. --- What if the key to a stronger, more effective [GTM strategy](https://www.gotomarketalliance.com/ultimate-guide-to-building-a-gtm-strategy/) was already within your organization—but you weren’t tapping into it? As go-to-market (GTM) professionals, we know that success doesn’t happen in a vacuum. Our work is highly collaborative and [cross-functional](https://www.gotomarketalliance.com/4-strategies-for-maintaining-cross-functional-alignment-beyond-the-product-launch/), and our ability to do our jobs well depends on how effectively we align with other teams. One of the most valuable (yet often overlooked) partnerships in this process is with **UX** (user experience). When we work with UX teams, we gain a richer understanding of our customers, optimize our GTM motions, and ultimately accelerate product-market fit. But how do we build a strong, productive partnership with UX? In this article, I want to share some key learnings from my own experiences and several strategies and frameworks that you can apply today to enhance your GTM efforts. Let’s dive in. ## **Why UX and GTM need to work together** With the tech-driven nature of today’s world, we’re all in the business of customer insights. Every data point—from sales calls, product analytics, user research, and competitive intelligence—plays a role in shaping our strategy. And UX teams? They’re sitting on a *goldmine* of these insights. GTM teams tend to focus on [market research](https://www.gotomarketalliance.com/how-to-conduct-market-research-for-go-to-market/), competitive analysis, and sales insights, while UX teams are deeply embedded in product development, conducting user research, and usability testing. The problem? These two perspectives often exist in silos. If we’re not collaborating, we’re missing out on a huge opportunity to create a more cohesive, customer-driven strategy. We should be treating customer insights like lines of code: the more inputs we have, the more robust our outputs become. By partnering with UX, we don’t just gather more data—we get better data, leading to smarter decisions and faster iteration. [Research-driven product launch strategies for GTM successDiscover how research drives successful product launches and learn stellar data-driven strategies for effective go-to-market planning.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-149.png)GTM AlliancePrak Swamy![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/product-launch-prak-swamy-1.png)](https://www.gotomarketalliance.com/product-launch-research-driven-strategies-go-to-market-success/) _This post is for paying subscribers only._ ### The ultimate guide to video marketing in 2025: Trends to follow URL: https://www.gotomarketalliance.com/guide-to-video-marketing/ Last updated: 2025-03-12T12:22:47.000Z If marketing were a movie, video would be the lead actor, the director, and the entire production crew — rolling out blockbuster campaigns that keep audiences glued to their screens. Think about it: when was the last time you actually read a 4,000-word article instead of watching a 60-second video that explained the same thing with cool effects, snappy cuts, and an upbeat voiceover? Exactly. We’re in the era of video marketing dominance, where social media thrives on reels, marketing campaigns rely on dynamic storytelling, and brands that don’t embrace video? Well, they’re basically trying to win an Oscar without even showing up on set. So, what’s next in video marketing? How do you improve your video content, stay ahead of the competition, and craft a video marketing strategy that actually works? ## Why video marketing is important in 2025 Every year, video becomes even more powerful, and in 2025, it’s basically the most influential force in marketing. And here’s why: ### People are hooked on video We live in a world where people binge-watch 10-second TikToks for hours, and social media feeds are designed to keep you trapped in an endless loop of short-form content. Consumers are obsessed with video, and the statistics back it up: - [82% of all internet traffic](https://www.demandsage.com/video-marketing-statistics/) is video content, and we may expect the number to increase even more in 2025. - The average person watches [17 hours of video](https://www.statista.com/statistics/611707/online-video-time-spent/#:~:text=Weekly%20time%20spent%20with%20online%20video%20worldwide%202018%2D2023&text=According%20to%20a%20survey%20conducted,of%20online%20video%20content%20weekly.) per week. - Mobile users are twice as likely to share video content than any other type of post. For marketers, this means one thing: if you’re not making videos, you’re in danger of being practically invisible. And even if your brand isn’t flashy, you can make video marketing work. Boring industry? No problem. Some of the most successful brands have turned "boring" topics into viral content by using humor, storytelling, or just really good editing. Remember the Old Spice commercials? Who would’ve thought that a deodorant ad could be so entertaining. ### Video converts really well You ever watch a product video and suddenly feel like you have to buy something, even if you didn’t need it five minutes ago? That’s video marketing doing its magic. - People [retain information better](https://legionfilms.com/sacramento-video-production-how-much-more-information-do-viewers-retain-with-video-than-text/) when they watch it in a video (95%) instead of reading it (10%). It’s because most people are visual learners. - Adding video to a landing page can significantly increase conversions. - Marketing videos make brands seem more trustworthy (because seeing is believing, right?). This is why brands aren’t just creating videos — they’re strategically placing them where they’ll drive the most conversions: - On product pages (to increase sales) - In email marketing (to boost click-through rates) - On social media ads (to stop people from scrolling past your content) ### Google loves video Here’s a fun fact: Google adores video content. If your website has embedded video content, it’s [53 times more likely](https://evolvemedia.com/does-video-improve-organic-seo-rankings/) to rank on the first page of search results. Why? Because Google tracks engagement, and video keeps people on your page longer. More time on your site = better rankings = more organic traffic. And remember to add keyword-rich titles and descriptions to your videos to help your content be appreciated by Google even more. ## Top video marketing trends in 2025 Now that we’ve covered why video marketing is practically a must for all brands, let’s talk about the latest trends that are taking it to the next level. If you want to stay relevant, these are the trends you need to jump on: ### AI-generated video content [AI and automation](https://www.gotomarketalliance.com/transform-your-go-to-market-strategy-with-ai-automation/) are officially taking over. Don’t worry, it’s not *The Terminator*, but AI-powered tools are helping brands handle marketing video production in minutes — without needing a huge team. AI can now write video scripts for you, edit videos automatically, and even generate realistic voiceovers that don’t sound like robots from the early 2000s. So, if you’re still thinking whether you should use AI for video marketing, the answer is *absolutely*. The only thing you should always keep in mind while creating content with AI is it feeling natural, so don’t make it too robotic. ### The short-form video takeover Thanks to TikTok, short-form videos (under 60 seconds) are the way to engage an audience. YouTube Shorts, Instagram Reels, and TikTok are dominating social media, and brands that can hook viewers in the first three seconds will win big. Winning short-form video formula: - Start with a hook (ask a question or tease something interesting). - Deliver value fast (don’t drag it out — get to the point as quickly as you can). - Use text, captions, and effects (keep it visually engaging and appealing). ### Shoppable videos Imagine watching a marketing video and being able to buy the product instantly — without leaving the video. That’s the future of eCommerce, and platforms like Instagram and TikTok are already making it happen. How to Use Shoppable Videos: - Add clickable product links to your Instagram Reels. - Use TikTok’s Shop feature to let users buy directly. - Create interactive YouTube videos with direct purchase options. ## Types of video marketing content that work in 2025 Now let’s talk about the actual types of videos that drive engagement, boost conversions, and make people hit that wonderful “Share” button. ### Explainer videos Ever tried explaining something complicated to a friend, only to watch their eyes glaze over? That’s where explainer videos come in — they turn complex ideas into simple, engaging stories. They are usually short, animated or live-action videos that break down a product, service, or concept in a short period of time. People are busy. They don’t want to read paragraphs of text when a 60-second video can tell them everything they need to know. Think Dropbox’s legendary explainer video that helped them skyrocket. Or the Dollar Shave Club commercial that wasn’t just funny, but was an explainer video disguised as a comedy sketch. ### Product demo videos Telling someone how amazing your product is? Doesn’t sound trustworthy. Showing them exactly how it works? Now that’s marketing gold. Product demos are step-by-step demonstrations of a product in action, highlighting its features, benefits, and unique selling points. Their beauty lies in the fact that seeing is believing. Customers are more likely to buy if they understand how something works. They are great for technical or high-ticket products (think Apple’s reveals that have become the golden standard for product demonstrations), beauty and skincare brands (tutorials on how to use a product for best results), and SaaS platforms (live walkthroughs of features). By providing extra explanations, product demos reduce customer doubts and boost confidence in the purchase. ### Customer testimonial videos We [trust people more](https://www.wyzowl.com/why-testimonials-are-important/) than we trust ads. That’s why watching real customers sharing their experiences with your product or service works so well. Think of it as word-of-mouth marketing — but in video form. A good example is Nike’s “You Can’t Stop Us” campaign that featured real athletes and customers, sharing their stories. It wasn’t just about products — it was about inspiration, resilience, and brand identity. ### Behind-the-scenes videos People love seeing what happens behind the curtain. BTS videos humanize your brand, making it feel real and relatable. They don’t have to be polished, since authentic footage showing the people, processes, and culture behind a brand is the best choice for such content. BTS videos make brands feel more personal and transparent and increase engagement because people love “sneak peeks”. Imagine a fashion brand showing how a collection is made, or an e-commerce business filming how they package orders. Not only is it interesting to watch, but it also helps your audience feel closer to you and your team. ### User-generated content (UGC) What’s better than creating your own marketing videos? Getting your customers to do it for you. UGC is videos created by real users showcasing a product, brand, or experience. Such content creates community-driven marketing without extra costs (which is always great, huh?). People trust real people over professional, studio-made ads. Imagine you see your favorite cooking content creator showcasing a recipe with a brand’s products. We have a feeling this will make you want to purchase them more than simply watching a lifeless ad. GoPro’s entire marketing strategy is built on UGC, and we know how great they’re doing. The brand encourages customers to capture and share videos using their cameras — and it’s worked brilliantly. ## How to create a video marketing strategy that works Creating videos without a strategy is like throwing spaghetti at the wall and hoping something sticks. Sure, you might get lucky, but wouldn’t it be better to have a plan? Here are some video marketing tips to help you with that. ### Step 1: Set clear goals What do you want to achieve with your videos? Your goal will determine what type of marketing videos you should create. Brand awareness? Go for short-form social media videos and behind-the-scenes content. More leads? Create an explainer video or a detailed product demo. Higher engagement? Encourage user-generated content or host live Q&A sessions. ### Step 2: Know your audience Your audience is everything. You need to speak their language, understand what makes them tick, and create videos that cater to their interests. Gen Z loves short, fast-paced content (Think TikTok and YouTube Shorts). Millennials engage with longer, value-packed content (Webinars, tutorials, and product reviews). Boomers? They prefer clear, informative content (Facebook videos, testimonials, and educational content). ### Step 3: Choose the right platforms Not all platforms work for every video [marketing and GTM strategy](https://www.gotomarketalliance.com/the-difference-between-a-marketing-strategy-and-a-go-to-market-strategy/). Here are a couple of ideas on how to handle this: - YouTube (except Shorts): Great for in-depth tutorials, reviews, and vlogs. - Instagram, YouTube Shorts, and TikTok: Short, engaging, and fun videos. - LinkedIn: B2B marketing videos and thought leadership content. - Facebook: Longer videos, livestreams, and ads targeting specific audiences. ### Step 4: Plan your content in advance It’s all about consistency. Create a content calendar and schedule your videos ahead of time. And don’t forget about current trends, seasonal campaigns, and audience behavior. ### Step 5: Track Performance & Adjust Use analytics tools to track how your videos are performing. Are people watching until the end? Are they clicking on your CTA? Test, tweak, and optimize for better results. ## How to make high-quality video marketing content You don’t need an extensive budget to make marketing videos that look professional. But you do need a few key ingredients: ### Right tools - Camera: A good smartphone or a DSLR works wonders. - Lighting: Natural light is great, but ring lights and softbox lights can give your videos a polished look. - Microphone: Clear audio is non-negotiable. A bad mic can ruin even the best video. - Editing software: A good [video editor for PC](https://www.movavi.com/) makes a huge difference. ### Nail your hook We hear it every day: attention spans are practically nonexistent. The first 3 seconds of your video determine whether people will keep watching or scroll past. Start with: - A bold statement (“Stop making this marketing mistake!”) - A question (“Ever wonder why your videos aren’t getting views?”) - A visually striking shot (slow motion, an interesting close-up, or a jump cut). ### Keep it short and engaging Unless you’re making an in-depth tutorial, shorter is better. Cut out the fluff, avoid long intros, and get straight to the point. ## Video content best practices and ideas Even the best strategy won’t work if your content is boring. Here’s how to keep your marketing videos fresh: ### Storytelling always wins People don’t just buy products — they buy stories. Instead of listing features, show how your product changes lives. It’s like the aforementioned Nike, whose ads rarely focus on their shoes. Instead, they tell inspirational athlete stories. ### Add subtitles It seems that no one watches videos with sound anymore: [92% of videos](https://verbit.ai/captioning/sound-on-sound-off-64-marketers-using-video-see-benefit-of-captions/) are watched on mute. If you want people to get your message, including subtitles is a must. ### Repurpose content across multiple platforms One video can be chopped up and repurposed into several pieces of content: - Turn a long YouTube video into short TikTok clips. - Use snippets for Instagram Reels. - Extract the audio and turn it into a podcast clip. ### Use calls to action (CTAs) Don’t just end your video with “Thanks for watching.” Tell people what to do next: hit the subscribe button, click the link in bio to get started, or even just comment below with their thoughts. ### Collab with influencers Influencers aren’t just trendsetters — they’re the secret weapon for video marketing success. There are some benefits that such a collab can provide: - **They expand your reach:** Influencers have loyal followings, which means your videos will get in front of more people. - **They build instant trust:** When an influencer genuinely loves a product, their followers listen. - **They create content for you:** Instead of spending weeks producing a high-budget ad, why not let influencers create authentic content for you? ## The bottom line If you’re still on the fence about video marketing, let’s make this simple: people prefer video, brands that use video get more engagement and higher sales, Google rewards video content with better rankings. The future is video-first, and the best time to start? Right now. So, get all your tools ready, start planning your video marketing strategy, and hit that record button — because the brands that master video in 2025? They’ll be the ones everyone is watching. --- **About the author** Victoria Graywing, a content manager at an IT company, brings a wealth of expertise in video production, video marketing, and YouTube promotion. Through her proficiency, she delivers expert content, providing valuable insights. LinkedIn: ### How product marketers lead effective and contextual GTM URL: https://www.gotomarketalliance.com/how-product-marketers-lead-effective-and-contextual-gtm/ Last updated: 2025-03-04T15:00:39.000Z Hard to believe how fast we went through 2024! As the year unfolded, one theme stood out across peer conversations, industry conferences, and organizational practices: the need to connect limited or dispersed marketing resources to a deep understanding of the market. On a personal level, this year challenged me to focus on what truly matters – leveraging my product marketing expertise to address the needs of sales teams and partners while driving tangible value through content-based [go-to-market (GTM)](https://www.gotomarketalliance.com/what-is-go-to-market-gtm-video/) campaigns aimed at demand generation. This shift meant moving beyond activity and event-based approaches to rigorously generating high-quality leads. The key? Becoming unapologetically [customer-centric](https://www.gotomarketalliance.com/what-are-customer-needs-5-steps-to-meet-them/) and [partner-led](https://www.gotomarketalliance.com/impact-of-partnerships-on-gtm-strategy/). By embedding curated product marketing strategies into GTM campaigns, we enabled a more focused and effective approach. It starts with bringing contextual focus to GTM efforts by clearly articulating a value proposition for sellers and partners. From there, it’s about creating impactful solution [messaging ](https://www.productmarketingalliance.com/your-guide-to-messaging/)for customers, a Bill of Materials (BoM) for strategic alliance sellers, and fostering long-term partnerships that drive joint GTM success. This is the essence of product marketing. Organizations need expert product marketers who can bring sharp judgment and structure to enable well-oiled GTM strategies in collaboration with sellers and partners. [The keys to customer & partner marketing success \[Video\]Tanwistha Gope joins us on the podcast to discuss how she maximizes customer and partner marketing efforts in her organization!![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-134.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM-FM_Podcast_Meta_-7.png)](https://www.gotomarketalliance.com/podcast/the-keys-to-customer-partner-marketing-success-video/) ## How focusing on customers reshapes GTM campaigns with sellers and partners ### Impact on the bottom line Isn't it all about the bottom line as well as revenue generation when it comes to GTM programs? Being customer-obsessed brings valuable and curated product marketing content leading into events and activities. This accelerates MQL conversions, develops high-intent leads, boosts [product adoption](https://www.productmarketingalliance.com/12-essential-product-adoption-metrics/) by partners and customers, and enhances the customer lifetime value (CLV). ### Looking for the ‘so what?’ Our customers are inundated with information, so it's critical to make every touchpoint meaningful. While we create a ‘drum beat’ with webinars, industry event participation, and channel field days, it's equally important to ensure session impact. Curated content and refined value propositions from product marketing help better align with the target customer cohort’s goals, needs, and challenges. This allows campaigns to be more resource-efficient and impactful. ### Proactive risk mitigation Effective GTM strategies do a lot of listening. Gathering insights from customer touchpoints, analyst feedback, and SME expertise ensures marketing initiatives are rooted in customer reality. This proactive approach by product marketing identifies risks early and enhances the [customer experience](https://www.gotomarketalliance.com/why-your-customer-success-and-product-teams-need-to-effectively-communicate-to-elevate-the-customer-experience/) by minimizing friction and maximizing relevance. [Using customer feedback to improve your productAs many product marketers will testify, bringing a product to market is no piece of cake. From conducting market research and forming your personas to completing competitor analysis, you need to follow a long process, before unleashing your creation on the world.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-135.png)GTM AllianceLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Framework_Post-Launch_4.jpg)](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) ### Cross-functional collaboration for GTM success To deliver exceptional experiences, we ensure that every customer interaction – from pre-sales to post-purchase – is seamless and valuable. This requires tight alignment across product development, marketing, sales, partners, and support teams. [Interactive demos](https://www.productmarketingalliance.com/simplifying-product-exploration-with-interactive-demos/), hands-on exercises, and expert-led sessions make complex concepts accessible and engaging for customers and partners. Product marketers successfully drive this alignment as their day jobs, and can lead GTM campaigns to deliver improved customer and partner experience. ### Continuous learning for customer connection Staying customer-centric means continuously refining strategies based on real feedback. By deeply studying [personas](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/), leveraging data points, and incorporating customer stories, product marketers can create GTM campaigns that resonate. These additional efforts generate high-intent leads rather than a mechanism to collect contact info. This is a product marketing muscle and this constant learning ensures agility, allowing organizations to pivot and optimize based on evolving customer needs. [Improving the customer journey with affiliate marketingBy blending affiliate marketing into your overall strategy, you can craft a cohesive, engaging experience that guides customers from awareness to purchase and beyond. Let’s explore some ways this is true.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-136.png)GTM AllianceSonu Bubna![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Sharing_Article_Images_Author-Text-3.png)](https://www.gotomarketalliance.com/improve-the-customer-journey-with-affiliate-marketing/) ## Looking ahead to 2025: Elevating customer-centric GTM As we enter 2025, the role of product marketers in crafting and executing content-based and customer-centric GTM campaigns will be more crucial than ever. For any recurring revenue business, customer obsession is key – and is relevant to the pillars of: - Adoption, - [Retention](https://www.gotomarketalliance.com/retain-your-customers-with-lifecycle-marketing/), - Advocacy, and - Expansion. What is rapidly incoming during this year is increased relevance and context based on enterprise LLM applications – enabling support for generating high-quality content with high contextual relevance. This makes product marketing a lot of fun, unlocking true creativity and personalization at scale! As a result, organizations will increasingly expect product marketers to spend more time on things that matter to drive growth. Product marketers are taking on the increased responsibility to expertly execute GTM programs that gain a competitive advantage with high-intent leads, lean in on customer advocacy, and focus on building the brand. Here are the prominent mantras for 2025: ### Get personal Harness [AI-driven](https://www.gotomarketalliance.com/adopting-ai-into-your-go-to-market-tech-stack/) insights to personalize messaging and refine targeting for diverse customer segments. This becomes very relevant, especially in the context of enterprise LLM applications for generating high-quality as well as highly contextual content. The focus now turns to greater judgment from product marketers to define credible core [messaging](https://www.gotomarketalliance.com/top-10-messaging-examples-and-what-we-can-learn-from-them/) based on a deep understanding of the partner/customer segment pain points and speak to them in their language. [AI in GTM: Opportunities, challenges, and best practicesWe’re taking a deep dive into how AI is reshaping the GTM landscape. In this article, we’ll cover the growing role of AI in GTM, from personalization to leadership coaching. You’ll learn about best practices for ethical AI usage, why some businesses are hesitating to adopt AI and much more.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-137.png)GTM AllianceKen Roden![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/michael-dziedzic-aQYgUYwnCsM-unsplash--1--2.jpg)](https://www.gotomarketalliance.com/ai-in-gtm-opportunities-challenges-and-best-practices/) ### Speak less, show more Demonstrate ROI through revenue growth and enhanced CLV by prioritizing customer needs in every campaign. An ideal example is the GTM of a joint solution offering with partners to target customers. Such a campaign prioritizes informing, educating, and incentivizing partner sellers as much as articulating a differentiated offering to the customer. As a result, the bespoke BoM of assets includes [seller enablement](https://www.gotomarketalliance.com/what-is-sales-enablement/) and training collateral (including a ‘how to pitch’ video), as well as clear customer value proposition, customer presentation material, use case-specific solution briefs, and more. ### Change the recipe Lead with hyper-targeted content and bespoke campaigns that resonate with customers and partners, eliminating generic, one-size-fits-all activities. This calls for curated collateral and GTM to partners and target markets – aligning with the target cohort’s goals, needs, and challenges. It's further boosted by including interactive sessions with SMEs, live demos, and hands-on exercises to amplify the brand, [product positioning](https://www.gotomarketalliance.com/competitive-positioning-and-what-its-and-why-its-important/), as well as messaging retention. Needless to say, it's a mistake to take the brand and company's reputation for granted! [Mastering account-based marketing for GTM teamsDiscover how ABM can drive your go-to-market strategy with insights from Tanwi, Product Marketing Lead at Zeotap.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-138.png)GTM AllianceTanwistha Gope![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---Mastering-account-based-marketing-for-GTM-teams.png)](https://www.gotomarketalliance.com/mastering-account-based-marketing-for-gtm-teams/) ### Listen before you tell Leverage real-time feedback from customers and partners to enhance the responsiveness and agility of GTM campaigns to gain high-intent leads. Achieve this by discovery calls with team leaders and pre-session surveys for valuable insights. It behooves us to rapidly pivot to customer and partner needs by demonstrating the product’s value using local data points, customer stories, [use cases](https://www.productmarketingalliance.com/the-role-of-use-cases-in-product-marketing/), and industry reports. Take into account the target geography, work shifts, and other nuances. ### Open the door Make way for clear channels of ongoing learning and support. Lead cross-functional efforts to deliver cohesive, impactful customer experiences through multiple touchpoints. Involve product, field marketing, sales, support, and [customer success](https://www.gotomarketalliance.com/why-your-customer-success-and-product-teams-need-to-effectively-communicate-to-elevate-the-customer-experience/) teams to align with GTM goals, delivering a consistent market message and improving partner and customer experience. This ensures efficient use of resources and maximizes the impact of marketing and sales efforts. [How to lead a cross-functional go-to-market strategyLeading a cross-functional go-to-market strategy is a multifaceted challenge. But fear not! I’m here to guide you through it with tried-and-true tips and strategies that have served me well in leading successful go-to-market launches.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-139.png)GTM AllianceErik Mansur![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Who-leads-the-go-to-market-process-at-your-company--3---1-.png)](https://www.gotomarketalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/) ### Ask “What’s the score?” Finally, always ask ‘What's the score?’ to track progress by assembling a set of quantitative measurements formulated as preferred by the team – whether as [KPIs](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/), OKRs, SMART goals, or simply key metrics. Define tools, methods, and clear ownership associated with collecting and analyzing that data – ideally via an accessible, actively refreshed report or dashboard that doesn’t depend on any external groups to pull results. This serves as an ideal input to a diverse [ecosystem](https://www.gotomarketalliance.com/ecosystem-go-to-market-vs-partnership-go-to-market/) of partners, including strategic alliances and resellers, or to field marketing teams enabling geographic expansion. ## Final thoughts To summarize, product marketers are the linchpins connecting customer pain points as well as partner ecosystems to actionable GTM strategies. By staying relentlessly focused on customers as well as partners, they can ensure that organizations not only meet but exceed growth goals. In 2025 and beyond, a customer-first and partner-led approach will remain the cornerstone of impactful GTM campaigns and sustainable success. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/12/GTM_Product-Led_Growth_Report_CTA.png)](https://www.gotomarketalliance.com/the-partner-led-growth-playbook/) ### 6 expert strategies for defining your ideal customer profile URL: https://www.gotomarketalliance.com/6-expert-strategies-for-defining-your-ideal-customer-profile/ Last updated: 2025-02-28T16:00:32.000Z This article comes from **Samantha Rideout**’s talk at our **Los Angeles #GTM24 summit**. Check out her [full presentation](https://www.gotomarketalliance.com/gtm24-la-ondemand/?%5Fgl=1%2A1w4e1zo%2A%5Fup%2AMQ..%2A%5Fga%2AMTU4MjE3MjMzMy4xNzM1OTAzMDMy%2A%5Fga%5F71Y0NDLSJW%2AMTczNTkwMzAzMS4xLjEuMTczNTkwMzEwMC4wLjAuMA..%2A%5Fga%5FGPF9MRY79N%2AMTczNTkwMzAzMS4xLjEuMTczNTkwMzEwMC4wLjAuMA..&wchannelid=6j25pq7vfl&wmediaid=4zp2um2hcg) and the wealth of [OnDemand resources](https://www.gotomarketalliance.com/gtm-ondemand/) waiting for you. --- Before we dive into how [ideal customer profiles](https://www.gotomarketalliance.com/ideal-customers-ideal-messaging-getting-started-with-icps/) (ICPs) can help your brand drive sustainable growth, let’s flip the script for a second. Think about yourself—when are *you* the ideal customer? What brand makes you say, “Take my money” without hesitation? For me, it's Peloton. I buy the branded apparel, I’m on a multi-year streak of daily workouts, and I follow the instructors on social media. My husband, on the other hand? Also a Peloton customer, but he doesn’t engage in the same way. He only uses the bike occasionally, has never bought branded gear, and doesn’t interact with the brand beyond his workouts. Same product, different customers—yet one of us is much more valuable to Peloton than the other. This is why ICPs are so powerful. [Buyer personas](https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/) help us understand *who* we are targeting, but ICPs help us identify *who will deliver the most value*—those customers who will stick around, spend more, and advocate for your brand. In this article, I’ll walk you through how to define, refine, and use ICPs to drive sustainable growth. So, let’s dive in. ## **1\. What makes an ideal customer?** There are two key factors that define an ideal customer: **loyalty** and **total lifetime value (LTV)**. [Loyal customers](https://www.gotomarketalliance.com/how-to-increase-your-customer-retention-rate-and-boost-loyalty/) don’t just buy your product once—they stick with it, recommend it to others, and keep coming back. And those with high LTV don’t just make one purchase—they continue engaging with your brand, making repeat purchases or increasing their spend over time. Let’s go back to my Peloton example. I regularly buy from them, I engage with their community, and I use their platform every day. My husband? He uses the product occasionally, but there’s no real long-term engagement. Why does this matter? Because companies often target broad buyer personas when, in reality, not all customers within those personas will become high-value customers. ICPs help you **filter through potential customers and find the ones who will truly drive your business forward**. Defining your ICP requires looking beyond basic customer characteristics and into deeper [behavioral and engagement patterns](https://www.gotomarketalliance.com/how-emotional-design-and-storytelling-can-transform-your-training-and-boost-engagement/). For instance, who interacts with your product daily? Who is constantly referring others? Who shows the highest retention rates? These factors differentiate a casual buyer from an ideal customer, ensuring that your marketing efforts focus on attracting and nurturing the right audience. _This post is for paying subscribers only._ ### What is GTM engineering? The complete guide to the future of scalable growth URL: https://www.gotomarketalliance.com/what-is-gtm-engineering/ Last updated: 2025-08-14T13:24:20.000Z Go-to-market (GTM) engineering seems to be the word on everyone’s lips, but what *exactly* is this new term, and why has it sparked so much debate? For years, sales and revenue operations teams have been stuck in the same loop, relying on manual processes, struggling with disconnected data, and patching together fragmented [tool stacks](https://www.gotomarketalliance.com/the-go-to-market-tools-of-choice-2/). But now, GTM engineering marks a real shift in how go-to-market and revenue teams operate, introducing a new breed of technical problem-solver who’s securing the most efficient growth. This guide will break down what GTM engineering is, why it’s gaining traction, and exactly how companies can implement it successfully to build scalable revenue engines. So let’s get started. ## **What is GTM engineering?** GTM engineering is the next evolution of sales and revenue operations. Sitting at the intersection of RevOps, growth, and sales, GTM engineering bridges the gap between manual prospecting and automated, scalable revenue systems. It’s all about blending data-driven automation, [AI-powered](https://www.gotomarketalliance.com/ai-in-gtm-opportunities-challenges-and-best-practices/) personalization, and operational efficiency to help revenue teams work smarter, not harder, and focus on growth without expanding their budget or their headcount. Traditionally, [sales teams](https://www.gotomarketalliance.com/five-actionable-strategies-for-collaborating-more-effectively-with-sales-teams/) and reps spent hours manually sourcing leads, sending cold emails, and logging activities in a CRM. The process was inefficient, repetitive, and prone to human error. GTM engineers are changing the game by automating these tasks and building workflows that do the heavy lifting. As those at Clay, the platform that coined the term (more on them later!), say, GTM engineering is about: > **Micro relevance, not mass personalization** ### **So, what do GTM engineers do?** A GTM engineer isn’t just another sales ops professional or RevOps expert—it’s a hybrid role that combines automation, data management, and workflow optimization. They’re basically sales reps, growth marketers, sales engineers, and account executives rolled into one. In this way, they’re responsible for both the whole [customer journey](https://www.gotomarketalliance.com/enhance-your-gtm-strategy-with-customer-journey-mapping/) and pipeline and revenue growth. ![Traditional sales vs. gtm engineering differences image GTM engineering Clay](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/02/Traditional-sales-vs-GTM-engineering.png) Here’s what they typically handle within their role: ✅ **Building automated outbound systems** that replace manual prospecting. ✅ **Developing data pipelines** to enrich and segment leads dynamically. ✅ **Leveraging AI for personalized messaging at scale** without mass spamming. ✅ **Optimizing revenue systems** to continuously improve conversion rates. ✅ **Reducing operational inefficiencies** by bridging the gap between sales, RevOps, and marketing. ## **3 crucial reasons why you need GTM engineering** ![GTM engineering Clay tweet viral expert](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/02/6715612f-3233-441c-b7f1-97429add9b58_1092x480.jpg) ### **1\. No-code/low-code has changed the game** Not long ago, sales automation required heavy involvement from IT teams. If a sales rep or RevOps leader wanted to automate part of their workflow, they had to wait in line for developers to build custom integrations. But that’s no longer the case. The rise of no-code and low-code platforms has empowered revenue teams to build these automations themselves, all without needing a single line of code. Tools like Zapier, Airtable, and Clay allow GTM engineers to create sophisticated, AI-driven workflows that enrich lead data, personalize outreach, and manage pipeline activity—all in real time. This shift means revenue teams can move faster, test new strategies, and refine their processes without waiting for engineering resources. As these tools continue to evolve, GTM engineering will become an essential function for any sales organization looking to scale efficiently. ### **2\. Scaling revenue requires systems, not just more people** In the past, the go-to strategy for growing revenue was simple: hire more salespeople. But this model is increasingly unsustainable. Hiring, onboarding, and training SDRs takes time and money—and even then, success rates vary wildly. GTM engineers take a different approach. Instead of throwing more people at the problem, they build scalable, repeatable revenue systems. By [leveraging AI](https://www.gotomarketalliance.com/how-generative-ai-is-revolutionizing-gtm-efficiency-real-world-tips-and-tools/), automation, and workflow optimization, they enable small teams to achieve the output of much larger sales organizations. This means companies can drive revenue growth without inflating their payroll. ### **3\. AI and data enrichment are redefining prospecting** Cold outreach is broken. Prospects today are being bombarded with generic, irrelevant AI-generated messages, and response rates are plummeting. GTM engineers are fixing this by integrating real-time data enrichment and AI-driven personalization. Instead of sending the same template to thousands of prospects, workflows identify the right targets, gather insights, and craft messages that are truly relevant. This shift from mass outreach to micro-relevance is dramatically [improving engagement rate](https://www.gotomarketalliance.com/how-emotional-design-and-storytelling-can-transform-your-training-and-boost-engagement/)[s](https://www.gotomarketalliance.com/how-emotional-design-and-storytelling-can-transform-your-training-and-boost-engagement/) and pipeline efficiency. [100m ARR: Crafting a successful B2B SaaS go-to-market engineWhat does it take to build a $100 million ARR SaaS go-to-market engine? Robert Gimbel shares his insights on scaling, strategy, and execution![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-131.png)GTM AllianceRobert Gimbel![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/ARR-blueprint-1.png)](https://www.gotomarketalliance.com/crafting-a-successful-b2b-saas-go-to-market-engine/) ## **The role of Clay in GTM engineering** If there’s one thing those of you in go-to-market know, it’s that the sales tech stack has gotten OUT OF CONTROL. Dozens of tools promise better prospecting, cleaner data, and smarter outreach—but in reality, they actually create more work as you’re stuck juggling platforms just to get a clear view of your pipeline. Enter Clay, a platform that’s quietly redefining how go-to-market teams automate and optimize revenue workflows and the brains behind GTM engineering. Starting as a “magic spreadsheet,” Clay was built to pull in data from multiple sources and make it easier to analyze. But like any good startup story, it evolved. Today, Clay is an all-in-one automation tool that helps revenue teams streamline prospecting, enrichment, and outreach—without the tool fatigue. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/02/Cheers-Automate-GIF-by-Variobotic-GmbH-1.gif) ### **How GTM engineers use Clay to scale revenue** What makes Clay different? It doesn’t just collect data—it puts it to *work*. GTM engineers and sales teams alike use it to: **✅ Enrich prospect data automatically** – Instead of hopping between multiple data providers, Clay consolidates over 75 enrichment sources into one place, offering deeper insights than LinkedIn Sales Navigator. **⚙️ Leverage AI-powered research & outreach** – With large language models (LLMs) at its core, Clay automates prospect research, drafts personalized messaging, and even triggers workflows based on engagement. **🚀 Automate lead qualification & CRM updates** – No more manually segmenting leads or copying notes into a CRM. Clay keeps records up-to-date and triggers outreach when the time is right. **🔗 Sync seamlessly with existing tools** – Clay integrates with Salesforce, HubSpot, and other outreach platforms, making it easy to unify sales, marketing, and RevOps data. This streamlined approach is why companies trust Clay to power their revenue workflows. Whether it’s a startup founder running solo outbound, an enterprise sales team fine-tuning segmentation, or an outbound agency managing multiple client campaigns, Clay can help. Go-to-market success isn’t about who can send the most emails—it’s about who can build the most relevant, data-driven, and scalable growth, and that’s exactly what Clay is making possible. [8 innovative go-to-market strategy examples (with template)Unlock success with 8 inspiring go-to-market strategy examples. See how top brands launch products, engage audiences and drive growth.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-132.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/8-innovative-go-to-market-strategy-examples--with-template---2--2-4.png)](https://www.gotomarketalliance.com/8-innovative-go-to-market-strategy-examples/) ## **How to implement GTM engineering functions in your organization** So, now you’re sold on GTM engineering, how do you actually make it happen in your organization? The good news is you don’t need to be a developer or spend six figures on custom-built automation. With the right approach, you can start integrating AI, automation, and scalable workflows today. Here’s how: ### **Step 1: Automate lead enrichment and targeting** One of the biggest time-wasters in sales? Messy data. Outdated contact details, missing job titles, and incomplete firmographics slow your team down and lead to wasted outreach. Instead of making reps manually update records, automate the entire process. - **Plug into multiple data sources** – Tools like Clay pull in live data, making sure every prospect record is fresh and accurate. - **Set up real-time data pipelines** – No more exporting CSVs. Create workflows that enrich leads automatically so reps don’t have to hunt down information manually. ### **Step 2: Use AI for smart, personalized outreach** [AI](https://www.gotomarketalliance.com/tag/ai/) can either make outreach *way* more effective or *way* more annoying, depending on how you use it. The problem? Most AI-generated sales emails sound like AI-generated sales emails. That’s why GTM engineering isn’t just about using AI—it’s about using the right AI at the right time. - **Trigger outreach based on real signals** – Instead of sending generic emails, set up workflows that react to buyer intent (e.g., visiting your pricing page, engaging with content, or showing signs of churn). - **Go beyond basic personalization** – AI can now summarize research, analyze web pages, and pull contextual data to craft messages that actually sound human. No more “Hey \[First Name\], saw you’re in \[Industry\], let’s chat!” ### **Step 3: Automate and optimize** Once you’ve got good data and smart outreach, the next step is making sure everything runs on autopilot. GTM engineers build workflows that replace repetitive, manual tasks so revenue teams can focus on closing deals, not clicking buttons. - **Set up AI-powered follow-ups** – Instead of manually checking who opened an email, your system should automatically trigger the next step based on engagement. - **Streamline inbound lead handling** – No more losing high-intent leads in a spreadsheet. Automatically score and route inbound leads to the right team members in real time. - **Keep CRM data fresh without manual updates** – Reps should never have to waste time updating records. GTM engineering makes sure data stays clean and actionable. GTM engineering isn’t something you have to completely rebuild your team for—it’s something you can start testing today. Pick a process, automate it, and refine it from there. Before you know it, you’ll have a fully optimized revenue engine. ## **GTM engineering vs. RevOps: Why it’s not either/or** A lot of people think GTM Engineering and RevOps are competing functions, but that couldn’t be further from the truth. These two teams don’t just coexist—they **depend on each other,** and keeping them separate would hold both functions back. ![](https://media.tenor.com/pakzecn3_jgAAAAC/teamwork.gif) RevOps lays the foundation, ensuring systems are reliable, data is clean, and workflows run smoothly. GTM engineering builds on top of that foundation, constantly testing, optimizing, and pushing the boundaries of what’s possible with AI and automation. Together, teams get the best of both worlds: a solid revenue machine that’s both stable and innovative—scaling what works while continuously improving operations. ****Without RevOps** GTM engineering would be ****chaotic**. No stable infrastructure, no reliable data, and no way to measure success at scale. ****Without GTM engineering** RevOps would be ****stagnant**. Processes would stay the same, and revenue teams wouldn’t evolve as technology and buyer behavior change. Here’s how this plays out in real-world sales and marketing teams: - **RevOps makes sure everything connects.** They ensure your CRM, email tools, and enrichment platforms work together seamlessly so data flows correctly and reporting stays accurate. - **GTM engineers build smarter workflows on top of those systems**. Instead of just running standard sequences, they introduce AI-driven personalization, automated research, and real-time intent tracking—all within the structure RevOps maintains. - **RevOps stabilizes and scales what works.** Once GTM engineers prove that new automation or strategy improves efficiency, RevOps bakes it into the company’s standard processes, ensuring it’s repeatable and scalable. - **GTM engineers keep testing new ideas.** While RevOps focuses on consistency, GTM engineers continue experimenting—finding ways to refine workflows, optimize automation, and push revenue growth even further. At the end of the day, it’s not a question of RevOps vs. GTM engineering—it’s about how they work together, and companies need both to nail their growth. ## **Conclusion** Traditional sales teams are being disrupted, and GTM engineering is the future. In an increasingly automated landscape, GTM engineers are harnessing this, and platforms like Clay are leading the charge. It’s not about replacing RevOps or Sales but bridging the gap between them in the name of growth and simply about working smarter, not harder. No more bloated sales teams, no more wasted effort on outdated playbooks. Just efficient, scalable revenue growth that actually makes sense. So, the question isn’t *if* you should start thinking like a GTM engineer—it’s *when*. And if you want to stay ahead, the answer is **right now**. --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/08/GTM_Engineering_Summit_Summit_Stat_Social_-2-2-6.png)](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=website&utm%5Fmedium=article) [**Get your ticket to our inaugural GTM Engineering Summit!**](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=website&utm%5Fmedium=article) --- ### Product-led AND sales-led growth: Why your GTM strategy needs both URL: https://www.gotomarketalliance.com/product-led-and-sales-led-growth-why-your-gtm-strategy-needs-both-2/ Last updated: 2025-07-07T15:55:42.000Z This article comes from **Filip Szymanski**’s talk at our **#GTM24 online summit**. Check out his [full presentation](https://www.gotomarketalliance.com/gtm24-la-ondemand/?%5Fgl=1%2A1xhfq9w%2A%5Fup%2AMQ..%2A%5Fga%2AODU1MDExMjczLjE3Mzk0NjQwNzA.%2A%5Fga%5F71Y0NDLSJW%2AMTczOTQ2NDA2OS4xLjAuMTczOTQ2NDA2OS4wLjAuMA..%2A%5Fga%5FGPF9MRY79N%2AMTczOTQ2NDA2OS4xLjAuMTczOTQ2NDA2OS4wLjAuMA..&wchannelid=6j25pq7vfl&wmediaid=hk4vp66zfk) and the wealth of [OnDemand resources](https://www.gotomarketalliance.com/gtm-ondemand/) waiting for you. --- After two decades in [product management](https://www.gotomarketalliance.com/the-product-managers-guide-to-embedded-analytics-users-love/), a question I've heard more times than I can count is: *Should we go product-led or sales-led?* But this traditional battle between **product-led growth** (PLG) and **sales-led growth** (SLG) misses a crucial point: the *real* magic happens when you combine them. I've seen multiple companies struggle with this as they build their go-to-market strategies. Some start with traditional sales approaches and gradually add self-service options. Others begin with [product-led motions](https://www.gotomarketalliance.com/product-led-go-to-market-a-case-study-with-derek-osgood/) before building out their sales teams. But the most successful ones? They've figured out how to make both approaches **work together**. In this article, I'll share what I've learned about combining these approaches effectively, including the challenges you'll face, the strategies that work, and how to build a growth engine that capitalizes on both motions. Whether you're currently all-in on one approach or trying to figure out how to blend both, these insights will help you navigate your way to the best results. Let’s get started. ## **How buyers engage with products today** One of the biggest changes I’ve noticed is how customers engage with products before they ever talk to sales. The idea that sales reps are the first touchpoint is fading. At Bitrise, Turnitin, and insightsoftware, we consistently saw users start by engaging with the product directly. In fact, [according to Gartner](https://www.gartner.com/smarterwithgartner/power-challenger-sales-model#:~:text=Gartner%20research%20found%20that%20customers,they're%20willing%20to%20pay.), in **57%** of deals today, the product itself is leading the sales process. Companies like Slack, Datadog, and ThoughtSpot have seen massive success with PLG. ThoughtSpot, for example, introduced PLG into their traditional sales-led approach and saw a huge increase in closed deals while also reducing their sales cycles. Even Atlassian, which famously claimed they didn’t need a sales team, eventually built one to close larger accounts. The key takeaway? Even if you start PLG, you may eventually need sales to scale. [From 0 to 12M: Driving product-led growth from the outside inHi there! I’m Jessica Box, Head of Growth at Linktree, and I’m really excited to share how Linktree has grown from zero to 12 million users in less than four years and the incredible learnings I’ve had along the way.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-127.png)GTM AllianceJessica Box![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Screenshot-2023-09-01-at-16.59.51.png)](https://www.gotomarketalliance.com/from-0-to-12m-driving-product-led-growth-from-the-outside-in/) _This post is for paying subscribers only._ ### 5 fundamental truths for GTM and monetization alignment URL: https://www.gotomarketalliance.com/5-fundamental-truths-for-gtm-and-monetization-alignment/ Last updated: 2025-02-13T16:42:52.000Z Learn 5 key truths to align your go-to-market and monetization strategies, strengthen customer relationships, and drive growth. _This post is for paying subscribers only._ ### How generative AI is revolutionizing GTM efficiency: Real-world tips and tools URL: https://www.gotomarketalliance.com/how-generative-ai-is-revolutionizing-gtm-efficiency-real-world-tips-and-tools/ Last updated: 2025-01-17T16:27:09.000Z This article comes from **Jonathan Kvarfordt**’s talk at our **#GTM24 online summit**. Check out his [full presentation](https://www.gotomarketalliance.com/gtm24-online-ondemand/?%5Fgl=1%2A1llz1ie%2A%5Fup%2AMQ..%2A%5Fga%2AMTIwMTkyODM0MC4xNzM3MDI4NzQw%2A%5Fga%5F71Y0NDLSJW%2AMTczNzAyODczOS4xLjEuMTczNzAyODc0Mi4wLjAuMA..%2A%5Fga%5FGPF9MRY79N%2AMTczNzAyODczOS4xLjEuMTczNzAyODc0Mi4wLjAuMA..&wchannelid=ttykibk2hp&wmediaid=ie62nitv7w) and the wealth of [OnDemand resources](https://www.gotomarketalliance.com/gtm-ondemand/) waiting for you. --- When I was first introduced to [AI](https://www.gotomarketalliance.com/tag/ai/) over a decade ago, I had no idea it would play such a pivotal role in [go-to-market (GTM) strategies](https://www.gotomarketalliance.com/tag/go-to-market-strategy/). Back then, it felt more like a futuristic concept than a practical tool. Fast forward to today, and I can confidently say generative AI is not just hype—it’s totally transforming how we work, drive revenue, and achieve efficiency at every stage of the GTM process. As Founder of the GTM AI Academy and a long-standing GTM and AI Performance Executive, I’ve spent years exploring how AI can reshape GTM strategies. So, in this article, I’ll share my personal journey with AI, a few mindset shifts that can unlock its true potential, and some real-world examples of how it’s changing the game for GTM pros like us. Let’s get started. ## **My AI journey: From skeptic to advocate** My first encounter with AI was over a decade ago when my company invested in an AI tool to support our [sales team](https://www.gotomarketalliance.com/five-actionable-strategies-for-collaborating-more-effectively-with-sales-teams/). At the time, I was tasked with enabling both the team and our customers to use this new technology effectively. It was a steep learning curve, but that experience planted the seed for what would become a career-long obsession. Fast forward to November 2022, and I was introduced to ChatGPT. This was the turning point. I’d already been exploring AI tools for years, but ChatGPT opened my eyes to how generative AI could revolutionize workflows—not just for me but for entire teams. Since then, I’ve been diving deep into both personal and professional applications of AI. I’ve seen firsthand how it can remove friction, accelerate tasks, and empower strategic thinking. Of course, I’m also a dad to twins who just turned three, so balancing my professional and personal life is always top of mind. AI has become my secret weapon for staying productive while making sure I never miss a moment with my kids. [AI in GTM: Opportunities, challenges, and best practicesWe’re taking a deep dive into how AI is reshaping the GTM landscape. In this article, we’ll cover the growing role of AI in GTM, from personalization to leadership coaching. You’ll learn about best practices for ethical AI usage, why some businesses are hesitating to adopt AI and much more.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-108.png)GTM AllianceKen Roden![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/michael-dziedzic-aQYgUYwnCsM-unsplash--1--1.jpg)](https://www.gotomarketalliance.com/ai-in-gtm-opportunities-challenges-and-best-practices/) _This post is for paying subscribers only._ ### The secret to retaining your customers: Lifecycle marketing & CRM URL: https://www.gotomarketalliance.com/retain-your-customers-with-lifecycle-marketing/ Last updated: 2025-01-14T15:00:54.000Z Companies are laser-focused on acquiring new users and planning product launches, but they're overlooking a critical step: *activating* those users and unlocking value for both the users and the business. The goal is to create sustainable growth loops that encourage users to continually engage with the product and develop a habitual usage pattern. Some examples include: - **Duolingo’s** use of push notifications, and gamification to remind users to keep using the language learning app, until it’s a daily habit. - **Uber’s** use of reward points for discounted rides or upgraded experiences incentivizes users to keep using the ride-share service. - **Canva** sends its customers personalized videos showcasing the service’s value before asking for renewal, ensuring the ROI of the design tool is top of mind for renewing customers. Now we’ve discussed how others use lifecycle marketing, how can it benefit your organization? ## Lifecycle marketing and its importance Lifecycle marketing is focused on building strategic communication flows that deliver the right messages to the right users at precisely the right moment. It's about creating a nuanced approach to nurture user growth within the company. The core objective is to trigger messages that help users maximize the value they extract from the product, while simultaneously enabling your business to derive value from user engagement. The key is crafting targeted, intelligent communication that serves both the user's needs and the company's growth objectives. By strategically timing and personalizing interactions, we can create a win-win scenario where users feel supported and the business continues to evolve and improve. ## Creating lifecycle marketing in your GTM motion When diving into lifecycle marketing, you've got to start with a clear goal and think about it on a **personal level**. When you're going to market, you're hunting for that initial traction. Maybe you're introducing a new product, expanding an existing one, or launching new features. The goal? Win over a select group of early adopters – your core supporters. This means being laser-focused on your messaging, highlighting your product's unique value proposition, and carefully choosing the channels you'll use to reach people. But here's the critical part: getting to market and gaining some initial users isn't the finish line – **it's just the beginning**. Too many companies make the mistake of thinking, "Great, we've launched, we've got a few users, time to sit back and relax." Nope. That's where lifecycle marketing comes in. Your real mission is to nurture these users. Provide them with: - Targeted information - Valuable knowledge - Powerful motivation - Compelling offers The beauty of this approach is that it's not just about monetary value. When users engage with your product, they're giving you something incredibly valuable: rich, nuanced data about how the product is *actually* used. --- [What is customer lifecycle marketing, and how is it used by businesses?Engaging with customers is a basic building block of marketing your business and is crucial to increasing overall sales and revenue. Customer lifecycle marketing offers a way to plan for interactions throughout the whole customer journey.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-88.png)GTM AllianceEve Chatfield![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Framework_Launch_7-1.jpg)](https://www.gotomarketalliance.com/what-is-customer-lifecycle-marketing/) --- You'll uncover hidden values you never even knew existed – insights that are pure gold for long-term [product growth](https://www.gotomarketalliance.com/mastering-product-enablement-best-practices-for-product-growth/). Here's my strategic breakdown: 1. Start with the end goal in mind. 2. Don't just get users into the product – get them to continuously extract value from it. 3. Develop a genuine relationship, not a one-time interaction. The key is to work backward. Map out the typical user journey, identifying: different touchpoints, potential interaction moments, and specific scenarios where you can create remarkable experiences. Think of lifecycle marketing as an ongoing conversation. You're not just selling a product; you're creating a dynamic relationship where both the user and the company continuously derive value from each interaction. This approach transforms lifecycle marketing from a transactional process into a strategic, deeply personalized journey of mutual growth. [A step-by-step guide to retention, renewals, and expansionUnlock the secrets to boosting customer lifetime value (CLV) and discover proven strategies for skyrocketing retention, renewals, and expansion rates, and gain valuable insights on optimizing the customer journey.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-89.png)GTM AllianceNick Chang![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Screenshot-2023-09-08-at-15.36.23.png)](https://www.gotomarketalliance.com/a-step-by-step-guide-to-retention-renewals-and-expansion/) ## Common pitfalls of lifecycle marketing Let me break down the three critical mistakes companies make with lifecycle marketing – and more importantly, how to fix them. ### Mistake #1: The one-size-fits-all approach Most companies fall into a dangerous trap: they acquire a set of users and then blast everyone with identical messages. No personalization, no segmentation – just a generic communication strategy that completely ignores user diversity. **Here's the reality:** every single user is unique. They have different demographics, behaviors, needs, and expectations. Instead, implement a more tailored approach: - Use robust data segmentation - Create personalized user experiences - Leverage user-specific insights to craft targeted interactions ### Mistake #2: Neglecting post-acquisition strategy Companies get caught up in making a massive market splash. They pour resources into initial awareness, marketing materials, and getting their product in front of as many eyeballs as possible. But then what? Most forget to answer critical questions: - What happens after users sign up? - How will we engage them? - How do we nurture the relationship? You can solve this by integrating lifecycle marketing directly into your go-to-market strategy. This means: 1. Defining post-signup interactions 2. Mapping out touchpoints (first contact, second contact, etc.) 3. Tracking user milestones 4. Anticipating potential drop-off points ### Mistake #3: Underinvesting in resources There's a common misconception that lifecycle marketing is a "cheap" relationship maintenance strategy. Companies assume it doesn't require significant investment compared to paid ads or influencer marketing. They assume *wrong*. Successful lifecycle marketing demands serious resources, such as: - Robust customer engagement tools - Efficient CRM systems - Experienced lifecycle marketing professionals - Quality data infrastructure - Dedicated budget and strategic focus Lifecycle marketing isn't an afterthought – it's a critical, resource-intensive strategy that can make or break your customer relationships. [It’s time to level up you customer success softwareCustomer success is a wide-ranging role, covering functions like onboarding, customer engagement, churn management and retention, to name a few. With so many responsibilities, your customer success team is going to be hard-pressed to keep tabs on every bit of data that lands on their desk.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-90.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/customersuccesssoftware.jpg)](https://www.gotomarketalliance.com/its-time-to-level-up-you-customer-success-software/) ## Linking CRM data to marketing efforts When it comes to marketing success, the key is creating a balanced approach that seamlessly integrates front-facing and back-facing marketing tools. Let me break down the strategy: ### Integrating marketing tools Your front-end marketing should focus on demand generation and acquisition. This includes: your paid ads, third-party publisher partnerships, organic marketing efforts, and influencer marketing. The magic happens when you create smooth data streaming between your acquisition platforms and your customer relationship management (CRM) system. This is where a marketing automation specialist becomes crucial. They ensure that: - Acquisition platforms feed data into your CRM - Your CRM captures engagement data - Different tools communicate seamlessly ### Proper CRM instrumentation Your CRM needs robust data collection capabilities to get your organization’s data foundation right and set yourself up for long-term success. This means: - Tracking specific events - Capturing detailed attributes - Creating comprehensive reporting structures Your marketing tools will work together consistently, creating a more efficient system to track customer interactions. [What is customer relationship marketing?Customer relationship marketing is a product marketing strategy that companies use to center their business and product marketing efforts around customer relationships, customer needs, and customer loyalty.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-91.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/customerrelationshipmarketing-1-1.jpg)](https://www.gotomarketalliance.com/what-is-customer-relationship-marketing/) ### Single source of truth To truly optimize your marketing, consider developing an integrated data structure. This typically involves: - Using a data warehouse or customer data platform. - Collecting information from multiple platforms. - Implementing ETL (Extract, Transform, Load) processes. - Creating a centralized repository of customer information. The goal is to have a reliable, comprehensive view of your customer profiles that can be easily accessed and utilized across your marketing ecosystem (and wider GTM team). By focusing on these three key areas - integrated marketing tools, proper instrumentation, and a single source of truth - you'll dramatically improve your marketing effectiveness and potentially increase your conversion rates by up to 10 times. ## Metrics for success When it comes to measuring marketing performance, I focus on bottom-of-the-funnel metrics that truly matter. Let’s break down the key indicators I track: ### Lead to sales conversion rate The most critical metric is understanding how leads translate into actual sales. This is measured by the lead-to-sales conversion rate. It allows you to know: - What percentage of leads convert to final sales? - How effectively are we turning potential customers into paying customers? ### Campaign delivery metrics It's not just about generating leads, it's also about ensuring they *actually* see your message. You can track this with: - Delivery rate - Open rate - Click-through rate - Interaction rate These metrics tell me how many people are receiving and engaging with our campaigns. ### Financial performance indicators To get a comprehensive view, I also analyze financial metrics such as: average contract value (ACV), sales cycle length, and cost-to-return ratio. The sales cycle is particularly important, it lets you know how long it takes to move a lead from initial contact to closing the deal. Understanding this helps optimize our entire marketing approach. By closely monitoring these metrics through our CRM, we can continuously refine our marketing strategy, improve conversion rates, and ultimately drive more effective business growth. [The most essential Go-to-Market metrics and how to track themAny product launch depends on whether your teams can come together and establish where there’s space to improve. The best way to gauge if your teams are on track? Looking at the right metrics. In this article, we go through some of GTM’s essential metrics and why they matter when making decisions.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-93.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Framework_Pre-Launch_8-1.jpg)](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/) ## Final thoughts Lifecycle marketing isn't a magical solution that suddenly transforms your business overnight. It's about putting in real, consistent effort to retain your customers. You've got to be willing to roll up your sleeves, dig deep, and continuously work at understanding and improving how you engage with customers throughout their entire journey with your brand. This is about strategic, purposeful marketing that takes time, energy, and real commitment. ### How emotional design and storytelling can transform your training and boost engagement URL: https://www.gotomarketalliance.com/how-emotional-design-and-storytelling-can-transform-your-training-and-boost-engagement/ Last updated: 2025-01-03T16:00:16.000Z This article comes from **Jennifer Ryan**’s talk at our **Los Angeles #GTM24 summit**. Check out her [full presentation](https://www.gotomarketalliance.com/gtm24-la-ondemand/?%5Fgl=1%2A1w4e1zo%2A%5Fup%2AMQ..%2A%5Fga%2AMTU4MjE3MjMzMy4xNzM1OTAzMDMy%2A%5Fga%5F71Y0NDLSJW%2AMTczNTkwMzAzMS4xLjEuMTczNTkwMzEwMC4wLjAuMA..%2A%5Fga%5FGPF9MRY79N%2AMTczNTkwMzAzMS4xLjEuMTczNTkwMzEwMC4wLjAuMA..&wchannelid=6j25pq7vfl&wmediaid=mqkx1ao4m7) and the wealth of [OnDemand resources](https://www.gotomarketalliance.com/gtm-ondemand/) waiting for you. --- Over my 20 years in enablement, facilitation, and training, I’ve learned one thing: **engagement is everything**. Whether you’re running a [training session](https://www.gotomarketalliance.com/how-to-improve-sales-team-training-sessions/), leading a meeting, or even having a one-on-one conversation, your success depends on grabbing and holding someone’s attention. And let’s be honest—that’s no small feat! We’re all competing for people’s time and focus. They’re juggling work deadlines, personal responsibilities, and a million other distractions. In my role, I’m constantly asking myself, “How do I meet them where they are? How do I make sure they leave with something valuable?” My answer? A **multimedia approach**. By blending emotional and cognitive strategies, we can break through the noise and make an impact that lasts. Let me show you how. ## **Understanding the engagement challenge** Think about your audience—whether it’s salespeople, prospects, or colleagues. For salespeople, it’s all about pipeline and quotas. If what I’m teaching doesn’t align with those priorities, I’m just another distraction. Their attention isn’t only divided by work; they’re also dealing with life: soccer games, ballet recitals, and everything in between. Then there’s the science of the “forgetting curve.” Did you know that [within 24 hours](https://www.learningguild.com/articles/1379/brain-science-the-forgetting-curvethe-dirty-secret-of-corporate-training/) of learning something, people forget almost **60%** of it? It’s like driving a new car off the lot—the value drops immediately. That’s why engagement isn’t just about making people listen; it’s about making the information stick. Engagement starts with **understanding your audience**. Beyond the professional metrics they’re chasing, there’s an emotional layer to everything they do. People don’t just want to meet their sales goals—they want to make it to their child’s baseball game. Recognizing that humanity is *key*. When we tap into the emotional side of learning and interaction, we create deeper, more [lasting connections](https://www.gotomarketalliance.com/making-connections-the-secret-to-exceptional-cross-functional-teams/). It’s about more than teaching facts—it’s about creating an experience they’ll remember. [Guide to customer and community engagement playbookGuide to customer and community engagement playbook Looking for even more resources? \* Get ready to go to market with this product launch checklist. \* Wondering how to build a GTM strategy? Here’s a comprehensive guide, including steps, tools, and best practices.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-104.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Meta_Images_Text-1-4.jpg)](https://www.gotomarketalliance.com/guide-to-customer-and-community-engagement-playbook/) _This post is for paying subscribers only._ ### GTM debt: The silent killer of B2B SaaS growth (and how to avoid it) URL: https://www.gotomarketalliance.com/gtm-debt-the-silent-killer-of-b2b-saas-growth-and-how-to-avoid-it/ Last updated: 2024-12-20T16:28:53.000Z This article comes from **Laura Wheeler**’s talk at our **Los Angeles #GTM24 summit**. Check out her [full presentation](https://www.gotomarketalliance.com/gtm24-la-ondemand/?%5Fgl=1%2A1y776j0%2A%5Fup%2AMQ..%2A%5Fga%2AMTY5OTQzNDU0NC4xNzM0NTMzNDE0%2A%5Fga%5F71Y0NDLSJW%2AMTczNDUzMzQxNC4xLjEuMTczNDUzMzQyMi4wLjAuMA..%2A%5Fga%5FGPF9MRY79N%2AMTczNDUzMzQxNC4xLjEuMTczNDUzMzQyMi4wLjAuMA..&wchannelid=6j25pq7vfl&wmediaid=rdrse4ostr) and the wealth of [OnDemand resources](https://www.gotomarketalliance.com/gtm-ondemand/) waiting for you. --- Back when I was in high school, my history teacher, Mr. Stahlcup, would end every class with this phrase: *Timing is everything.* That lesson has stuck with me. While I was probably more concerned about lunchtime seating arrangements back then, this simple concept has proven to be a crucial insight in my career—especially during my last two years at a startup. So today, I want to dive into this further and talk about something that's quietly destroying [revenue efficiency](https://www.gotomarketalliance.com/your-guide-to-creating-an-unstoppable-revenue-enablement-ecosystem/) in B2B SaaS companies: **go-to-market (GTM) debt**. As someone who's held roles from direct sales to sales leadership to revenue operations and enablement, I've seen firsthand how this silent killer operates—and more importantly, I’ve learned how to identify and address it. Let me share how… ## **The startup reality check** Let's start with a [sobering statistic](https://www.bls.gov/opub/ted/2024/1-year-survival-rates-for-new-business-establishments-by-year-and-location.htm): **nine out of ten** startups fail. By year five, 50% of startups have pulled down the shutters, and 70% won't see their tenth birthday. Even tech giants aren't immune—Amazon alone has 60 failed startups within their ecosystem. These numbers beg the question: *why?* Through my work at Renegade Operations and now RVNU, we've identified that it often comes down to skipping crucial steps in the go-to-market journey, leading to what we call "GTM debt." But what *exactly* is GTM debt? Well, it's the gap that occurs when a company is overambitious and operates ahead of its actual capabilities and market position. You might think, "Isn't it good to get ahead of schedule? To see around corners?" While forethoughtis valuable, operating too far ahead of your reality leads to false starts, misaligned resources, and chaos—ultimately burning through precious capital. Given that running out of funding is the number one reason startups fail, this is a pretty critical issue to address. [100m ARR: Crafting a successful B2B SaaS go-to-market engineWhat does it take to build a $100 million ARR SaaS go-to-market engine? Robert Gimbel shares his insights on scaling, strategy, and execution![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-94.png)GTM AllianceRobert Gimbel![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/ARR-blueprint.png)](https://www.gotomarketalliance.com/crafting-a-successful-b2b-saas-go-to-market-engine/) ## **Understanding GTM debt drivers** Have you heard of the "triple, triple, double, double, double" growth model? It's the classic path to unicorn status: start with $1 million in revenue, triple it twice, double it three times, and voilà—you've got your billion-dollar valuation. Sounds great on paper, right? But this pressure to move quickly, often driven by anxious VCs and competitive markets, creates several critical headwinds that contribute to GTM debt: ### **1\. Speed vs. expertise dilemma** When you're racing against time (remember that 50% failure rate in the first five years?), you need to make quick decisions. But confident decision-making requires expertise and data—both of which are often in short supply at early-stage companies. Time isn't your friend when you're trying to build something new, but rushing without proper expertise can be equally dangerous. _This post is for paying subscribers only._ ### Go-to-market manager salary trends: What you need to know URL: https://www.gotomarketalliance.com/go-to-market-manager-salary-trends-what-you-need-to-know/ Last updated: 2024-12-20T15:42:27.000Z When it comes to shaping a company’s success, few roles are as pivotal as the go-to-market (GTM) manager. From orchestrating product launches to aligning cross-functional teams, [GTM managers](https://www.gotomarketalliance.com/the-importance-of-hiring-a-go-to-market-manager/) shoulder significant responsibility. But how much do GTM managers actually earn? And what factors influence their pay? This article doesn’t just provide salary numbers—it dives into all the nuances, from how pay varies by company size to the role of inclusivity in compensation. So whether you’re navigating your next career move or simply benchmarking your worth, this article is here to guide you. Let’s break it down… ## **What is the average go-to-market manager's salary?** In 2024, the [average base salary](https://www.gotomarketalliance.com/go-to-market-salary-report/?%5Fgl=1%2Awbi4po%2A%5Fup%2AMQ..%2A%5Fga%2AMzg1MzU4NzE5LjE3MzQ2MzAyMjU.%2A%5Fga%5F71Y0NDLSJW%2AMTczNDYzMDIyNS4xLjEuMTczNDYzMDIzMS4wLjAuMA..%2A%5Fga%5FGPF9MRY79N%2AMTczNDYzMDIyNS4xLjEuMTczNDYzMDIzMS4wLjAuMA..) for GTM professionals is $123,976 annually, with total compensation reaching **$138,683** when bonuses and other benefits are factored in. For go-to-market managers specifically, their salaries tend to align closely with these averages. While these figures are solid, they represent a slight decline compared to 2023, as seen in the broader economic shifts and tightened budgets across industries this year. In fact, base salaries are down **3.3%**, and total compensation has dropped by **6.7%**. However, it’s not all bad news! Despite these declines, GTM managers remain among the best-compensated professionals in mid-level roles, highlighting the value in their ability to steer companies through competitive markets and uncertainty. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/12/GTM_Salary_Survey_CTA_2024.png)](https://www.gotomarketalliance.com/go-to-market-salary-report/?utm%5Fsource=ghost&utm%5Fmedium=post&utm%5Fcampaign=content-) ## **Regional salary variations: Where you work matters** Your location can significantly influence your earning potential as a GTM manager. North America stands out as the most lucrative region for GTM professionals, offering average base salaries of **$167,800**. This is in stark contrast with Europe, where salaries average **$68,906**, and Australia, where GTM professionals earn around **$87,752**. What drives this disparity? North America’s tech-heavy economy and high demand for skilled GTM professionals push salaries higher. The region’s role as a hub for innovation, coupled with its aggressive approach to growth and market penetration, creates a premium for experienced GTM talent. On the other hand, Europe’s figures reflect regional cost-of-living differences, stricter labor laws, and varying levels of investment in go-to-market functions. Bonuses follow the same trend with these regional gaps. North American GTM professionals enjoy average bonuses of **$22,481**, compared to just **$4,203** in Europe. For GTM managers aspiring to maximize their earning potential, relocating to North America could be a game-changing career move. [Product Marketing from Startups to Corporate: Insights from a Career CoachCareer coach Hope Chauland, discusses her career path as a PMM from the start-up world to the corporate landscape.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-97.png)GTM AllianceHope Chauland![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social--Product-Marketing-from-Startups-to-Corporate-Insights-from-a-Career-Coach-2.png)](https://www.gotomarketalliance.com/product-marketing-from-startups-to-corporate/) ## **Do company type and growth stage have an impact on pay?** In short—yes. When it comes to compensation, not all companies are created equal, and the type of organization and its maturity level can significantly affect salaries. Professionals working at companies that serve both [B2B and B2C](https://www.gotomarketalliance.com/whats-the-difference-between-b2b-and-b2c-go-to-market/) markets earn a notable **31.4%** more than those at companies focused solely on one market type. This makes sense—serving dual markets demands a broader skill set, deeper market insights, and the ability to juggle complex go-to-market strategies. Additionally, the company’s growth stage plays a critical role. GTM professionals at businesses with established product-market fit enjoy a substantial salary boost—**75% higher**, on average, than those working in early-stage companies. This increase reflects the stability and resources available at mature organizations, where the focus shifts from proving concepts to scaling operations and optimizing strategies. [The importance of hiring a Go-to-Market managerEver wondered what a Go-to-Market manager does? We get into the details of what exactly this role entails and why this expert knowledge is essential for achieving team-wide goals.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-103.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/nick-fewings-EkyuhD7uwSM-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-importance-of-hiring-a-go-to-market-manager/) ## **Gender pay dynamics in GTM roles** Encouragingly, the GTM profession is making strides toward pay equity. Women in go-to-market roles report slightly higher base salaries than men, earning **$126,200** compared to **$118,700**. However, men tend to edge out women in total compensation due to higher bonuses—a trend that persists across most industries. Looking at North America specifically, men earn **13% more** in total compensation than women, even though their base salaries remain comparable. This underscores a persistent gap in how bonuses and other incentives are distributed, suggesting that while base salary equity is improving, companies may still need to address disparities in bonus structures. [GTMA contributor case study: “GTM leadership is an impactful role where you get to be an optimistic champion of a better future.”Anne Hunter, Senior Vice President at Ipsos, shares her perspectives on the evolving landscape of GTM. She also offers advice on achieving alignment in GTM strategies, underscoring the importance of a unified approach among team members, and much more. Read on!![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-102.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM-Case-Studies--1-.png)](https://www.gotomarketalliance.com/gtma-contributor-case-study-with-anne-hunter/) ## **The impact of seniority and responsibilities on pay** As with most professions, climbing the ladder in GTM roles leads to higher pay. VP-level GTM professionals earn an average of **68% more** than their director-level peers, with total compensation exceeding **$230,000**. This leap reflects the increasing strategic influence and decision-making power associated with VP roles, as well as the years of experience and proven track record required to reach this level. Interestingly, the data shows a plateau between mid-level and senior roles, suggesting that breaking into [leadership positions](https://www.gotomarketalliance.com/the-product-marketing-leadership-playbook/) is where the biggest financial rewards lie. For professionals at earlier stages in their careers, focusing on developing leadership skills and building a reputation for driving results is key. Team management responsibilities also correlate strongly with higher earnings. GTM managers overseeing larger teams enjoy significantly higher salaries. For example, those managing seven to nine people average **$229,400** in total compensation. This highlights the value companies place on leaders who can effectively manage and scale teams to deliver results. [Making enablement work in remote settingsIn a world where so many sales teams are remote-first, enablement can be tough. Here, Katie Van Hoomissen explores how to maximize your enablement efforts in remote settings.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-101.png)GTM AllianceKatie Van Hoomissen![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Screenshot-2023-07-05-at-09.45.11-1.png)](https://www.gotomarketalliance.com/making-enablement-work-in-remote-settings/) ## **Work environment and hours: Balancing pay and flexibility** Remote work continues to command a premium in GTM salaries. Professionals who work fully remotely earn **4.2% more** than their in-office counterparts, while hybrid workers trail behind both groups. Although the pay gap for remote roles has narrowed since 2023, the trend indicates that companies still value the productivity and flexibility associated with remote setups. For GTM managers, remote work isn’t just about flexibility—it’s also a pathway to higher pay. Companies are increasingly offering remote options to attract top talent, making it easier for professionals to negotiate competitive packages. The number of hours worked also obviously impacts earnings. Professionals clocking **over 60 hours** per week earn significantly more, with total compensation averaging **$398,300**. However, this of course comes at a cost to work-life balance, a trade-off that professionals should weigh carefully when considering roles with demanding hours. [How to earn more as a Go-to-Market professionalDiscover nine ways you can increase your compensation as a GTM pro, including data into the top industries and locations to maximize your earning potential.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-100.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---How-to-earn-more-as-a-Go-to-Market-professional.png)](https://www.gotomarketalliance.com/how-to-earn-more-as-a-gtm-pro/) ## **How to maximize your earning potential as a GTM manager** To maximize your earning potential, it pays to be strategic about your career choices. Understanding salary trends is one thing—using them to your advantage is another. Here’s how you can apply these insights to your career: 1. **Consider your working location**: If flexibility allows, consider North America for its significantly higher salaries and bonus opportunities. If flexibility and higher pay appeal to you, perhaps look for fully remote roles where companies often compensate better. 2. **Target dual-market companies**: Seek roles at organizations serving both B2B and B2C markets, where the demand for versatile skills translates into higher pay. 3. **Choose established companies**: Mature companies with established product-market fit offer stability and the most competitive pay. 4. **Invest in leadership skill development**: To break into higher salary brackets, invest in skills that demonstrate strategic impact and team leadership. 5. **Negotiate bonuses transparently**: Use benchmarks from your region and industry to strengthen your case during salary discussions. Empower yourself to advocate for your value. ## **Final thoughts** Examining the insights gathered in our report it’s clear that go-to-market managers play an essential role in driving business success, and their compensation reflects this. While these salaries have dipped slightly in recent years, GTM roles remain highly rewarding, particularly for those who understand how to navigate the factors influencing pay. By leveraging insights into regional trends, company specifics, and the impact of seniority, you can make informed decisions about your career and position yourself for success and growth. **Curious about where you stand? Want to dive even deeper into the data? The full** [**Go-to-Market Salary Report**](https://www.gotomarketalliance.com/go-to-market-salary-report/?utm%5Fsource=ghost&utm%5Fmedium=post&utm%5Fcampaign=content-) **uncovers even more numbers, trends, and industry insights you need to map your career path.** ### The keys to customer & partner marketing success [Video] URL: https://www.gotomarketalliance.com/podcast/the-keys-to-customer-partner-marketing-success-video/ Last updated: 2025-04-30T18:16:06.000Z --- ## More resources: [GTMA Ambassador Case Study with Tanwistha GopeFrom hosting regular meetups to creating informed content, ambassadors breathe life into our community. Our ambassador, Tanwistha Gope, shares what she’s enjoyed most about the ambassadorship and why this aspect of our community is so enriching professionally and personally.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-87.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM-Case-Studies--5---1--1.png)](https://www.gotomarketalliance.com/gtma-ambassador-case-study-with-tanwistha-gope/) ### A PMM’s guide to customer and partner marketing URL: https://www.gotomarketalliance.com/a-pmms-guide-to-customer-and-partner-marketing/ Last updated: 2024-12-10T13:00:16.000Z A winning product isn't enough –To truly thrive, businesses need to cultivate strong, lasting relationships with both their customers and their partners. At the heart of this crucial strategy lies the Product Marketing Manager (PMM), a strategic leader who expertly orchestrates a complex interplay of communication, collaboration, and data-driven decision-making. > This isn't simply about creating marketing materials; it's about building a holistic ecosystem of engagement and advocacy that fuels sustainable growth. This in-depth exploration will uncover the essential role of the PMM, highlighting their responsibilities, navigating common challenges, and demonstrating how they measure their impactful contributions. ## Understanding customer and partner marketing While building and nurturing strong relationships is paramount for sustained growth, this requires a sophisticated approach to both customer and partner engagement. Let's clarify the distinct yet interconnected roles of customer and partner marketing. **Customer marketing** focuses on building and nurturing relationships directly with your end-users. This involves creating compelling content and campaigns tailored to their specific needs and preferences. The goal is to foster engagement, drive loyalty, and encourage advocacy throughout the customer journey, leading to increased retention and positive word-of-mouth referrals. Effective customer marketing translates into a strong and loyal customer base, which becomes a valuable asset for future growth. **Partner marketing**, on the other hand, leverages the power of strategic alliances to amplify your reach and enhance your brand's credibility. This involves collaborating with other businesses to co-create value and tap into new markets. Joint initiatives, such as co-branded materials, shared campaigns, and joint events, create synergistic opportunities that benefit both partners. The result is expanded market penetration, enhanced brand recognition, and the ability to reach new customer segments through trusted and established channels. Strong partnerships not only amplify your marketing message but also build credibility and trust among your target audience, further bolstering your customer marketing efforts. In essence, customer and partner marketing work in tandem, creating a powerful and holistic growth strategy. [What is customer marketing?Customer marketing, often part of the broader marketing team, targets a company’s current customers to boost retention, advocacy, and growth. Its core mission? Transform new customers into devoted fans by fostering strong relationships and encouraging active participation in business development.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-66.png)GTM AllianceEve Chatfield![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Screenshot-2024-02-05-at-10.49.20.png)](https://www.gotomarketalliance.com/what-is-customer-marketing/) ## Aligning customer and partner engagement through product marketing The PMM is far more than a traditional marketer; they are the strategic conductor of a complex orchestra, harmonizing customer and partner engagement to drive sustainable business growth. Their role transcends individual marketing tasks; they are the architects of a holistic ecosystem where every interaction, from content creation to partner collaboration, contributes to a unified and impactful brand narrative. This orchestrated approach ensures that customer and partner strategies aren't disparate efforts but rather integrated components of a larger, cohesive growth strategy. Let's examine how PMMs achieve this… ### Aligning goals Rather than operating in silos, the PMM works collaboratively with leadership to establish overarching marketing objectives that encompass both customer and partner strategies. This involves thorough market research to understand market trends, competitive landscapes, and the unique needs of both customer segments and potential partner organizations. Detailed profiles of [ideal customers](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/) and partners are created to guide targeted messaging and efficient resource allocation. Crucially, the PMM ensures that customer and partner marketing initiatives work in harmony to achieve shared business objectives, such as increased market share, enhanced brand awareness, or revenue growth. [Fueling revenue growth with the GTM funnelTanwistha Gope shares her insights into driving revenue growth with a strong GTM buyer journey and strategy. Learn more.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-67.png)GTM AllianceTanwistha Gope![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---Fueling-revenue-growth-with-the-GTM-funnel--2--1.png)](https://www.gotomarketalliance.com/fueling-revenue-growth-with-the-gtm-funnel/) ### Fostering cross-functional collaboration The PMM acts as the central hub, fostering seamless [collaboration](https://www.gotomarketalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/) between various departments. They work closely with the sales team, ensuring they are equipped with the necessary resources—battle cards, presentations, and compelling value propositions—to effectively communicate with customers and partners alike. Customer success data is leveraged to inform marketing strategies and enhance the overall customer experience. This includes utilizing customer feedback, success stories, and testimonials to build credibility and trust. Close collaboration with product management ensures marketing campaigns accurately reflect product capabilities and address customer needs. Finally, the PMM develops and executes joint marketing initiatives with partners, creating co-branded materials, shared campaigns, and collaborative events. This requires exceptional communication and negotiation skills to forge mutually beneficial agreements. ### Crafting effective content The PMM leads the creation of compelling content that resonates deeply with both customer and partner audiences. Engaging [content](https://www.gotomarketalliance.com/content-led-go-to-market-a-case-study-with-gaston-tourn/), such as case studies, blog posts, and videos, is developed to highlight the value proposition for customers, fostering brand loyalty and advocacy. Simultaneously, the PMM creates co-branded materials, joint press releases, and shared content to leverage the strengths of strategic alliances. This requires maintaining a consistent brand voice and message across all customer and partner touchpoints, creating a cohesive and impactful brand experience. [How case studies can elevate your content-led GTM approachCase studies are one of the most powerful content tools in the GTM playbook. Buyers are looking for third-party validation, and what better than a peer who’s made a similar decision? In case studies, sellers have an external voice sharing what your solution provides and the value it delivers.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-68.png)GTM AllianceDavid Bressler![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Framework_Post-Launch_6.jpg)](https://www.gotomarketalliance.com/how-case-studies-can-elevate-your-content-led-gtm-approach/) ### Creating a feedback loop The PMM establishes and manages a continuous [feedback loop](https://www.gotomarketalliance.com/3-ways-a-product-feedback-loop-can-transform-your-product/) to inform and improve both customer and partner marketing strategies. This involves analyzing data from various sources—surveys, reviews, customer support interactions, and partner performance metrics—to gain valuable insights into customer needs and preferences, as well as the effectiveness of partner collaborations. This data is then used to refine marketing strategies, allocate resources efficiently, and maximize return on investment (ROI). ### Strategic events and relationship building PMMs play a vital role in planning and executing events designed to foster strong customer and partner relationships. They organize webinars, workshops, or conferences to build customer loyalty and provide valuable insights. Simultaneously, they participate in industry trade shows and organize joint events with partners to showcase mutual benefits and expand network reach. This event strategy strengthens existing relationships and cultivates new opportunities for growth. ## Challenges faced by PMMs and strategies for success Having said so much about how PMMs bridge between customer and partner marketing, the path to success is rarely smooth. PMMs consistently encounter obstacles that demand creative problem-solving and strategic thinking. Understanding these challenges and proactively addressing them is crucial: - **Communication silos:** Fragmented communication across departments can lead to misaligned messaging and missed opportunities. *Solution:* Implement regular cross-functional meetings, utilize shared platforms for collaboration, and champion open communication. - **Feedback gaps:** Without structured mechanisms, valuable customer and partner insights are lost. *Solution:* Establish systematic feedback loops through surveys, interviews, focus groups, and regular review meetings. - **Underleveraged customer stories:** Missed opportunities to showcase the value proposition and build credibility. *Solution:* Develop a content calendar that consistently highlights customer success stories across various channels. - **Inconsistent branding and** [**messaging**](https://www.gotomarketalliance.com/the-key-to-a-stellar-product-launch/)**:** Diluted brand narrative confuses audiences and weakens impact. *Solution:* Develop and maintain a comprehensive brand style guide, ensuring consistency across all communication channels. - **Resource constraints:** Limited budgets and competing priorities require efficient resource allocation. *Solution* Prioritize high-impact initiatives, leverage automation tools, and track ROI meticulously. [The biggest Go-to-Market challenges in 2025Discover the processes GTM pros statistically find most challenging in their roles, and how you can overcome these in 2025.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-70.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---The-biggest-Go-to-Market-challenges-in-2025.png)](https://www.gotomarketalliance.com/biggest-go-to-market-challenges-in-2025/) ## Building Bridges: Essential Stakeholders for success One essential path to the seamless execution of customer and partner marketing is by cultivating strong relationships and facilitating collaboration with key stakeholders. Based on their influence and importance in shaping and contributing to the overall product marketing initiatives, the stakeholders are categorized as primary and secondary. **Primary Stakeholders:** This category includes, Customer Success Managers (CSMs), Partner/Alliance Managers, Product Management, and Executive Leadership Team (ELT). - Customer Success Managers (CSMs): They help gather insights from customer interactions, capture success stories, and ensure feedback is integrated into marketing. - Partner or Alliance Managers: They coordinate partner marketing efforts and develop value proposition content that aligns with the joint goals. - Product Management: They ensure the customers and partners are timely informed about the product features and updates for accurate positioning. - Executive Leadership Team (ELT): Their involvement is crucial for strategic alignment and resource allocation to support broader business goals. **Secondary Stakeholders:** This category includes, the Marketing and Communications Team, and Sales Teams. - Marketing and Communications Team: They help maintain consistent brand messaging and execute PR, website updates, and case studies. - Sales Team: Their alignment ensures that the right resources are produced to effectively engage with customers and prospects. [The roles and responsibilities of your Go-to-Market teamA recurring theme in Go-to-Market is the concept of working closely with diverse teams. A collaborative effort from your central teams (marketing, product, sales, etc.) means you’ve got a unique perspective on and view of every stage of your GTM. But who exactly do you need on your GTM team?![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-71.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/mitchell-luo-H3htK85wwnU-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-roles-and-responsibilities-of-your-go-to-market-team/) ## Measuring success Demonstrating the value of a PMM’s contributions requires a results-oriented approach to measurement. > Rather than relying on superficial metrics, a PMM's success is best reflected in tangible business outcomes. [Key performance indicators](https://www.gotomarketalliance.com/what-are-the-go-to-kpis-and-metrics-used-in-customer-success/) (KPIs) are crucial for showcasing the impact of their efforts in customer and partner engagement, aligning directly with overall business objectives. These KPIs demonstrate the effectiveness of initiatives across various aspects of marketing, providing a clear picture of the PMM's contribution to growth and success. Some metrics to keep track of include: - **Website Traffic and Engagement:** A PMM's ability to create engaging content is reflected in increased website traffic and user engagement. Compelling case studies and other high-quality content attracts visitors, improving customer retention and driving conversions. - **Lead Generation from Joint Campaigns:** Successful collaboration with partners results in a significant increase in qualified leads. Joint marketing initiatives create valuable opportunities for the sales team, expanding market reach and generating strong sales pipelines. - **Enhanced Customer Engagement:** A PMM's focus on building relationships is demonstrated by increased customer engagement across various channels. Successful customer advocacy programs and targeted content campaigns foster deeper connections with customers, encouraging loyalty and advocacy. - **Event Success and Follow-up:** Well-executed events build brand awareness and generate leads. A PMM's ability to organize and manage events, followed by effective post-event communication, is reflected in strong attendance rates and increased engagement from attendees. - **Sales Enablement and Cycle Optimization:** Improved sales performance showcases the effectiveness of the PMM's sales enablement efforts. Providing sales teams with targeted materials and training leads to shorter sales cycles, higher conversion rates, and increased revenue generation. ## Final thoughts As businesses navigate increasingly complex markets, the need for a strategic approach to customer and partner marketing becomes even more critical. The PMM, armed with data-driven insights and a commitment to collaboration, is essential for driving future growth. By building strong relationships, optimizing marketing efforts, and continually adapting to changing market dynamics, the PMM positions organizations for sustained success in the years to come. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/GTM_Cross-functional_Go-to-Market_CTA-1.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) ### How to earn more as a Go-to-Market professional URL: https://www.gotomarketalliance.com/how-to-earn-more-as-a-gtm-pro/ Last updated: 2025-04-23T12:54:55.000Z Salary conversations can be a touch taboo, with many preferring not to talk about money, salaries, or bonuses. Here at the GTM Alliance, we hope to change this narrative. Our [**Go-to-market Salary Report**](https://www.gotomarketalliance.com/go-to-market-salary-report/) aims to increase salary transparency across the industry and allow you to make informed decisions about your career. So without any further ado, let’s explore the factors that can increase your paycheck. ## **The baseline** Before we can say which factors are likely to increase your earnings, we should probably highlight the average salary for a GTM pro for easy comparison. According to our latest salary report, the average baseline salary for a Go-to-Market professional in 2024 is **$123,976**. And the average bonus for a GTM professional is **$14,767** per year. ## **Location** Not everyone’s willing to move across the globe to secure a higher salary, but if you are looking to relocate, Go-to-Market professionals tend to earn the most in North America, with an average salary of **$167,800**. This is followed by Australia with an average salary of **$87,752**, and Europe with an average salary of **$68,906**. However, it’s worth noting that Australian companies don’t typically pay out bonuses. ![GTM salary by location](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/12/Screenshot-2024-12-04-at-2.56.52-PM.png) Of course, there are differences in the average cost of living within these areas, so while salaries may be higher, this doesn’t always correlate with greater purchasing power. So, it’s worth checking your city’s [cost of living](https://www.numbeo.com/cost-of-living/rankings%5Fcurrent.jsp) before committing to a move. ## **Company specifics** Next, let’s discuss the markers of companies that typically pay their GTM professionals more. ### **Industry** From our data, the highest-paying industries seem to be: - Market research ($285,000) - Transportation/trucking/railroad ($232,500) - Internet ($205,000) However, these industries all had relatively low representation amongst our survey participants, selected by just **1.9%**, **2.2%**, and **3.9%** of our survey takers respectively. We’ve included (and sorted by) the percentage of respondents who reported working in each of these industries, to give you an idea of which salary figures have the highest rates of confidence. This should help you to make some educated decisions about which industries might be the most lucrative for GTM pros: ![GTM salary by industry](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/12/salary-by-industry.png) ### **B2B vs B2C** Does it matter if your organization focuses on serving consumers or other businesses? According to our data, it does. Those at B2C companies tend to earn the least, with those at B2B firms, on average, earning an additional **$19,100** per year. Interestingly, those who serve both businesses *and* consumers tend to earn the most, with average baseline salaries **57.5%** higher than those serving consumers alone, and **31.4%** higher than those serving businesses alone. **In summary:** Work at a company that serves **both** businesses and consumers for a significant lift in average salary. ### **Product-market fit** While there’s no clear and steady increase in salary with growth-stage maturity, we did see markedly lower average yearly base salaries among GTM professionals working at companies that have *not yet* established product market fit. Compared to an average of all other growth stages, baseline salaries are **43.6%** lower for those in the pre-product market fit stage. So, if a higher salary is what you’re after, it’s best to work at a company that has already established its product market fit. ![GTM salary by growth stage](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/12/salary-by-growth-stage.png) ### **Company revenue** Next, is there a trend between company revenue and average yearly salary? It seems so. Working at a company that makes less than $10 million a year in revenue would net you an average salary of **$103,299**. In comparison, working at a company earning more than $10 million a year in revenue would net you an average salary of **$139,789**. ![GTM salary by company revenue](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/12/salary-by-company-revenue.png) There’s also a clear upward trend in average salary as company revenue increases. Aside from a possible anomaly in the $500M-$1B revenue row, the largest jumps in salary occur when: - Moving from a company earning less than $1 million a year to one earning between $1 million and $5 million a year **(+45.4%)**, - And when jumping from there to one earning between $5M and $10M **(+38.5%)**. So, working in a company that earns more revenue typically results in greater compensation as a GTM professional. ### **Headcount** Just as we saw with revenue, there’s a strong upward trend in average salary based on company headcount. It’s clear that larger companies (both in terms of number of employees and revenue), pay more. Working at a company with 50+ employees is a strong bet for earning more than the industry average. ## **Role specifics and responsibilities** Some role-specific factors can also impact your pay. These may be easier to change than looking for a new organization, so let’s take a look at them. ### **Working environment** Interestingly, those who work remotely continue to pull the highest salary figures, while those who split their time between the office and remote work earn much less. However, the pay gap between those who work in the office and those who work remotely has closed compared to last year, now representing only **4.2%** more for remote workers, versus **21.5%** more in 2023. **In summary:** Opt for fully remote or fully in-office work to see a total compensation uplift **53.5%** higher than hybrid roles. ![GTM salary: hybrid vs office vs remote](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/12/salary_-remote-vs-office-vs-hybrid.png) ### **Increase responsibility** You can also increase your pay, by taking on more responsibility. The simplest way to do this is by becoming a manager or people coach. Those with zero direct reports earn a base salary of **$119,800** on average, compared to those managing 10+ people, who earn **$171,800** on average. The more people you manage, the more opportunity you’ll get to have a greater strategic impact and prove your worth. This is correlated with higher pay. ### **Hours worked** This may seem obvious, but the correlation here is strong: Those who work more hours in Go-to-Market positions earn more money. There’s plenty of reason to believe the direction of causation here is bidirectional: - Those who work longer hours can achieve more, leading to greater compensation. - At the same time, those who work more senior roles are better compensated, but the demands of those roles require longer working hours. For example, moving from working 31-40 hours a week to 41-50 hours, results in a **56.9%** increase in base salary on average. ![GTM salary by hours worked](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/12/salary-by-hours-worked.png) ## **Stop second-guessing your paycheck** **Discover exactly what professionals like you are earning today.** Our cutting-edge report—featuring exclusive data, primary research, and insights from Go-to-Market experts around the globe—reveals the full story on Go-to-Market compensation. Download now and step into your next salary negotiation with confidence. 💰 [ Download your free copy ](https://share-eu1.hsforms.com/1%5Fupc74AlQ0yVCSTCR0iKiA2b1vun) ### GTM 2.0: A go-to-market framework for the digital age URL: https://www.gotomarketalliance.com/go-to-market-framework-for-the-digital-age/ Last updated: 2024-12-06T16:30:52.000Z Discover how GTM 2.0 redefines go-to-market success with agile frameworks, vertical strategies, and sales enablement insights for our digital age. _This post is for paying subscribers only._ ### The power of content-led growth, with Samantha Rideout [Video] URL: https://www.gotomarketalliance.com/podcast/the-power-of-content-led-growth-with-samantha-rideout-video/ Last updated: 2024-12-04T16:45:43.000Z --- --- --- ## More resources: [How case studies can elevate your content-led GTM approachCase studies are one of the most powerful content tools in the GTM playbook. Buyers are looking for third-party validation, and what better than a peer who’s made a similar decision? In case studies, sellers have an external voice sharing what your solution provides and the value it delivers.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-74.png)GTM AllianceDavid Bressler![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Framework_Post-Launch_6-1.jpg)](https://www.gotomarketalliance.com/how-case-studies-can-elevate-your-content-led-gtm-approach/) ### A guide to ecommerce Go-to-Market strategy for online businesses URL: https://www.gotomarketalliance.com/ecommerce-go-to-market-strategy/ Last updated: 2025-04-23T12:55:46.000Z ## **What is a Go-to-Market strategy?** A Go-to-Market strategy is a detailed plan. One that describes how a business will: 1. Bring a new product or service to its target audience, or 2. Break into a new target market. The strategy will cover all stages of this process, including: - Value proposition and differentiation - Messaging and competitive positioning - Pricing and promotional strategies - Distribution channels A Go-to-Market (GTM) strategy is more focused than a marketing strategy. Specifically, it deals with new initiatives (like the aforementioned new products, or new attempts to break into different markets). **But there’s more.** A GTM strategy *also* lays out how you’ll continue to push the product post-launch. How you’ll work with customer success to make sure they’re able to support customers who get stuck, for example. In ecommerce, this is especially important. That’s down to one of ecommerce’s biggest challenges: Low customer lifetime value (CLTV). An ecommerce Go-to-Market strategy does everything a generic Go-to-Market strategy does. But it ties it all back to the unique challenges and processes that come with selling physical products online. --- [The difference between a marketing strategy and a go-to-market strategyUncover key differences between a marketing strategy and a go to market strategy. Learn how these approaches drive brand and product success.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-65.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/The-difference-between-a-marketing-strategy-and-a-go-to-market-strategy-1-1.png)](https://www.gotomarketalliance.com/the-difference-between-a-marketing-strategy-and-a-go-to-market-strategy/) --- ## **Benefits of building an ecommerce Go-to-Market strategy** Okay, but why do you need a Go-to-Market strategy in ecommerce? Ecommerce is becoming more and more crowded. After all, what thriving business *doesn’t* have an online presence these days? And more tools pop up every day. Tools that make it easier for other businesses to sell their stuff online. This lowers the barrier to entry and makes it easier for competitors to flood in. **A more crowded marketplace makes it harder to stand out.** Fancy jumping into that basket of snakes without a plan? Neither would we. Here are some other benefits of building a Go-to-Market strategy for your ecommerce business. 1. Mitigate risk 2. Optimize resource allocation 3. Maximize probability of success 4. Establish competitive advantage ### **1) Mitigate risk** If you were about to bungee jump, would you want the person overseeing the rope to tell you, “We don’t really have a plan for this. You just jump and we hope it all turns out okay.”? Probably not, right? You’d want some reassurance they’d done all they could to reduce the risks involved. That way, you can have fun and *not* worry. (At least, not too much.) ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/12/bungee.webp) **If you were this guy, you'd want to know they had a plan, right?* There’s always going to be some risk involved when you bring a new product to market. But you don’t want that risk any higher than necessary. A solid action plan that accounts for all the things that could possibly go wrong at least minimizes risk. ### **2) Optimize resource allocation** Quick question. Would you be happy if you never got a pay rise again? Didn’t think so. And the surest way to earn more is to have a measurable impact on your org’s bottom line. Even if you succeed in aligning with all your relevant stakeholders, even if you pull the necessary teams together and get them collaborating cross-functionally… You must do it efficiently. Otherwise, you’ll waste company resources, and reduce your potential impact. You want to *maximize* the impact you can have. That means being *efficient* in how you use the resources available to you, like other teams’ time, your budget, and the energy of the people working with you to make this launch happen. A solid Go-to-Market strategy helps you achieve this. ### **3) Maximize the probability of success** You want to minimize risk. You want to operate efficiently. And you want to make it as likely as possible that you’ll launch to applause. At least once in your career, you’ll have a launch that goes off like a lead balloon. If this has already happened to you, you’re probably pretty invested in it never happening again. Having a plan helps you maximize your launch’s probability of success. But, crucially, it also gives you something to point to if things *do* go bad. **This does the following:** 1. Helps you save face, since you can show you did your due diligence. 2. Acts as a record of your actions and their reasoning, so you can trace back what might have gone wrong, and learn for future launches. ### **4) Establish competitive advantage** You want to win. You want to succeed. And you want to maximize your probability of doing so. That’s tough to do if you don’t study your competitors. You want to know what your competitors do well, and what they do poorly. What does your target audience think about them and their solutions? Where do they feel let down? If there’s no space for you in the competitive environment, you have to question whether you’re going to succeed. But where there’s an unmet customer need, a pain point that competitors are failing to solve, you have a chance. Knowing exactly what this need is, and how you can position yourself as the answer to it, is integral to success whenever you’re launching a new product. But in your GTM plan? You can also outline your strategy for *defending* your competitive advantage against attacks from competitors. Once they see you capturing market share, they’re going to start reverse engineering your success. Having a plan for how you’ll deal with this and defend the customers you’ve begun winning over will help you get and stay ahead. --- ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/12/Benefits-of-customer-journey-mapping.png) --- ## **Main challenges of ecommerce** Okay, so having a Go-to-Market strategy is pretty important. But how does all this relate to the world of ecommerce? Let’s look at some of the biggest challenges you’ll face if you work in ecommerce. As well as how you might accommodate them in your GTM strategy. 1. Incentivizing repeat custom to increase CLTV. 2. Low conversion rates 3. Shopping cart abandonment 4. Inventory management 5. Returns and refunds ### **1) Low CLTV** A lot of ecommerce businesses struggle to bring customers back. Those customers are interested until they’ve purchased what they were looking for. Past that point, they’re no longer interested in the store. As you’ll know, winning new customers is far more expensive than retaining existing ones. But in ecommerce, there’s typically no subscription model that sees customers pay a reliable, recurring fee every month. Nor is there a contract that keeps them (and their money) bound to you for a number of years. Instead, it’s entirely transactional. When they need something, *maybe* they show up at your door. Or maybe they show up at one of your competitors’. There are a number of solutions to this. You might consider building one of them into your ecommerce Go-to-Market strategy. **Ensuring amazing service** This one is perhaps the most obvious. The better the service you offer (especially when compared to your competitors), the more likely people will be to come back to you. One way to ensure amazing service is to always strive to *exceed* customer expectations. MyProtein, the European sports supplements vendor, was a great example in the early days of the company. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/12/myprotein-promo-banner.png) **European sports supplements vendor MyProtein used to have an excellent strategy for delighting their customers and boosting brand loyalty.* You’d order from them and select Standard Delivery. Per their website, you’d expect your package to arrive in 3-5 business days. Instead, it’d show up at your door *the next day.* Even when it wasn’t a business day. And inside? A free gift. Something you hadn’t ordered, and weren’t expecting. Moments like this leave a strong emotional impression on your customers. You blow their expectations out of the water. As a result? You boost loyalty and retention. In turn, you boost repeat purchases and increase CLTV. **Atypical pricing model** While many customers will buy from you on a need-to-purchase basis, you can encourage other types of behavior. In B2B, especially for suppliers of goods that enable other businesses to operate, you can set up trade pricing agreements. You can even set up these agreements on a per-partner basis. In this way, a [B2B ecommerce GTM strategy](https://www.gotomarketalliance.com/b2b-go-to-market-strategy-a-comprehensive-guide/) can start to incorporate elements of partner-led growth. But you can also offer memberships to generate predictable revenue. Customers might get a set number of perks for signing up: - Best pricing - Early access to new products - Members-only product drops - Invitations to exclusive member events All these things will help you boost CLTV while giving customers more ways to get excited about your business. ### **2) Low conversion rates** Most ecommerce is self-serve and light-touch. Customers “browse” your online store. It’s mostly up to them to educate themselves about the products they need. Most won’t pick up the phone and call you if they’re having trouble deciding. They’ll simply leave the website. This can be a problem. The vast majority of your website traffic won’t buy from you. Despite the fact that they’re in “ready to buy” mode. Your Go-to-Market strategy has to deal with this. Make sure it’s as easy as possible for customers to find what they need, and decide between options. The experience should be simple, with as little friction as possible. --- [How to build a GTM strategy: Steps, tools, and best practicesLaunching a new product can feel a little daunting. How can you ensure you get your product offering to the right customers at the right time? That’s where a solid GTM strategy comes in. Follow this step-by-step framework for continued GTM success!![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-59.png)GTM AllianceAmelia Wilson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/bw_dartboard--1--1.jpg)](https://www.gotomarketalliance.com/ultimate-guide-to-building-a-gtm-strategy/) --- ### **3) Shopping cart abandonment** Another classic issue. A customer gets all the products into the cart… And then they bounce. You were *so* close. Recognizing how close the customer was to buying is crucial. So is acting on it. Automated emails that remind customers they left items at checkout are super important. As is recognizing them if and when they return to the site, and making sure those same items are still there. If they decide they need to sleep on their buying decision, and then return to your website, only to have to search for those same products again, you’re making the customer do more work. This flies in the face of marketing best practices. Don’t make it harder for your customers to give you their money. 💡 ****Tip:** If cart abandonment is particularly bad for you, you could consider offering a bonus 5-10% off in your reminder message, just to give your customers that extra push to get them over the line. Other times, it’ll be because they’re not quite sold on the value of your product. Without context, price always seems too high. Raise your products’ perceived value with clear messaging and product descriptions that speak to your target audience’s most powerful emotional motivators. ### **4) Keeping physical inventory** When you have to hold onto physical inventory, you take on unavoidable risk. **First, there’s the risk of that inventory getting damaged.** If your warehouse floods? If there’s an electrical fire that damages your goods? You aren’t getting the value of those goods back. Even the best insurance policies might cover only some of the cost of restoring that inventory. Especially if they can prove you didn’t take some obscure measure to protect them. (Like storing your goods safely above flood level, for example). **Second, there’s the fact that you have to *pay* for that stock.** Many ecommerce businesses buy physical stock on lines of credit, assuming they’ll sell a percentage of it before they have to pay their debts. But if the state of the world changes, and suddenly demand for that stock dries up, they’ll be stuck with stock they can’t offload that no one wants. Worse, their income will stall, leaving them with expensive interest payments. If you’re bringing a new *physical* product to market, managing the inventory risk and costs should be a part of your ecommerce Go-to-Market strategy. ### **5) Returns and refunds** When you’re selling physical products online, returns are a given. Sometimes, customers order the wrong thing. It’s the wrong size, or they don’t like how it looks. Whatever the reason, you have to deal with it. This is expensive, and your Go-to-Market strategy has to take this into account. If you rush customers to the point of sale with amazing product offers that leave you with margin to spare on the initial sale, but don’t account for the percentage of purchases that’ll require a return and an exchange or refund, you’ll quickly find yourself in financial hot water. --- [The definitive guide to channel partner go-to-market strategyLearn how to build a successful channel partner go-to-market strategy, plus real examples from Cisco and Microsoft in this comprehensive guide.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-64.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/sharing---the-definitive-guide-to-channel-partner-go-to-market-strategy-1.png)](https://www.gotomarketalliance.com/definitive-guide-to-channel-partner-go-to-market-strategy/) --- ## **How to create an ecommerce Go-to-Market strategy (in 7 simple steps)** There are at least [nine main types of Go-to-Market strategy](https://www.gotomarketalliance.com/9-types-of-go-to-market-strategy/). Which will suit you best? That depends on the particulars of your business. But you can put together any Go-to-Market strategy with just seven simple steps: 1. Identify your target market 2. Identify your ICP 3. Nail down your value proposition and differentiation 4. Create strong messaging and positioning 5. Craft a pricing strategy 6. Brainstorm a promotional strategy 7. Decide on your sales and distribution channels ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/12/how-to-build-a-channel-partner-go-to-market-strategy--1-.png) ### **1) Identify your target market, TAM, and segmentation** We start from a thousand feet. You need to identify, and understand, your target market before you do anything else. As part of this step, you’ll think about your total addressable market (TAM). What’s the overall revenue potential in the space? And what portion of that TAM are you looking to capture? You’ll need to figure out particular customer *segments*, too. This way, you can identify the most lucrative parts of your target audience. Then, you can tailor the rest of your Go-to-Market strategy to these people. This maximizes your ability to transfer money from their pockets to yours, in exchange for the valuable products and services you offer. --- [4 steps to sharpen your GTM focus with customer segmentationOnce you’ve defined your ideal customer profile, and your TAM, you can think of this as the launching off point for pricing and packaging strategies, product launch or messaging and positioning, all core ingredients for GTM success.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-63.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Framework_Launch_1.jpg)](https://www.gotomarketalliance.com/4-steps-to-sharpen-your-gtm-focus-with-customer-segmentation/) --- ### **2) Identify your ICP** Next, you’ll move from the very broad to the hyper specific. You want to drill your customer segments down to an ICP (ideal customer profile). This is also known as building a customer *persona*. We’ve plenty of detailed guides on this step, so read up on [how to build your customer personas](https://www.gotomarketalliance.com/the-role-of-customer-personas-in-a-winning-gtm-strategy/). ### **3) Value proposition and differentiation** When you understand your market, including its competitive landscape, and the segments and personas you’ll be serving, it’s time to get your *differentiation* down on paper. This is where you define *exactly* what makes you different from your competitors. Those unmet customer needs we spoke about before? This is where you nail down exactly how you meet them In ecommerce, that could come down to your customers being motivated by convenience, and knowing that your competitors force customers to create an account before purchasing. As part of your Go-to-Market strategy, you can make it a point to prioritize delivery speeds, transparent pricing, and a simple, easy checkout experience. The sense of relief they’ll feel when they first shop with you will give you a fighting chance at winning market share away from your competitors. ### **4) Messaging and positioning that encapsulates your differentiation** With your differentiation distilled into a single sentence, you can finish crafting your positioning. Do this by creating company-wide guidelines for *messaging*. Messaging means, how do you talk about your product? Both internally and to customers? Customers want consistent messaging at every touchpoint. If your sales reps speak differently to customers about your products than your marketing reps do in their emails, you risk confusing customers. And confused customers don’t buy. But your messaging needs to be more than just consistent. It needs to capture your differentiation. It needs to make clear the value your customers get from shopping with you. ### **5) Pricing strategy** As an ecommerce business, there are many possible pricing models you can use: - Loss-leader pricing - Competitive pricing strategies - Premium pricing - Penetration pricing - Dynamic pricing This isn’t an exhaustive list, but they’re some of the most [popular (and most effective) pricing strategies](https://www.gotomarketalliance.com/how-to-identify-a-suitable-pricing-strategy/) for ecommerce businesses. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/12/most-popular-B2B-marketing-channels.png) Here’s a quick rundown: 1. **Loss-leader** This is where you sell a desirable, in-demand product at a *loss* intentionally. Why? To get customers through the door and buying *other* things. It’s on those other things you make your profit. This is what supermarkets do with products like bread and milk. They intentionally price them lower than they’d wish. Then, they place them at the far end of the store. To get them to the checkouts, you have to walk past every other aisle in the store. *Twice*. By the time you’re at checkout, you’ve picked up a couple of snacks, a seasonal offer, and remembered that you could do with some more fabric conditioner. 1. **Competitive pricing** A competitive pricing model uses competitors’ products as a benchmark. You price yours similar to theirs. While every business should be aware of their competitors’ pricing, where possible, it’s not *always* the best idea to stick to it. Price is one of the clearest ways of differentiating yourself from your competitors, after all. 1. **Premium pricing** Price can affect perception. And putting your prices *up* can, actually, increase sales. When your product is excellent, with no obvious downside, and is priced lower than people expect, they’ll ask, “What’s the catch?” Where they can’t see one, they’ll often think, “This is too good to be true.” End result? They don’t buy. [Premium pricing strategies](https://www.competitiveintelligencealliance.io/prestige-pricing/) avoid this. 1. **Penetration pricing** Businesses adopt a penetration pricing strategy when they’re trying to expand into a new market. They price their products lower than those of their competitors until they’ve won a certain percentage of the market share. At this point, they start to ramp prices up slowly. This offsets the inherent disadvantage of entering a new space where no one knows you, without forever curtailing your profits. 1. **Dynamic pricing** This is a particularly popular ecommerce pricing strategy. Ecommerce businesses often calculate their dynamic pricing algorithmically. Since it’s rare for ecommerce businesses to hide their prices, they’ll frequently scrape their competitors’ prices. This prevents competitors from employing sneaky tactics without them knowing. Like undercutting them when they know there’s going to be a surge of demand for a commodity product, for example. Whichever pricing strategy you choose for your ecommerce Go-to-Market plan, remember that you want to foster good will and loyalty with your customer base. Maximizing your per-sale margins isn’t always the best long-term strategy. --- [How to choose the best pricing strategy for your Go-to-Market launchIt can be really easy to shy away from the numbers side of things, especially when budget normally feels like a limitation on your creativity. But your pricing strategy is a really important part of your Go-to-Market. Pay attention to it, and it can be a tool to propel your launch forwards.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-61.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Framework_Pre-Launch_2.jpg)](https://www.gotomarketalliance.com/how-to-choose-the-best-pricing-strategy-for-your-go-to-market-launch/) --- ### **6) Promotional strategy** Promotional strategy is another essential component of any Go-to-Market plan in ecommerce. It answers the question: How will you reach your customers where they are? You have to, of course, communicate your marketing promotions to people. Before *that*, you have to make sure your target customers know your launch is coming – *period.* Which will you use? - Email marketing - Social media - Content marketing - Paid advertising All of these are options. Most important is that you meet your customers where they already are. If they’re all LinkedIn-using millennials, you might not want to use TikTok. If you know a disproportionate amount of your user base uses Microsoft’s Bing search engine, you might want to pay for ads there, where competition is lower than in the ads section of Google search. ### 7) Sales & distribution channels (fulfillment platforms) Finally (and this is a big one), we come to your sales and distribution channels. In ecommerce, sales are usually self-service. Customers will browse your products online and make decisions based on their own research. But, though they might not want to interact with a salesperson, this doesn’t mean you can’t influence their buying behavior. If customers are doing their research by reading articles and reviews, for example, it’ll pay to feature customer reviews on your product pages. It’ll also pay to have informative articles about the products you sell on your site. That way, customers don’t end up on a competitor’s website, learning all about why product X will meet their needs better than product Y. (And, conveniently, product X is currently on offer. Snap it up now!) --- **One of the biggest factors in making your GTM strategy successful** **Perhaps the biggest element** of this part of your GTM strategy, though, is choosing an ecommerce *platform*. Sure, you can build an online shop from scratch. If you’ve got a talented, large in-house dev team with time to kill, maybe that’d make sense. But most startups *don’t*. If that’s you, there are services out there you can outsource all this work to. Services like Shopify, WooCommerce, and BigCommerce charge a monthly fee in exchange for many of the bells and whistles you’d normally associate with online stores. Remember cart abandonment? Well, services like Shopify have a feature where you can [automatically email customers a link to their abandoned cart](https://help.shopify.com/en/manual/promoting-marketing/create-marketing/abandoned-checkouts). They’ll also do things like automatically adjusting regional pricing and taxes. Take VAT in the UK, for example. This is something consumers have to pay for. To give them the best experience, you need to calculate it for them at checkout. Otherwise, your UK-based customers get hit with an additional 20% fee on top of what they’ve already paid once the product lands. --- **Other considerations when choosing an ecommerce platform:** Aside from baked-in features, when considering your ecommerce platform, you’ll want to think about: - How much will you be able to scale with this platform? - How expensive will it be to switch down the line if you need to? - How well does it integrate with other tools and software? Integrations are particularly important. Some ecommerce platforms might not integrate with your marketing automation service, your CRM, or other tools in your tech stack. It’s essential the one you choose *does.* Why? You want to be able to trace purchases back to particular market campaigns. This way, you know what works and what doesn’t. This helps you fine-tune your strategy. --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/12/State-of-GTM-promo-banner.png)](https://www.gotomarketalliance.com/the-state-of-go-to-market-report/) --- ## **3 Practical tricks for making the most of your ecommerce GTM strategy** Okay, so you’ve got the playbook. You know the benefits and the primary challenges involved with creating and implementing a Go-to-Market strategy in ecommerce. Here are some more practical tips and handy tricks that’ll keep you on the right track. ### **• Gather data and market feedback** Remember that any good plan isn’t one-and-done. Industries change. Markets change. You and your plan need to change with them if you’re to keep up. Gather feedback, and plug it back into the system as you go. Use it to iterate and improve your plan based on the feedback your customers and the market are giving you. Remember, too, that a big part of success is knowing if you’re on track or not. And you can’t do that without setting the right targets. Set KPIs you and your key teams can align on. ### **• Distribution platforms** Your distribution platform (even if you decide to build your own in-house online store) is crucial. It’s the part of your infrastructure that’ll take the biggest beating, in terms of: - Traffic - Purchases - Scrutiny This is the point through which all the money flows. Issues here could cost you a lot of money. Plus, choosing the wrong platform at the beginning could lead to you having to switch down the line, which won’t be fast, cheap, or easy. ### **• What’s your revenue model?** Beyond your pricing model, think about an overall revenue model. One that takes into account things like: 1. “Frequently bought with this…” and other pre- and at-checkout upsells 2. Loyalty schemes to incentivize customers to come back and spend more with you 3. Promotions and flash sales that boost your marketing and email datasets There are all sorts of ways you can leverage new products to boost your profit margins. Start thinking about them early, and incorporate them into your GTM strategy to maximize both early buy-in and their impact down the line. --- ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/GTM_Motions_Playbook_2023_Posts_.png) #### Go-to-Market Motions Playbook 🚨 ****Warning: May cause disruptive demand for your products.** Think bringing a product to market is challenging? Wait 'til you have to deal with the demand using the right Go-to-Market Motion will generate. ****In this playbook:** - Discover the building blocks (motions) that’ll help you craft a successful Go-to-Market strategy wherever you’re working, ****whatever you’re selling.** 🧱 - Stop struggling with the wrong methods. Start bringing your products to market in the way that’s ****right for your product** and your org. ✅ - We unveil methods that’ll get your user base ****growing organically,** as if on its own. 🌳 Are you ready to deal with the demand? 🫵 [I promise, I'm ready!](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) --- ### Using lifecycle marketing to drive success, with Olumide Adaramoye [Video] URL: https://www.gotomarketalliance.com/podcast/using-lifecycle-marketing-to-drive-success-with-olumide-adaramoye-video/ Last updated: 2024-11-27T10:50:33.000Z --- --- ## More resources: [What is customer lifecycle marketing, and how is it used by businesses?Engaging with customers is a basic building block of marketing your business and is crucial to increasing overall sales and revenue. Customer lifecycle marketing offers a way to plan for interactions throughout the whole customer journey.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-50.png)GTM AllianceEve Chatfield![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_Framework_Launch_7.jpg)](https://www.gotomarketalliance.com/what-is-customer-lifecycle-marketing/) ### Measuring AI’s effectiveness for GTM URL: https://www.gotomarketalliance.com/measuring-ais-effectiveness-for-gtm/ Last updated: 2024-11-26T15:00:37.000Z AI is making huge waves in the [GTM](https://www.gotomarketalliance.com/what-is-go-to-market-gtm-video/) landscape. But once you’ve implemented your tool of choice and rolled out new processes, how do you know the platform’s working? Whether you’re determining customer or employee satisfaction, conducting surveys, or gathering data, there are many ways to assess whether your AI efforts have been successful. We cover: - KPIs for AI - Team feedback - How AI benefits your workflows ## **KPIs for AI** One way to gauge whether or not adopting AI has helped your team is by identifying and monitoring **specific KPIs** related to your AI integration goals. So, **for Go-to-Market specifically**, some of your KPIs could include: 1. Lead conversion rates 2. Enhanced customer segmentation 3. Customer behavior prediction 4. Customer acquisition 5. Marketing performance So, to address the above, your AI tech should be able to: determine whether your campaigns have been successful, spot if customer churn is down, track the correct performance metrics, and personalize the [customer experience](https://www.gotomarketalliance.com/enhance-your-gtm-strategy-with-customer-journey-mapping/). Of course, that’s just a few of the ways in which your AI tool can positively impact your GTM plans and set you up for a more holistic strategy later on. AI also helps with continuous monitoring and refinement of your GTM roadmap which means your team is able to launch more successfully. Verify this process by **collecting feedback from team members** who interact with these AI tools and then assess user satisfaction. This can tell you a lot about whether your team’s perception of AI has changed, and where you could improve. [Product launch metrics you can’t ignoreWithout clear metrics and goals, it can be challenging to determine the success of a product launch. Learn to navigate through six key metric categories, like business impact and market alignment, and master the art of post-launch evaluation with the ‘Start, Stop, Continue’ method.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-43.png)GTM AllianceMeenal Relekar![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/markus-winkler-afW1hht0NSs-unsplash--1-.jpg)](https://www.gotomarketalliance.com/product-launch-metrics-you-cant-ignore/) ## **The importance of team feedback** Your teams can tell you a lot about what’s working (and what’s not). Effective use of new software can mean an improved user experience, quicker identification of bugs, increased innovation, and more. But at the heart of all these benefits? The people who actually use the tool. To expand on your team's very important role in deciding whether a tool stays or goes, we’ll look at ways you can gather feedback to improve your AI use. ### **Step 1: Feedback channels** First, after integrating a new tool, set up **feedback channels**. Open communication will set you up for success. Ultimately, the goal is to build trust amongst your peers and show them that their opinion matters. Even more so with AI since many are cautious and fear becoming too reliant on it. ### **Step 2: Evaluate proficiency** Look at where there are still some frustrations or gaps, **and evaluate proficiency** among team members. This is to better adapt to their needs and pain points and tailor specific training to each key team member. Addressing these challenges head-on means your GTM cross-functional team can improve and learn from each other. [Why sales enablement is the key to sustainable revenue growthDuring our fantastic Sales Enablement Festival in October 2021, Georgia Watson, Enablement & Skills Transformation Lead at IBM, led a panel discussion all about why sales enablement is the key to sustainable revenue growth.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-42.png)GTM AllianceDaniel O’Dowd![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/salesenablementgrowth.jpg)](https://www.gotomarketalliance.com/why-sales-enablement-is-the-key-to-sustainable-revenue-growth/) ### **Step 3: Track revenue** Then, analyze whether you’ve **gained or lost revenue** after AI integration. Ask yourself if this is due to your team struggling to utilize the tool, or if the tool’s not serving the intended purpose. From there, decide whether it’s time to adapt and pivot and consider which tools might better suit your goals and team. ### **Step 4: Keep it conversational** Finally, remember that this is a **conversation between you and your team**. Try not to initiate a handful of actions and then set aside the process. Improvement depends on a cyclical process wherein your team feels they can address future challenges at any point during tool implementation. [Adopting AI into your go-to-market tech stackDiscover the best practices for implementing AI into your go-to-market tech stack. With insights from experts in GTM.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-41.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Adopting-AI-into-your-go-to-market-tech-stack--share.png)](https://www.gotomarketalliance.com/adopting-ai-into-your-go-to-market-tech-stack/) ## **How do AI tools help workflow efficiency?** Another way to ensure you’re on track is to check whether your AI platform has improved workflow efficiency. Think about how you can reduce the number of manual tasks your team has to execute, or minimize the number of input errors if you can't remove the task entirely Or maybe a different AI tool will suit your team better? As stated earlier, the best approach here is to engage with your teammates and decide where to go next. To understand how AI can help, let’s look at some common problems and how AI solves them: ### **Keeping up with routine tasks** The solution here would be to find an automated tool that keeps track of all tasks, and works to schedule ahead and note where there are potential delays in a project timeline. Working alongside your AI here can help address the problem before it’s too late, meaning you can plan ahead and ensure your strategy is in top shape. [What is portfolio roadmap prioritization?Portfolio roadmap prioritization is the crystal ball that guides the path to stay focused on the right projects and priorities. In this article, I’ll be discussing how, when, and where to bring prioritization for the portfolio roadmap with RICE score, team capacity, and RAPID.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-40.png)GTM AllianceDiv Manickam![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Screenshot-2023-07-19-at-14.10.44.png)](https://www.gotomarketalliance.com/what-is-portfolio-roadmap-prioritization/) ### **Document management and automated messaging** A lot of time is spent on general admin. Your trusty bot can scan through your emails, for example, and - through advanced filters - tell you which ones are a priority or what to respond depending on individual senders. AI can also categorize emails based on content and tell apart emails from a specific project. As to automation, well, AI can look through tone of voice, intent, and sentiment to make accurate suggestions. It makes response time much quicker if you’re not necessarily personalizing an email. However, you can always amend any suggested text to make it sound more like you. ### **Data analysis and processing** Whether compiling data to produce a written report or conducting surveys and having to scan through responses, sifting through all those numbers and entries can take time and energy. It’s one thing to gather information, it’s an entirely different process to understand it. Thankfully, AI can collate and understand data more quickly than a human can. This, however, still relies heavily on human intervention. We need to clean up the data and make sure the AI can read through it accurately. From there, AI tech can automate analyses, identify patterns, and make predictions to give us a unique overview of the data. [Intent data: The secret weapon for sales dominationJoe Lazewski explores how account-based marketing (ABM) can be a powerful organizational tool when used correctly.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-39.png)GTM AllianceJoe Lazewski![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Untitled-design--18---1-.png)](https://www.gotomarketalliance.com/intent-data-unveiled-the-secret-weapon-for-sales-domination/) ### **Research and idea generation** **Aleksandr Seygarov**, Product Marketing Manager at Space307, highlights the value of AI for getting work done: > “When working with GTM, a specialist needs to keep a lot in mind related to the market, target audience, competitors, and the current state of the product and use this information correctly. > “A good example is conducting a **SWOT analysis** when entering a new market and you need to take into account the situation for 10-15 direct competitors and another couple of dozen indirect ones. > “It can be very difficult for one person to qualitatively process such information and there is a high chance of missing some details. > “But if you conduct a study of all competitors, collect this information into a large table, and ask AI to interpret the data according to the SWOT framework, then these neural networks can cope with this information very well and take into account more details than a regular specialist. > “It also significantly **saves the time** required to generate ideas related to activities in new markets. > “For example, we use AI for brainstorming when we want to plan a new feature or product and for it to take into account the interests and local nuances of the target audience. > “The neural network can take on the role of a highly specialized user and offer many **fresh ideas** that did not occur to you before. This is how several features appeared on our product that gained popularity among the target audience.” ## **Need more AI advice?** We have more where this came from in our **AI for Go-To-Market** playbook. Download yours. 👇 ### 4 key steps to breaking departmental silos and fuelling growth URL: https://www.gotomarketalliance.com/4-key-steps-to-breaking-departmental-silos-and-fuelling-growth/ Last updated: 2024-11-22T16:30:31.000Z This article comes from **Sonal Mane**’s insightful talk at our **Los Angeles 2024 #GTM24** Summit. Check out her [**full presentation**](https://www.gotomarketalliance.com/gtm24-la-ondemand/?%5Fgl=1%2Act7ccc%2A%5Fup%2AMQ..%2A%5Fga%2AMTQ1ODU2NDk1NS4xNzMwOTgxMDQ0%2A%5Fga%5F71Y0NDLSJW%2AMTczMDk4MTA0NC4xLjEuMTczMDk4MTA0Ny4wLjAuMA..%2A%5Fga%5FGPF9MRY79N%2AMTczMDk4MTA0NC4xLjEuMTczMDk4MTA0Ny4wLjAuMA..&wchannelid=6j25pq7vfl&wmediaid=eg5uqa6piq) and the wealth of [**OnDemand resources**](https://www.gotomarketalliance.com/gtm-ondemand/) waiting for you. --- What’s the biggest hurdle standing between your team and real, scalable growth? Chances are, it’s not a lack of ideas, tools, or talent—it’s silos. Growth doesn’t happen in isolation. Yet, in most organizations, product, marketing, and sales teams often operate like separate islands, each with its own goals, tools, and metrics. As someone who works at the intersection of these functions as VP of Global Growth Strategy and Go-to-Market at Databricks, I’ve seen firsthand how breaking these silos can unlock incredible potential. In this article, I’ll share the lessons I’ve learned while fostering [collaboration across teams](https://www.gotomarketalliance.com/how-to-achieve-go-to-market-alignment-a-guide-to-gtm-cross-collaboration/), navigating the complexities of strategies like [product-led growth](https://www.gotomarketalliance.com/from-0-to-12m-driving-product-led-growth-from-the-outside-in/) (PLG) and [sales-led growth](https://www.gotomarketalliance.com/uniting-product-led-and-sales-led-growth-models-in-the-saas-sphere/) (SLG), and creating alignment that drives measurable results. Whether you’re looking to streamline your workflows, improve data integration, or better align your teams, the strategies I’ll discuss can help you tackle these challenges head-on. So let’s dive into why breaking silos matters—and, more importantly, how to do it. ## **Why breaking silos matters** Let’s start with a simple question: why bother breaking silos in the first place? Wouldn’t it be easier to stick within our own lanes and focus on departmental goals? While that might feel more comfortable in the short term, the reality is that growth rarely comes from isolated efforts. In most organizations, growth teams operate across functions by necessity. No single department—be it product, marketing, or sales—can drive growth alone. Instead, you need collaboration across teams. The data backs this up: According to a [McKinsey study](https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/making-collaboration-across-functions-a-reality), companies with strong cross-functional collaboration are **1.5 times more likely** to outperform their competitors. For us at Databricks, this principle has been key to achieving meaningful outcomes. When we’ve aligned our teams effectively, we’ve seen improvements in productivity and a greater ability to scale personalized experiences. That’s why breaking silos isn’t just a buzzword for me—it’s a *critical* strategy. [A guide to successful product launches through collaboration and positioningIn today’s competitive market, the success of a product launch hinges on a blend of collaboration and impactful positioning. This article provides insights into two key aspects: establishing transparent roles and responsibilities and fostering cross-team collaboration.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-45.png)GTM AllianceTanwistha Gope![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/steven-lelham-atSaEOeE8Nk-unsplash--1--1.jpg)](https://www.gotomarketalliance.com/guide-to-successful-product-launches-through-collaboration-and-positioning/) _This post is for paying subscribers only._ ### Go-to-Market Ones to Watch 2025 URL: https://www.gotomarketalliance.com/ones-to-watch/ Last updated: 2024-11-22T13:26:20.000Z This holiday season, GTMA is celebrating the thought leaders and influencers doing their bit to drive the Go-to-Market function forward. We’re shining a spotlight on the GTM stars you need to know about going into the new year. Whether it’s because of their valuable insights, willingness to help others, the way they share resources and the latest trends with the community, or anything else –we’re selecting 20 or so individuals you need to have on your radar in 2025. **But we need your help!** It can’t happen without *you*, the G0-to-Market community, nominating its brightest stars. Who do you think deserves to be highlighted, recognized, and appreciated? Let us know by nominating right here! 👇 Nominations close on the **9th of January 2025**, with the full list being revealed shortly afterward, so be sure to nominate soon and share it with your network too! 👀 ### Accessibility in Go-to-Market, with Nicole Wight [Video] URL: https://www.gotomarketalliance.com/podcast/accessibility-in-go-to-market-with-nicole-wight-video/ Last updated: 2024-11-20T17:59:39.000Z --- --- ## More resources: [Why accessibility should be central to your GTM strategyExplore the importance of accessibility in go-to-market and marketing strategies, and discover advice to build accessibility into your product launch processes.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-44.png)GTM AllianceNicole Wight![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---Why-accessibility-Should-Be-Central-to-Your-Go-to-Market-Strategy.png)](https://www.gotomarketalliance.com/why-accessibility-should-be-central-to-your-gtm-strategy/) ### Enhance your GTM strategy with customer journey mapping URL: https://www.gotomarketalliance.com/enhance-your-gtm-strategy-with-customer-journey-mapping/ Last updated: 2024-12-03T11:57:03.000Z We've all encountered useless personas that force you to decide whether your customer is a cat person or a dog person. While subjectively entertaining, these details rarely offer any real strategic insight. **This article isn’t about that.** This is about taking a practical, data-driven approach to understanding your customers and how they interact with your brand. In today’s market, where customer experience is often the key differentiator, having a well-mapped customer journey is essential for building effective marketing and [go-to-market (GTM) strategies](https://www.gotomarketalliance.com/b2b-go-to-market-strategy-a-comprehensive-guide/). Whether you’re a marketing expert or a GTM leader, understanding each customer touchpoint is crucial. It can not only shape your tactical execution but also form the foundation of your broader strategic vision. Because a good strategy isn't just a plan—it's about leveraging deep customer insights to make informed decisions that drive growth and innovation. This is why strategy matters, and journey mapping is one of the most powerful tools to inform and refine it. ## But first, what is strategy? Before diving into the role of customer journey mapping, it's crucial to define strategy. **Strategy** is the high-level, usually long-term, plan that outlines your business's goals and the path you'll take to achieve them. It’s about making deliberate, informed choices based on your market position, customer needs, and competitive landscape. It answers the "what" and "why" of your business: > *What do you want to accomplish, and why is this direction the most advantageous for achieving your long-term objectives?* Many get strategy confused with tactics and this distinction is important. **Tactics** are the specific actions and steps you take to execute your strategy. They’re the "how" and "when"—the day-to-day activities that drive campaigns, nurture leads, or improve customer service. While tactics are essential for bringing your strategy to life, they are only effective if they align with a well-defined strategy. A successful strategy combines insights, resources, and objectives into a cohesive plan aimed at sustained growth. For marketing and GTM teams, this might involve identifying and targeting the right market segments, determining how to position your product uniquely, delivering value that resonates with your audience, and optimizing revenue streams. But how do you gather the insights necessary to craft, refine, and adjust your strategy effectively? That’s where **customer journey mapping** comes in. It provides the data and context needed to inform strategic decisions, helping you understand customer motivations, preferences, and pain points. In essence, journey mapping turns abstract strategic goals into practical, customer-centric plans that guide both high-level strategy and tactical execution. ## What is customer journey mapping? **Customer journey mapping** is a visual representation of a customer’s end-to-end experience with your brand. It covers every interaction—from the moment a potential customer becomes aware of your brand, through consideration and purchase, to post-purchase engagement. Mapping the customer journey allows you to uncover critical insights by laying out every touchpoint where customers interact with your brand. This holistic view enables brands to understand how customers move through their decision-making process and highlights pain points that can be optimized for a better experience. ## The strategic benefits of mapping the customer journey Before we dive into how to map the customer journey, let's take a look at some benefits of this process. ![Benefits of customer journey mapping - 1. Enhanced understanding of the customer 2. Optimized customer experience 3. Data-driven decision making 4. Alignment between teams](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/Benefits-of-customer-journey-mapping.png) ### 1\. Enhanced understanding of the customer Mapping a customer journey forces your team to walk in the customer’s shoes. This builds empathy for your target audience and allows you to refine your personas based on actual behaviors and needs rather than assumptions. These insights directly feed into your strategy by helping you identify: ● What motivates customers at different stages ● What challenges they face that your brand can address ● How they prefer to interact with your company For example, mapping may reveal that customers drop off at a specific touchpoint due to confusion or lack of trust. By understanding this, you can strategize how to mitigate these concerns through better education, [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/), or design. ### 2\. Optimized customer experience Your strategy should be rooted in optimizing the [**customer experience (CX)**](https://www.gotomarketalliance.com/winning-hearts-and-markets-the-power-of-customer-experience-in-gtm-strategy/). A seamless, enjoyable journey is a key driver of loyalty and advocacy. Mapping the journey uncovers friction points that might otherwise go unnoticed, such as lengthy onboarding processes, inconsistent communication, or poor post-purchase follow-ups. By identifying these pain points, you can adjust your strategy to focus on creating smoother transitions between each stage of the customer journey. An optimized customer experience not only increases satisfaction but also helps you retain customers and increase [lifetime value](https://www.gotomarketalliance.com/customer-lifetime-value-how-to-calculate-and-increase-it/). ### 3\. Data-driven decision making Customer journey maps provide an abundance of actionable data. Once you understand customer behaviors, motivations, and pain points, you can start making [data-driven decisions](https://www.gotomarketalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action-2/) about your marketing and GTM strategies. This data helps inform: ● Which channels are most effective for reaching and converting customers ● What content or messaging resonates best at different stages of the journey ● Where to allocate resources for the greatest impact With a data-backed understanding of the journey, you can focus your efforts on the highest-value touchpoints and optimize your marketing spend for the best return on investment (ROI). ### 4\. Alignment between teams One of the biggest strategic advantages of journey mapping is its ability to align your teams—especially marketing and sales. Marketing needs to attract leads, and sales need to close them. But when teams are disconnected, customer experiences suffer due to mixed messages or inconsistent follow-ups. Mapping the customer journey allows teams to see the entire process, creating alignment on key goals, messaging, and metrics. This unification ensures that every customer touchpoint—from first awareness to final sale and beyond — is strategically orchestrated for success. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/GTM_Cross-functional_Go-to-Market_CTA-1.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) ## How customer journey mapping enables strategic innovation ### Gathering insights The process of customer journey mapping provides insights that form the backbone of your strategic planning. At the highest level, it reveals what your customers truly need and expect, helping you define the overarching direction your business should take. This understanding enables you to make strategic decisions about your target market, positioning, and value proposition. 💡 For example, if your journey mapping indicates that customers in a particular segment are highly motivated by convenience, your strategy might prioritize being the fastest, most accessible option in the market. This strategic decision could then influence everything from product development to partnerships and pricing models. By basing your strategy on concrete insights about customer behavior and preferences, you ensure that every aspect of your business aligns with what matters most to your audience, giving you a competitive edge. Additionally, journey mapping highlights where customers experience the most friction, guiding strategic choices about resource allocation. If you find that customers frequently drop off during a particular phase, your strategy might involve investing in technology or training that addresses this gap. By refining your broader strategy with insights from the customer journey, you ensure that your marketing, sales, and operational efforts work cohesively toward your long-term business goals. [Transform your Go-to-Market strategy with the power of buyer insightsWhat if the key to unlocking your business’s potential lies in understanding the whispers and shouts of your buyers? In this article, we’ll delve into the nuances of amplifying the voice of the buyer across your organization.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceCarolyn Klinger![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/11/jack-carter-tMGMINwFOtI-unsplash--1-.jpg)](https://www.gotomarketalliance.com/transform-your-go-to-market-strategy-with-the-power-of-buyer-insights/) ### Uncovering issues Strategically, journey mapping helps you identify fundamental weaknesses that could threaten your market positioning. For instance, if your map reveals that customers struggle to find relevant information during the decision phase, it may signal a need to reposition your brand as a thought leader in the industry. This insight might inform a strategic shift to emphasize educational content and a value-focused approach in your GTM strategy. Rather than merely addressing the tactical elements of friction points, journey mapping encourages a strategic rethink of how your business operates and engages with customers. This makes journey mapping an invaluable part of, for example, an [ecommerce Go-to-Market strategy](https://www.gotomarketalliance.com/ecommerce-go-to-market-strategy/), where competition is fierce. If customer support emerges as a critical pain point, the response might not just be adding more customer service agents; it could involve repositioning your brand as one that prioritizes customer empowerment, perhaps through self-service options, community support networks, or AI-driven solutions. This shift in strategic [positioning](https://www.gotomarketalliance.com/competitive-positioning-and-what-its-and-why-its-important/) can redefine your brand’s identity in the market and drive lasting loyalty. [What is positioning? | The complete guideA market positioning strategy is a set of actions and processes that are designed to improve the image and visibility of a brand, company, or product.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/05/GTM_Framework_Pre-Launch_6.jpg)](https://www.gotomarketalliance.com/what-is-positioning/) ### Fostering innovation Strategically, customer journey mapping is a catalyst for innovation, prompting you to rethink how your brand meets and exceeds customer expectations. The insights derived from journey mapping can reveal emerging needs or trends, enabling you to make strategic decisions about future investments and [product roadmaps](https://www.gotomarketalliance.com/communicating-your-product-roadmap-and-vision/). 💡 For instance, if the journey reveals a growing demand for personalized experiences, your strategy might shift to position your brand as a leader in customization, influencing the types of products, services, and technologies you develop. Innovation at the strategic level often means redefining your market approach or even creating new market segments. By understanding where your customers find the most value—or where current solutions fall short—you can set a strategic vision that differentiates your brand in the market. For example, if mapping shows a demand for more transparency in pricing or process, you might strategically decide to adopt a radical transparency model, positioning your company as the most customer-friendly option in your industry. > This strategic direction then guides all subsequent tactical actions, ensuring they align with the broader vision. In short, journey mapping doesn’t just help you optimize touchpoints; it provides the insights needed to craft a robust strategy. It helps you decide **what** your company should stand for, **where** it should invest its resources, and **how** it should position itself in the market to drive long-term growth and differentiation. ## Practical steps to build a customer journey map In this section, we're not diving into those simplistic personas where you're left deciding if your customer prefers cats or dogs. This is about building a journey map that drives strategic direction and actionable insights, ultimately informing how you engage with your audience. Here’s an approach to mapping the customer journey in a way that truly elevates your strategy: ### 1\. Define your customer personas—the right way Your [personas](https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/) need to be rooted in data and aligned with strategic business goals. Start by identifying key customer personas based on their needs, goals, behaviors, and challenges. This foundational step informs not only the journey mapping but also your overall strategic positioning in the market. For example, if one of your personas values convenience over everything else, your strategic focus might shift toward becoming the most accessible option in the industry. Understanding these deeper motivations helps you decide how to position your brand, tailor your offerings, and allocate resources effectively. ### 2\. Identify key touchpoints with strategic implications List every touchpoint where customers interact with your brand, from marketing emails and social media to in-store experiences and post-purchase support. Each touchpoint is an opportunity to create strategic value. Are there touchpoints where you can differentiate your brand? Are there interactions that directly tie to your long-term goals, like building loyalty or reducing churn? By identifying and evaluating these touchpoints, you can strategically decide where to focus your efforts. > For example, if your strategy involves positioning your brand as the most customer-centric in the market, you'll need to prioritize and optimize support interactions. Conversely, if your strategy is centered on product innovation, touchpoints related to product education and user feedback might take precedence. ### 3\. Understand customer goals and pain points to shape strategic priorities For each stage of the journey, dig deep into what customers want to achieve and what obstacles they encounter. This isn’t just about optimizing individual touchpoints; it’s about using these insights to shape your strategic priorities. > Are customers seeking more information at the awareness stage? Is the decision phase plagued by unclear pricing or lack of trust? These insights are crucial for guiding your overarching strategy. If your journey mapping reveals that customers are frustrated by long wait times for support, it may indicate that an investment in automated customer service tools or more robust support training is necessary. If customers are struggling to find information during the consideration phase, a content-first strategy might be needed to establish your brand as an authority. Understanding these pain points at each stage allows you to craft a strategic roadmap that addresses core challenges, rather than just deploying tactical fixes. ### 4\. Incorporate data to inform strategic decisions Customer journey mapping should be data-driven, incorporating both qualitative and quantitative insights. Use [customer feedback](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/), behavior analytics, CRM data, and survey results to create an accurate and nuanced map. The real power of this data lies in how it can inform your strategic direction. For instance, if the data shows that a majority of customers abandon their carts due to unclear return policies, this insight can inform a strategic shift towards transparency and trust-building. You might then decide to overhaul your communication strategy to emphasize a hassle-free return process, aligning with a broader strategy of becoming the most customer-friendly brand in your market. Incorporating real-world data ensures that your strategy is grounded in actual customer behavior and needs, not just assumptions. [How effective data visualizations can drive actionIs your data not engaging your team or shareholders? Is it hurting your ability to deliver valuable insights? Look no further than the power of effective data visualizations.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/07/Screenshot-2023-07-03-at-16.15.38.png)](https://www.gotomarketalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action-2/) ### 5\. Collaborate across teams to align strategy Journey mapping isn’t just a marketing exercise; it’s a strategic initiative that requires input from sales, marketing, product development, customer service, and beyond. Each team interacts with customers at different touchpoints, offering unique perspectives that can shape the customer journey map and, by extension, the strategic plan. > Involving cross-functional teams ensures that the map reflects real-world experiences and that your strategy is cohesive. For example, insights from the customer service team may reveal recurring post-purchase pain points that could inform a shift in product development. Similarly, sales might highlight key objections that customers have during the decision phase, helping you refine your market positioning. The ultimate goal here is to build a strategy that is not only customer-centric but also seamlessly integrated across every department in your organization. ![Practical steps to build a customer journey map - 1. define customer persona 2. identify key touchpoints 3. understand customer goals 4. incorporate customer data 5. collaborate across teams](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/Practical-steps-to-build-a-customer-journey-map.png) ## Wrapping up Mapping the customer journey is far more than just a marketing exercise; it's a strategic imperative that can reshape the way your brand approaches the market. By diving deep into your customers' experiences, you gain actionable insights that inform not just your tactics but the overarching strategy that drives your business forward. This isn’t about creating superficial personas or tweaking minor touchpoints; it's about using customer journey mapping to make informed, strategic decisions on how you position your brand, allocate resources, and innovate in response to real customer needs. [![state of go to market 2024 report](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/GTM_Salary_Survey_CTA_2024.png)](https://www.gotomarketalliance.com/the-state-of-go-to-market-report/?utm%5Fsource=ghost&utm%5Fmedium=post&utm%5Fcampaign=content-) ### Expert tips to transform your go-to-market strategy with AI & automation URL: https://www.gotomarketalliance.com/transform-your-go-to-market-strategy-with-ai-automation/ Last updated: 2024-11-08T16:00:13.000Z This article comes from **John Hessinger**’s insightful talk at our **Los Angeles 2024 #GTM24** Summit. Check out his [**full presentation**](https://www.gotomarketalliance.com/gtm24-la-ondemand/?%5Fgl=1%2Act7ccc%2A%5Fup%2AMQ..%2A%5Fga%2AMTQ1ODU2NDk1NS4xNzMwOTgxMDQ0%2A%5Fga%5F71Y0NDLSJW%2AMTczMDk4MTA0NC4xLjEuMTczMDk4MTA0Ny4wLjAuMA..%2A%5Fga%5FGPF9MRY79N%2AMTczMDk4MTA0NC4xLjEuMTczMDk4MTA0Ny4wLjAuMA..&wchannelid=6j25pq7vfl&wmediaid=eg5uqa6piq) and the wealth of [**OnDemand resources**](https://www.gotomarketalliance.com/gtm-ondemand/) waiting for you. --- Are you constantly searching for ways to streamline your go-to-market operations, deliver more [personalized customer experiences](https://www.gotomarketalliance.com/design-thinking-crafting-seamless-design-led-customer-experiences/), and unlock new creative possibilities? If so, then you're in the right place. As a VP of Marketing, I've had a unique vantage point of the rapid evolution of customer expectations and [the digital landscape](https://www.gotomarketalliance.com/the-ai-for-go-to-market-playbook/) over the past decade. And let me tell you, it's been a *wild* ride! Just think about it – the way people consume content and engage with brands has undergone a seismic shift. It used to be that you could optimize for the desktop web experience and call it a day. But now, your customers are bouncing between smartphones, tablets, and smart home devices, and their expectations for personalized, convenient experiences have skyrocketed. As a marketer and a consumer myself, I've seen firsthand how critical it is for go-to-market teams to stay ahead of these changing tides. In my opinion, the key to doing that lies in harnessing the transformative power of **AI and automation**. So in this article, I'll dive into the specific ways I've leveraged these technologies, share some insights on overcoming common data challenges, and take a glimpse into the future of what's possible with [AI and automation](https://www.gotomarketalliance.com/tag/ai/). So if you're ready to take your go-to-market strategy to the next level, read on! ## **The power of automation** One of the most impactful ways I've leveraged these technologies at my company is through automation. Think about all the repetitive, high-volume tasks your team is likely bogged down with – responding to customer inquiries, generating routine reports, and [producing content](https://www.gotomarketalliance.com/how-case-studies-can-elevate-your-content-led-gtm-approach/) for your marketing channels. These types of activities can quickly eat up a ton of your team's valuable time and mental energy. But with [the right automation tools and techniques](https://www.gotomarketalliance.com/the-go-to-market-tools-of-choice/), you can dramatically streamline these workflows. For example, we've set up AI chatbots to handle many of the common questions and requests that come in through our support channels. This allows our reps to focus on more complex, high-value interactions instead of drowning in repetitive troubleshooting. We've also automated a lot of our [data analysis](https://www.gotomarketalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action-2/) and reporting processes. Rather than having analysts manually pull numbers, run calculations, and build dashboards, we've trained AI models to do a lot of that heavy lifting. This not only saves time, but also helps us spot important trends and insights much faster. Then when it comes to content creation, we're using AI to generate first drafts of things like blog posts, social media copy, and email newsletters. Our subject matter experts can then review and refine those initial outputs, rather than starting from a blank slate every time. The key is to think about the tasks your team does *over and over* again and look for opportunities to automate them. It may take some upfront investment to set up the right systems and processes, but the long-term payoff in terms of efficiency and productivity is huge. [The AI for Go-to-Market PlaybookThrough discussions with industry leaders and what they think automated tools will bring to the GTM space, we’ve created a comprehensive guide to help future GTMs embrace change and discover new ways of engaging with AI.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-35.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM_AI_for_Go-to-Market_Meta.png)](https://www.gotomarketalliance.com/the-ai-for-go-to-market-playbook/) _This post is for paying subscribers only._ ### Why accessibility should be central to your go-to-market strategy URL: https://www.gotomarketalliance.com/why-accessibility-should-be-central-to-your-gtm-strategy/ Last updated: 2024-11-05T14:00:14.000Z In today's digital-first world, product accessibility is no longer just a nice-to-have—it's a critical component of any successful [go-to-market strategy](https://www.gotomarketalliance.com/ultimate-guide-to-building-a-gtm-strategy/). Yet all too often, accessibility is treated as an afterthought, tacked on at the end of the development process rather than integrated from the start. This approach not only limits the reach and impact of products but also misses out on enormous market opportunities. ## The business case for accessibility Let's start with some eye-opening statistics: - Over **1 billion** people worldwide live with some form of disability - The global market for assistive technologies is projected to reach **$26 billion by 2024** - [**71%**](https://www.whateveniswebaccessibility.com/de1aec5ad49136a87c7881ea57139e5b.pdf)of customers with disabilities will click away from a website that is difficult to use These numbers make it clear: ignoring accessibility means ignoring a massive potential customer base. By designing products with accessibility in mind from the outset, companies can tap into new markets, increase customer loyalty, and drive significant revenue growth. [![state of go to market 2024 report](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/GTM_Salary_Survey_CTA_2024.png)](https://www.gotomarketalliance.com/the-state-of-go-to-market-report/?utm%5Fsource=ghost&utm%5Fmedium=post&utm%5Fcampaign=content-) ## Accessibility as a competitive advantage In an increasingly crowded marketplace, accessibility can be a key differentiator. Products that are easy to use for everyone, regardless of ability, stand out from the competition. They demonstrate a company's commitment to inclusivity and user-centered design—values that resonate strongly with modern consumers. From my perspective in [product marketing](https://www.gotomarketalliance.com/product-marketing-from-startups-to-corporate/) and revenue enablement, I understand that accessibility isn't just about compliance. It's about creating better experiences for all users and driving business growth. This philosophy not only leads to more intuitive, user-friendly products but also fosters innovation. The constraints of designing for accessibility often lead to creative solutions that benefit **all** users, not just those with disabilities. ## Common accessibility issues 1. **Visual issues:** Lack of closed-captioning on videos, and lack of alt text on images all mean that a consumer with a visual disability may not have the ability to engage with your content. 2. **Motor disabilities:** Forms that time out too quickly, or the inability to navigate your content using keyboard shortcuts can also deter customers. 3. **Cognitive disabilities:** Using overly complex language, jargon or using moving content that flashes and cannot be paused can also impact your audience. [Customer-led growth: the key to long-term successUnderstanding a customer-led growth approach might be the key to boosting revenue growth. This post focuses on the impact and role of customers in helping your organization reach long-term success.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceAmanda Malko![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/10/jeremy-bishop-vGjGvtSfys4-unsplash--1-.jpg)](https://www.gotomarketalliance.com/customer-led-growth-the-key-to-long-term-success/) ## Integrating accessibility into the go-to-market process So how can companies make accessibility a core part of their go-to-market strategy? Here are some key steps: ### 1\. Start early Incorporate accessibility considerations from the initial stages of product design and development. Being proactive saves time and resources by avoiding costly retrofitting later in the process. ### 2\. Educate your team Ensure that everyone involved in the product life cycle understands the importance of accessibility and has the tools to implement it. Conduct regular [training sessions](https://www.gotomarketalliance.com/how-to-improve-sales-team-training-sessions/) and workshops to keep the team updated on the latest accessibility guidelines and best practices. [How can sales enablement improve your Go-to-Market strategy?Sales enablement is a relatively new function in B2B businesses, and it holds a lot of potential for your Go-to-Market strategy. Sales enablement is heavily associated with onboarding, but these multifaceted teams also support sales kick-offs, content creation and cross-functional collaboration.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/05/GTM_Framework_Pre-Launch_10.jpg)](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) ### 3\. Test rigorously Use a combination of automated tools and expert testing by people with disabilities to ensure your product meets accessibility standards. Include a diverse group of testers with various disabilities to uncover a wide range of potential issues and gain valuable insights. ### 4\. Highlight accessibility as a feature Make your commitment to accessibility a key part of your [marketing message](https://www.gotomarketalliance.com/what-is-product-messaging/). Showcase specific accessibility features in product demos, promotional materials, and user guides to demonstrate your inclusive design approach. Consider how the [game launch of Hogwarts Legacy](https://caniplaythat.com/2023/03/22/hogwarts-legacy-accessibility-review/) incorporated accessibility features. ### 5\. Gather feedback Actively seek input from users with disabilities to continually improve your product's accessibility. Establish channels for ongoing communication, such as dedicated accessibility forums or regular user surveys, to maintain a dialogue with your diverse user base. [Using customer feedback to improve your productAs many product marketers will testify, bringing a product to market is no piece of cake. From conducting market research and forming your personas to completing competitor analysis, you need to follow a long process, before unleashing your creation on the world.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/05/GTM_Framework_Post-Launch_4.jpg)](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) ## The future of accessible marketing As digital technologies continue to evolve, the importance of accessibility in product marketing will only grow. Emerging technologies like voice interfaces, augmented reality, and [artificial intelligence](https://www.gotomarketalliance.com/adopting-ai-into-your-go-to-market-tech-stack/) present new challenges and opportunities for accessible design. Companies that prioritize accessibility now will be well-positioned to lead in this changing landscape. They'll have the expertise, processes, and mindset needed to create truly inclusive products that serve all users. Accessibility isn't just about compliance or doing the right thing (though those are important reasons too). It's a crucial business strategy that can drive innovation, expand market reach, and create better products for everyone. By making accessibility a central part of the go-to-market process, companies can unlock new opportunities and build a more inclusive digital future. ## Final thoughts When accessibility is treated as a core component of product strategy and marketing, rather than an afterthought, everyone wins—businesses and users alike. By aligning product development with marketing efforts and revenue goals, companies can create more accessible products that not only serve a wider audience but also drive business growth. [From personal tragedy to product marketing triumph: My journey to senior leadership at AudioEyeNicole Wight shares her career journey and how she found her passion and resilience through a personal tragedy.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceNicole Wight![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/social---Journey-to-product-marketing-leader--1-.png)](https://www.gotomarketalliance.com/personal-tragedy-to-product-marketing-leader/) ### Do you need an established Go-to-Market process to succeed in 2025? URL: https://www.gotomarketalliance.com/gtm-processes-in-2025/ Last updated: 2024-11-11T14:49:38.000Z As part of our [State of Go-To-Market Report](https://www.gotomarketalliance.com/the-state-of-go-to-market-report/), we explored the GTM process, including launch frequency, planning, and success rates. All to answer this vital question: Do you need an established GTM process for 2025 success? We’ll highlight our key findings and share expert advice on crafting your GTM strategy. We cover: - Importance of product launches - Launch frequency - Planning a product launch - Product launch effectiveness - Building a GTM strategy in 2025 ## Importance of product launches Before we dive into the details of [product launches](https://www.gotomarketalliance.com/product-launch-research-driven-strategies-go-to-market-success/), let’s take a minute to understand just how important their success is to organizations. More than three-quarters **(76.5%)** of our survey respondents believe their org places **at least** **medium importance** on Go-to-Market as a function, including the **29.4%** who state it’s highly important. On a scale of 1-10, most of our respondents **(90.2%)** rated the positive impact product launches have on revenue as a 5 or higher. So, we can infer that in most organizations, product launches are *at least* moderate drivers of revenue. ![On a scale of one to ten, how much do you believe launches positively impact revenue at your company? ](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/revenue-1.png) On a scale of one to ten, how much do you believe launches positively impact revenue at your company? Source: [State of GTM 202](https://www.gotomarketalliance.com/the-state-of-go-to-market-report/) ## Launch frequency Now that we understand how important product launches are in organizations, we wondered: how many does a typical GTM pro need to worry about? Our data doesn’t seem to show any consensus among respondents when it comes to the number of launches supported each year. A healthy proportion **(27.4%)** support only a single, annual product launch, while an even larger percentage report supporting launches almost weekly **(39.3%)**. That’s a huge difference, and will hugely impact the planning time GTM professionals have ahead of an upcoming launch. With this in mind, how many GTM pros plan out their launch strategies? ![How many product launches do you support annually? 1 - 27.4%, 2-4 - 25.4%, 5-12 - 39.3%, more than 12 - 7.9%](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/product-launches.png) Source: [State of GTM 2024](https://www.gotomarketalliance.com/the-state-of-go-to-market-report/) ## Planning a product launch **41.2%** of GTM pros ‘always’ build plans for their product launches, compared to only **7.8%** who ‘never’ plan for launch. Overall, the majority of our respondents either always craft GTM plans or do so for *most* launches. As for defined launch processes, **45.1%** have them clearly laid out, with a further **41.2%** “sort of” having processes in place. These findings highlight the importance of planning and standardized processes for GTM product launch initiatives. But these raw numbers don’t show us why processes are so important in GTM, for that we asked some experts. ![How often do you put together a GTM plan for launches? Always 41.2%, Most launches 25.5%, Sometimes 15.7%, Rarely 9.8%, Never 7.8%](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/product-launches--2-.png) Source: [State of GTM 2024](https://www.gotomarketalliance.com/the-state-of-go-to-market-report/) **Nicole Wight**, Senior Director of Product Marketing and Revenue Enablement at AudioEye, starts us off: “I have big feelings about process as a [product marketer](https://www.gotomarketalliance.com/product-marketings-influence-on-the-product-roadmap/)! “I know for a lot of PMMs, especially at startups, there's no process. > “My advice: If you don't have one, **make one**. Do something that works for you. “Processes make your life easier! At the end of the day, you’re going to be ready to launch, everybody will have signed off on it, and you can just hit that button to publish. “Also, if you go to a much larger company, like Meta, they already have those processes in place, and you're expected to follow them. “So I would say it's just good PMM hygiene: if you don't have a process to get things approved for Go-to-Market, create one test it, see if it works. If it doesn't, make adjustments, but at the end of the day, it's going to make your life so much easier.” **Olumide Adaramoye**, CRM and Lifecycle Marketing Manager, adds: “I think it's important to have a GTM process, but I’d prefer to call it a [framework](https://www.gotomarketalliance.com/the-go-to-market-framework/) or a methodology that you use to approach markets, where the details differ depending on the launch. “At the end of the day, you want to be able to learn from past mistakes, past launches, and the various things that you’ve done, and build up and iterate on the process. > “But if you don't have an existing process, **you** **risk repeating old mistakes.** “In FinTech in particular, you have to speak with different internal and external stakeholders, and doing that from scratch every single time, is needlessly difficult. But once you have a playbook that you’re familiar with, you usually know how to fix the pieces together, and it makes your work life smoother.” [Product launch metrics you can’t ignoreWithout clear metrics and goals, it can be challenging to determine the success of a product launch. Learn to navigate through six key metric categories, like business impact and market alignment, and master the art of post-launch evaluation with the ‘Start, Stop, Continue’ method.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceMeenal Relekar![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/12/markus-winkler-afW1hht0NSs-unsplash--1-.jpg)](https://www.gotomarketalliance.com/product-launch-metrics-you-cant-ignore/) ## Product launch effectiveness Next, we examined how successful product launches are, and which metrics are used to determine this success On the whole, GTM professionals believe their launch processes are at least somewhat effective. Though the modal value was a modest 6 out of 10, more than half **(55.3%)** of all respondents would peg the effectiveness of their launch processes between **6-8 out of 10.** As for key GTM metrics, under half **(41.2%)** of our professional community are measured on revenue growth rate, followed by conversion rate **(13.7%)**, and sales pipeline velocity **(11.8%)**. These metrics emphasize the goal of GTM in most orgs is to drive revenue growth and efficiently funnel customers along the customer journey. ![On a scale of one to ten, how would you rate your GTM processes' level of maturity and effectiveness? 1 7.8%, 3 3.9%, 4 10.8%, 5 11.8%, 6 21.6%, 7 15.9%, 8 17.8%, 9 8.6%, 10 1.8%](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/effectiveness-1.png) Source: [State of GTM 2024](https://www.gotomarketalliance.com/the-state-of-go-to-market-report/) ## Tools for GTM teams With efficiency in mind, we’re keen to know which [tools](https://www.gotomarketalliance.com/ultimate-guide-to-building-a-gtm-strategy/) GTM pros swear by in their roles. So we asked: Which tool do you consider most useful for the Go-to-Market process? The top pick was project management software **(27.1%)**, followed by communication/messaging tools **(22.9%)**, and surveys/research tools **(14.6%)**. This is interesting as these tool selections align closely with the [biggest challenges in GTM](https://www.gotomarketalliance.com/biggest-go-to-market-challenges-in-2025/) – cross-functional alignment and reaching the intended audience. ## Building a GTM strategy in 2025 So, does GTM planning lead to more effective launches? We can’t be sure. But what we do know is: Most product launches are (at least) moderately successful. If your launches are underperforming, it may be time to implement a more structured approach ahead of 2025\. To help with this, **Sunny Singh**, VP Marketing at ViuHealth, breaks down how he’d structure a go-to-market strategy in the upcoming year: “A successful go-to-market strategy next year doesn't look all that different from last year. “At its core, GTM is still about finding the best way to help our target market clearly understand who we are, how we benefit them, why they should go with us, and how they can on-board with us. --- [B2B go-to-market strategy: A comprehensive guidePicture this: You have an amazing product that could completely change how businesses operate. But here’s the million-dollar question – how exactly will you do that?![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/B2B-go-to-market-strategy-A-comprehensive-guide-1.png)](https://www.gotomarketalliance.com/b2b-go-to-market-strategy-a-comprehensive-guide/) --- “Going off of that, there are five main points I tend to look at in addition to things like market definition, pricing, etc.: - **Clear positioning and messaging:** We have to make sure our target audience knows exactly what we stand for and how we solve their problems. This clarity is crucial because it directly impacts how potential customers perceive our value and relevance. - **Differentiation:** In a crowded market, standing out is key. We need to communicate what makes us unique in a way that's compelling and easy to understand. Differentiation helps us capture attention and hopefully make a lasting impression. - **Traction with onboarding:** Gaining early traction by successfully onboarding new customers is essential. It not only validates our offering but also generates momentum that can lead to more business. This phase is critical because it's where we start to build trust and prove our value. - **Revenue generation:** Ultimately, our GTM strategy has to identify the path of least resistance to generating revenue. It's about finding efficient ways to convert interest into sales. - **Team cohesion:** None of the above is possible without everyone on the GTM team being on the same page. Defining roles and ownership within the GTM process is vital. Everyone needs to know who is responsible for what, from marketing and sales to product and customer success. It’s critical that all team members are aligned and working towards the same goal(s).” ## More GTM insights… ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1000/2024/09/Cover_Mockup.png) Stop worrying whether you're doing Go-to-Market right. Discover the processes, tools, and tips of the experts and start launching your products like a pro. This report gives you a 1,000-foot view of the GTM process as it's being performed - right now - across industries. **All the results you need. Right here.👉** ### Scaling your business successfully, with Tracy Young URL: https://www.gotomarketalliance.com/podcast/scaling-your-business-successfully-with-tracy-young/ Last updated: 2024-10-30T16:20:09.000Z On this episode of GTM-FM, we're joined by wonderful Tracy Young, Co-Founder of Tiger Eye! Tracy drew on her wealth of experience and shared how she scaled her businesses successfully, and explained why your company's core values should be at the heart of everything you do. 👇 ## Key talking points - Creating a clear, actionable plan that drives growth - Scaling your business the right way and setting up for success - Ethical AI use and how to approach this in the right way - Advice for aspiring founders And more! ## About our guest, Tracy Young Tracy is Co-Founder and CEO of TigerEye, an AI-powered analyst for go-to-market teams that tracks business changes to deliver fast, accurate insights through a simple app. Previously, Tracy co-founded and led PlanGrid, scaling it from inception to 100 million in ARR before its 875 million acquisition by Autodesk. Recognized as one of Forbes Top 50 Women in Tech, Tracy has spoken at major events like Ted Women and Salesforce Dreamforce, and she brings extensive leadership experience in driving growth and innovation. ### Scaling your go-to-market strategy: Expert tactics for every organization size URL: https://www.gotomarketalliance.com/scaling-your-go-to-market-strategy-for-every-organization-size/ Last updated: 2024-10-25T16:00:58.000Z This article comes from **Silvia Kiely Frucci**’s insightful talk at our **#GTM24 Online Summit**. Check out her [full presentation](https://www.gotomarketalliance.com/gtm24-online-ondemand/?%5Fgl=1%2A1x695vn%2A%5Fup%2AMQ..%2A%5Fga%2AMjE3OTY0Nzk5LjE3MjkyNjc1OTQ.%2A%5Fga%5F71Y0NDLSJW%2AMTcyOTY5MzcxMy4yLjAuMTcyOTY5MzcxMy4wLjAuMA..%2A%5Fga%5FGPF9MRY79N%2AMTcyOTY5MzcxMy4yLjAuMTcyOTY5MzcxMy4wLjAuMA..&wchannelid=ttykibk2hp&wmediaid=2osmady35i). Silvia is currently working in the Product Marketing International Segment at Wolters Kluwer. --- How do you effectively [bring products to market](https://www.gotomarketalliance.com/innovation-to-impact-how-to-bring-products-to-market/) when your startup team of 100 operates completely differently from an enterprise of 10,000? After spending 15 years navigating [go-to-market strategies](https://www.gotomarketalliance.com/what-types-of-go-to-market-strategies-hack-growth/) across *vastly* different organizational landscapes, I’ve found that your approach needs to be as dynamic as the companies you serve. Throughout my journey from [sales](https://www.gotomarketalliance.com/tag/sales-strategy/) to [product](https://www.gotomarketalliance.com/tag/product-leadership/) to [product marketing](https://www.gotomarketalliance.com/tag/product-marketing/), I've had the unique opportunity to shape go-to-market strategies for organizations of every size. From consulting with nimble healthcare startups to directing strategy for large corporations, I've learned that successful go-to-market isn't just about launching products – it's about managing entire portfolios of solutions across multiple segments and verticals. But here's what's fascinating: the size of your organization *fundamentally* changes how you approach go-to-market. The strategies that drive success in a fast-growing startup can hinder progress in an established enterprise. So in this article, I'll share the four critical dimensions of [go-to-market strategy](https://www.gotomarketalliance.com/tag/go-to-market-strategy/) I've identified, and show you how to tailor your approach based on your organization's scale and growth objectives. Let’s dive in! ## **Understanding the four dimensions of modern GTM** The modern go-to-market (GTM) approach requires a delicate balance of strategy, execution, demand generation, and measurement – all owned by [cross-functional teams](https://www.gotomarketalliance.com/making-connections-the-secret-to-exceptional-cross-functional-teams/) below the C-suite level. Through my experience, I've identified four critical dimensions that shape successful GTM strategies: **1\. Company size adaptation**: How you plan your GTM efforts based on your organization's scale. **2\. People management**: Building and leading cross-functional teams that often don't directly report to you. **3\. Information flow**: Understanding how communication changes with organizational size. **4\. Success definition**: Looking beyond basic KPIs to measure real impact. Each dimension requires different approaches and considerations, and mastering them all is crucial for effective GTM execution. [From scratch to scale: Lessons in building a billion-dollar sales machineIn this article, you’ll learn practical strategies to build brand relevance, the traits we targeted when hiring a world-class team, and how we fostered a culture of inclusivity. On top of all that, I’ll share the core leadership principles that empowered us to achieve the seemingly impossible.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceCristina Lasagni![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/05/tangerine-newt-o04xDvWE33U-unsplash--1-.jpg)](https://www.gotomarketalliance.com/from-scratch-to-scale-lessons-in-building-a-billion-dollar-sales-machine/) _This post is for paying subscribers only._ ### The biggest Go-to-Market challenges in 2025 URL: https://www.gotomarketalliance.com/biggest-go-to-market-challenges-in-2025/ Last updated: 2024-10-29T08:44:47.000Z We recently launched our latest [State of Go-To-Market Report](https://www.gotomarketalliance.com/the-state-of-go-to-market-report/), which details the current GTM landscape according to our community of GTM professionals. From these insights we’re highlighting the biggest challenges GTM pros are facing and how your team can overcome them in the next year. Download the full report We cover: - The biggest challenges - The most important GTM elements - How to overcome these challenges ## The biggest challenges in the Go-to-Market process As part of our research, we distilled the challenges our survey takers reported down to three core themes. The following were the **three** most common themes for the challenges GTM professionals face: - Achieving alignment - Getting buy-in - Reaching the intended target audience Let’s discuss each in turn and elaborate on these challenges using our respondents’ own words. ### Achieving alignment **25.5%** of our survey takers reported that achieving alignment with stakeholders was the biggest challenge they faced. “Aligning departments”, “aligning administrative processes”, and “aligning teams and roles with clear expectations and swim lanes” were just three of the alignment-focused challenges we heard about from our respondents. Luckily, some of our respondents also provided their advice for effective communication with stakeholders: > “Over-communicate with stakeholders.” > “Set a process for how you work and communicate to your PM the minimum information you need from them.” [The value of aligning GTM, product, and community teamsThere’s a really effective way to translate customer feedback into actionable insights: the collaborative efforts of your Go-to-Market, product, and community teams. When these teams are aligned and clear on the goals that need to be delivered, they’ll be able to enhance the customer experience.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceTanwistha Gope![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/06/nicholas-swanson-d19by2PLaPc-unsplash--1-.jpg)](https://www.gotomarketalliance.com/aligning-gtm-teams-for-better-customer-experience/) ### Getting buy-in **9.8%** of respondents mentioned their challenges with getting buy-in from other teams was the biggest challenge. Without the support of other teams around the business, you’ll struggle to bring a product to market successfully. While that might sound obvious, there are a few ways this can manifest in organizations. It might take the form, as one survey respondent put it, of “sales (not) making the time to learn new features.” Or, in the words of another respondent, “lack of effective communication across departments can damage your launch strategy. This becomes a real problem when you don’t have buy-in from members of those teams.” Some advice on achieving this buy-in was also provided by fellow respondents: > “Align and get buy-in on the value proposition, messaging, and target market for each launch.” > “Sell GTM strategy to all stakeholders – everyone needs to be bought in.” ### Reaching the intended audience Finally, **6.9%** of the answers we received mentioned difficulties with reaching the intended target audience. One respondent’s detailed answer to this question gave some great insight into this particular challenge: > “The biggest challenge in the Go-to-Market process is effectively reaching and engaging the target audience. This requires identifying the right channels and tactics, developing compelling messaging and positioning, and executing a well-coordinated and data-driven approach. > “The challenge is amplified by a crowded market, diverse customer needs, and changing market conditions, making it difficult to stand out and adapt over time.” To combat this challenge, our community suggests focusing on creating a deep [understanding of your customer](https://www.gotomarketalliance.com/understanding-the-customer-experience-with-adam-dille/). Here’s some of that advice: > “Check you are solving a problem that people want to pay for.” > “Start with a deep understanding of your target audience and their needs. By putting the customer at the center of your approach, you can increase the likelihood of success.” ### A VP Marketing’s perspective: Sunny Singh, Vice President of Marketing at ViuHealth, shared some challenges he faces in his go-to-market process: > “With data everywhere, it's easy to get caught up in overanalyzing every metric, trend, and market shift. > “While data is critical, overreliance on it can slow down decision-making and lead to missed opportunities. The key is to find a balance between being data-informed and trusting your gut. > “Another challenge is differentiation. Standing out in competitive markets is tough, so we’re always refining our messaging and value proposition. > “We actively provide feedback to our product team and collaborate closely with our Care Team and customer success to ensure that what we offer truly resonates with our target audience.” [Top 10 messaging examples – and what we can learn from themMessaging can be difficult to get right. In a world where consumers are bombarded with marketing messages from all directions, it feels impossible to rise above the noise. In this article, we’ll examine ten examples of companies that nail their messaging and the lessons each can teach us.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceAmelia Wilson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/04/kimberly-farmer-lUaaKCUANVI-unsplash--1-.jpg)](https://www.gotomarketalliance.com/top-10-messaging-examples-and-what-we-can-learn-from-them/) ## The most important elements of GTM According to our survey respondents, these are the most important factors for an effective Go-to-Market process: 1. Alignment and buy-in – 33.3% 2. Clearly defined strategies – 21.6% 3. Cross-functional collaboration and communication – 19.6% 4. Understanding of the customer – 13.7% 5. Planning and project management – 9.8% We asked **Jon Pipek**, Founder of **Blue Manta Consulting**, about the prevalence of alignment as a critical factor for GTM success, here’s what he had to say: > “Literally nothing matters if the team isn't aligned. > “If you're the product marketer, you could come up with a fantastic positioning workshop exercise, but if the CEO doesn't care, **you're sunk**. > “Even if you get the CEO's buy-in, if the sales team and marketing team aren't aligned with that messaging, **you're sunk**. > “If that positioning doesn't turn into a sales pitch that the sales team will actually use, **you're sunk**. > “It's all an interconnected web, where if one piece fails, the rest doesn't matter. It all hinges on your other teams for success. > “Because it's not just about creation, radiation, it's not just about execution, it's not just about measurement of the results, it's the entire combination. So, yeah, this result completely makes sense to me.” ## Overcoming go-to-market challenges Now that we understand the most common challenges and the most important elements associated with the GTM process, we can start to solve these challenges. ### Alignment and buy-in As we’ve explored, alignment and buy-in are the most important GTM elements, while also being the top two biggest challenges go-to-market pros face. To improve your GTM team’s cross-functional alignment it’s important to clearly communicate at every step of the process. Some ways to ensure better communication include: - Regular cross-functional meetings - Shared CRM data - Aligning on your [ICP or buyer persona](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/). - Cross-functional team shares. - An async updates channel. - Established [KPIs](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/) that span across departments. --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/GTM_Cross-functional_Go-to-Market_CTA-1.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) --- Here’s some advice from **Nicole Wight**, Sr. Director of Product Marketing and Revenue Enablement at **AudioEye**, on achieving alignment using the DACI model: > “Before I do any big documentation, I use a Go-to-Market template that I've built in line with what works for our company. > “It's basically a table that follows the DACI model (Driver, Approver, Contributor, Informed), and lists those people, their role, and they have to sign off and review it with a date. > “Doing that early and making sure your manager and your SKIP level, at the very least, are bought in on who the DACI is really helps. > “Typically, you're the driver for the Go-to-Market, but then you have your list of approvers. You make sure you get these approvers bought in early for feedback. > “You have your contributors, who may be other product marketers, or maybe a communications team that's going to help adjust messaging for external customers. > “Then you're going to have your informed people; the people you need to make aware of the things you do, because it's going to impact their team.” ### Understanding your customers While discussing alignment, we mentioned being clear on your product’s ICP or buyer persona. This is also essential for understanding your customers and reaching your intended audience. To start out, your marketing team will segment your target audience into similar groups of consumers based on demographic, geographic, psychographic, and behavioral characteristics. Then your organization can select the target segment your product or service will be targeted towards. You can then take all this information about them and create your buyer persona. This may include: - Age, job title, industry. - Pain points and challenges. - Business goals. Your customer persona should be as detailed as possible, as they’ll help your team to imagine your ideal customer and talk directly to them. > “Getting laser-focused on our true ICP from the start is paramount across product, marketing, and sales. Otherwise, we're just throwing darts in the dark.” – **Sandeep John**, Head of Marketing at **Prismforce**. ### Differentiation and messaging Once you’re in the head of your customers, crafting your [product messaging](https://www.gotomarketalliance.com/the-key-to-a-stellar-product-launch/) and communicating the value your brand offers is much easier. But you’ll likely also need to align with your product management team to ensure you understand what features your customers have been asking for, and how they’ll be used. Likely, you won’t get your positioning and messaging right the first time around though. That’s why it’s crucial to keep iterating and refining your strategy based on customer feedback. As one of our respondents said: > “Fail fast and *really* understand your customers.” To create the perfect product messaging there are two key steps: demonstrating your product’s value and understanding your customers. Once you master both, crafting the ideal messaging to resonate with your audience should be a breeze. ## More GTM insights... ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1000/2024/09/Cover_Mockup.png) Stop worrying whether you're doing Go-to-Market right. Discover the processes, tools, and tips of the experts and start launching your products like a pro. This report gives you a 1,000-foot view of the GTM process as it's being performed - right now - across industries. **All the results you need. Right here.👉** ### B2B go-to-market strategy: A comprehensive guide URL: https://www.gotomarketalliance.com/b2b-go-to-market-strategy-a-comprehensive-guide/ Last updated: 2024-12-03T12:02:23.000Z **Picture this:** You have an amazing product that could completely change how businesses operate. You're pumped, your team's excited, and you're ready to make a big splash in the market. But here's the million-dollar question – how exactly will you do that? This is where the **B2B go-to-market (GTM) strategy** comes into play. But what exactly is this, and why does it matter so much? Simply put, it's your company's game plan for bringing your products or services to [your target market](https://www.gotomarketalliance.com/market-segment-vs-target-market-whats-the-real-difference/). It's the roadmap that guides everything from how you position your offering to how you'll reach and convert your ideal customers. As the B2B landscape grows ever-competitive, a well-crafted GTM strategy can determine whether you'll succeed or not. Don’t believe us? [Recent studies](https://www.infotech.com/research/ss/go-to-market-strategy-on-a-page#:~:text=Companies%20with%20a%20well%2Ddocumented%20GTM%20strategy%20are%2033%25%20more%20likely%20to%20achieve%20their%20revenue%20targets%20%28Aberdeen%20Group%2C%20as%20cited%20in%20Mario%20Peshev%2C%202024) have shown that companies with a well-structured GTM strategy are **33% more likely** to hit their revenue targets than those without one. That's a *pretty compelling* reason to read ahead, don't you think? So, without further ado, let's get started! ## **What is a B2B go-to-market strategy?** Have you ever wondered how some companies seem to flawlessly introduce new products while others falter? Well, let’s clear it up for you and dive a little deeper into what we mean by a B2B GTM strategy. It's not just a fancy term for a marketing plan – it's much more comprehensive than that. A B2B go-to-market strategy is a detailed game plan for how a company will find its target market, communicate its [value proposition](https://www.gotomarketalliance.com/the-role-of-value-propositions-in-go-to-market-success/), and ultimately deliver its product or service to customers. Think of a B2B go-to-market strategy like the plan for a complex expedition. For the expedition to be successful you’ll need to carefully prepare, understand the terrain, choose the best path, and be able to adapt to changing weather conditions. The key components of a B2B GTM strategy typically include: 1. **Market analysis and segmentation** 2. **Product positioning and messaging** 3. **Pricing strategy** 4. **Sales and distribution channels** 5. **Marketing and demand generation tactics** What sets B2B GTM strategies apart from their B2C counterparts is the complexity of the [buying process](https://www.gotomarketalliance.com/what-are-the-five-steps-in-the-consumer-buying-process/). In B2B, you're often dealing with longer sales cycles, multiple decision-makers, and higher-stakes purchases. Therefore, your GTM strategy needs to account for these unique challenges and you should tailor your approach accordingly. ![B2B go to market strategy key components top 5](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/B2B-GTM-strategy-key-components.png) ## **Why your B2B company needs a strong go-to-market strategy** An effective strategy for B2B companies is all about getting everyone in your company on the same page – from marketing and sales to product development and customer success – around a common goal: **market domination**. Now, you might be thinking, "Do I really need to go through all this trouble? Can't I just wing it?" Well, you could, but you'd be leaving a whole lot of money on the table. Here’s exactly why: ### **Impact on revenue and growth** A well-executed GTM strategy can significantly boost your bottom line. It helps you identify the most profitable market segments, make the best use of what you've got, and speed up how quickly you can make sales. Companies with a clear GTM strategy have been shown to achieve [**30%** higher revenue growth and **30%** higher profitability](https://www.o8.agency/blog/marketing-strategy/importance-gtm-frameworks#:~:text=According%20to%20recent%20studies%2C%20companies,to%20those%20that%20do%20not.) than their peers. Could your business afford to miss out on this potential revenue growth by skipping a well-planned strategy? An [ecommerce Go-to-Market strategy](https://www.gotomarketalliance.com/ecommerce-go-to-market-strategy/), or strategy for any very competitive industry, is essential. ### **Competitive advantages** In a crowded marketplace, a solid GTM strategy helps you stand out. It allows you to clearly articulate your unique value proposition and position your offering in a way that resonates with your target audience. This differentiation can be the key to winning over customers who might otherwise go to your competitors. Here’s a good example to prove this. When Apple stepped into the mobile phone arena in 2007, they were up against giants like Nokia and BlackBerry. To tackle this challenge, Apple crafted a go-to-market plan centered around standing out and breaking the mold. They didn't just introduce a phone; they unveiled a device that rolled a phone, an MP3 player, and an internet tool into one. By highlighting the iPhone's revolutionary touch screen and app capabilities, they set it apart from the crowd of phones with buttons. This calculated move helped Apple catch up fast, grabbing a big slice of the market and setting the stage to lead the smartphone world. It's a classic story of how a well-thought-out plan can change *everything*. ### **Risk mitigation** Launching a new product or entering a new market is always risky. A [GTM strategy](https://www.gotomarketalliance.com/tag/go-to-market-strategy/) helps you mitigate these risks by ensuring you've done your homework. It forces you to thoroughly analyze your market, understand your customers' needs, and validate your assumptions before making significant investments. Wouldn't you prefer to enter a new market with the assurance that you've minimized potential pitfalls? ### **Resource optimization** Without a clear GTM strategy, it's easy to waste resources on ineffective tactics or pursue the wrong opportunities. A well-thought-out strategy helps you focus your efforts where they'll have the most impact, [maximizing your return on investment](https://www.gotomarketalliance.com/redefining-roi-for-b2b-marketers/). In other words, a solid GTM strategy isn't just nice to have – it's a serious competitive advantage that can boost your growth and profits significantly. So, if you're not giving your GTM strategy the attention it deserves, you're essentially handing your competitors the head start. [The difference between B2B and B2C Go-to-MarketWhen we’re talking about products, how can we not talk about the consumer? Who you’re selling to has an impact on every step in your Go-to-Market strategy from how you position the product to your, messaging, pricing and yes, even your sales strategy.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/06/alice-yamamura-iAVTikZXqR0-unsplash--1-.jpg)](https://www.gotomarketalliance.com/whats-the-difference-between-b2b-and-b2c-go-to-market/) ## **Essential components of a successful B2B go-to-market plan** Now that we've covered the 'why', let's dive into the 'what'. A successful B2B GTM plan typically includes several key components: ### **1\. Know your market inside and out** First things first: before you even think about charging into the market, you need to do your homework. We're not talking about a quick Google search here - we're talking about a deep, comprehensive analysis of your market landscape. Here's what you need to focus on: **🧠 Sizing up your competition** Who else is playing in your sandbox? What are their strengths and weaknesses? Don't just look at the obvious competitors – keep an eye out for potential disruptors who might be coming at the problem from a completely different angle. **📈 Identifying market trends** What's hot and what's not in your industry? Are there emerging technologies or shifting customer preferences that could impact your offering? Staying ahead of trends can help you position your product or service for long-term success. **🔍 Spotting gaps and opportunities** Where are there gaps in what customers want? Are there customer problems that no one else is addressing effectively? These gaps could be your ticket to carving out a unique and valuable niche. 💡 ****Pro tip:** Don't just rely on secondary research here. Get out there and talk to potential customers, industry experts, and even competitors (if possible). The insights you gain from these conversations can be pure gold. ### **2\. Get cozy with your ideal customer** You can't be everything to everyone, so save yourself the trouble. Instead, focus on identifying your [ideal customer profile](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/) (ICP) and getting to know *everything* about them. Here's what you need to dig into: **Firmographics** What kind of companies are you targeting? Consider factors like: - Industry - Company size (both employee count and revenue) - Geographic location - Technological maturity **Pain points** What keeps your potential customers up at night? What are the big problems they're facing that your solution can address? Understanding these frustrations is crucial for crafting a compelling value proposition. **Buying behaviors** How do your target customers typically make purchasing decisions? Who's involved in the process? What criteria do they use to evaluate solutions? Mapping out the buying process can help you customize how you sell effectively. **Detailed buyer personas** Go beyond just company profiles and create detailed personas for the key decision-makers and influencers within your target organizations. What are their goals, challenges, and preferences? What kind of content do they consume? Where do they hang out online? Remember, the more intimately you understand your ideal customers, the better you can tailor your entire GTM approach to resonate with them. [The role of customer personas in a winning GTM strategyIf you hope to sell your product, you need to intimately understand your target customer and market. That’s where personas come in. In this article, we’ll explore why personas matter for GTM and how to leverage them for success.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceAmelia Wilson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/01/Screenshot-2024-01-02-at-09.12.53.png)](https://www.gotomarketalliance.com/the-role-of-customer-personas-in-a-winning-gtm-strategy/) ### **3\. Craft a knockout value proposition** Your value proposition is your secret weapon – it's the core message that explains why customers should choose you over the competition. But here's the thing: a weak, generic value proposition will keep you stalled. You need something that truly stands out and speaks directly to your ideal customers' needs and desires. Here's what your value proposition needs to nail: **Problem identification** Clearly articulate the specific problem or challenge that your product or service solves. Make sure it's a problem that your target audience actually cares about solving. **Unique solution** Explain how your offering solves the problem in a way that's different (and better) than existing solutions. What's your secret sauce? **Clear benefits** Don't just list features – translate them into concrete benefits that your customers will experience. How will their lives or businesses improve by choosing your solution? **Proof and credibility** Back up your claims with evidence. This could be in the form of case studies, testimonials, or hard data that demonstrates the effectiveness of your solution. 💡 ****Pro tip:** Keep refining your value proposition until you can explain it clearly and compellingly in a single sentence or two. If you can't do that, it's probably too complicated or unfocused. ### **4\. Map out the buyer's journey** Understanding how your customers move from ignorance to becoming your biggest fans is crucial for crafting an effective GTM strategy. By mapping out [the buyer's journey](https://www.gotomarketalliance.com/buyer-journey-frameworks-the-key-to-focusing-your-gtm-strategy/), you can ensure you're delivering the *right* message, through the *right* channels, at exactly the *right* time. ![the stages of a B2B buyer's journey go-to-market](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/stages-of-a-B2B-buyer-s-journey.png) Here's a breakdown of the typical B2B buyer's journey stages: **1\. Awareness** At this stage, potential customers are just realizing they have a problem or opportunity. They're starting to do some initial research to better understand their situation. 👉 Your job: **Provide educational content** that helps them define their problem and understand potential solutions. Think blog posts, infographics, and high-level whitepapers. **2\. Consideration** Now, your potential customers are actively evaluating different solutions to their problem. They're comparing options and trying to figure out which approach is best for their specific situation. 👉 Your job: **Share in-depth content that shows why your product is the right choice**, showcasing your expertise and the unique benefits of your approach. Case studies, product comparisons, and in-depth guides work well here. **3\. Decision** At this point, your prospects have narrowed down their options and are ready to make a final decision. They're looking for that last bit of reassurance that they're making the right choice. 👉 Your job: **Provide content that makes it easy for them to say "yes"** to your solution. Think customer testimonials, free trials, detailed product demos, and ROI calculators. **4\. Retention and advocacy** The buyer's journey doesn't end with the purchase. To get the most value from each customer and [turn customers into advocates](https://www.gotomarketalliance.com/how-to-increase-your-customer-retention-rate-and-boost-loyalty/), you need to continue nurturing the relationship post-sale. 👉 Your job: **Provide great help to your customers**, provide ongoing education and resources, and actively seek and act on customer feedback. By aligning your marketing efforts, sales process, and content strategy with these stages, you can make it easy and pleasant, guiding prospects smoothly through the buying process. ### **5\. Choose your channels wisely** In the B2B world, not all marketing channels are created equal. Your GTM strategy needs to outline exactly which channels you'll use to reach your audience and how you'll leverage each one for maximum impact. Here's what you need to consider: **Find the best places to reach your audience** Where does your target audience hang out? Which channels are most effective for reaching decision-makers in your industry? Some popular B2B channels include: ![most popular B2B marketing channels go-to-market](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/most-popular-B2B-marketing-channels.png) **Make plans tailored to each platform** Each channel requires a unique approach. For example: - **LinkedIn**: You would focus on thought leadership content, employee advocacy, and targeted advertising. - **Email marketing**: You would develop nurture campaigns that provide value at each stage of the buyer's journey. - **Content marketing**: You’d create a comprehensive content calendar that aligns with your buyers' needs and search intent. **Make sure your message is the same everywhere** While each channel may require a unique approach, your overall message and branding should be consistent across all touchpoints. Create a cohesive multi-channel strategy that guides prospects through the buyer's journey. **Measure and optimize** Regularly assess the performance of each channel using [relevant metrics](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/), such as engagement rates or conversion rates. Be prepared to double down on what's working and cut or adjust underperforming channels. Remember, it's better to excel in a few key channels than to spread yourself too thin trying to be everywhere at once. ### **6\. Align your team for GTM success** Your GTM strategy isn't just a marketing thing or a sales thing – it's an everyone thing. To truly succeed, you need to get your entire organization on the same page. Trust us: Businesses that [align their GTM strategy across departments](https://www.marketingprofs.com/opinions/2016/29174/the-secret-to-account-based-marketing-success) see a **36% improvement** in customer retention and a **38% higher** sales win rate. Here's how to make that happen: **Cross-functional collaboration** Break down the silos between departments and foster a culture of collaboration. Some key areas to focus on: - **Sales and marketing alignment**: Ensure both teams are using the same language, targeting the same ideal customers, and working towards shared goals. - **Product-market fit**: Get your product team involved early to ensure your offering truly meets market needs. - **Customer success integration**: Loop in your customer success team to ensure a smooth handoff from sales and to gather valuable feedback for continuous improvement. **Clear communication of your strategy** Make sure everyone in the organization understands the GTM strategy and their role in executing it. This might involve company-wide presentations, department-specific training sessions, or regular updates and progress reports. **Feedback loops** Establish mechanisms for gathering and acting on feedback from all parts of the organization. This could include anything from regular cross-functional meetings to a centralized platform for sharing insights. By getting everyone on the same page and working towards a common goal, you'll be able to execute your GTM strategy with much greater efficiency and effectiveness. ### **7\. Set clear KPIs and keep score** As the old saying goes, "What gets measured, gets managed." To ensure your GTM strategy is actually delivering results, you need to set clear, measurable key performance indicators (KPIs) and track them religiously. Here are some key metrics to consider: - Customer Acquisition Cost - Customer Lifetime Value - Time to Close - Conversion Rates - Market Share - Net Promoter Score - Revenue Growth Rate 💡 ****Industry insights**: According to our [2024 State of Go-to-Market report](https://www.gotomarketalliance.com/the-state-of-go-to-market-report/?utm%5Fsource=ghost&utm%5Fmedium=post&utm%5Fcampaign=content-), ****41%** of all GTM professionals listed ****Revenue Growth Rate** as their most crucial KPI. Don't just set it and forget it. Regularly review these metrics (at least monthly, if not more frequently) and be ready to make adjustments to your strategy based on what the data is telling you. [From B2B to B2H: Building customer connectionOne of the biggest challenges facing companies today is standing out from the competition. Often, businesses forget they’re selling to actual humans when they look at marketing purely from a B2B lens. In this article, we’ll discuss one of the latest marketing approaches: B2H.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceCharley Gale![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/01/jackson-david-cIcBInoyb7U-unsplash--1-.jpg)](https://www.gotomarketalliance.com/from-b2b-to-b2h-building-customer-connection/) ## **Common B2B go-to-market challenges and solutions** Even with a solid strategy, you're bound to face some challenges along the way. Here are some common hurdles in B2B GTM and how to overcome them: ### **Long sales cycles** B2B sales cycles can stretch for months or even years. To shorten them: 💡 Focus on educating prospects early in the buying process. 💡 Use lead scoring to prioritize your most promising opportunities. 💡 Implement a robust nurturing program to keep prospects engaged. ### **Complex decision-making processes** B2B purchases often involve multiple stakeholders with different priorities. To navigate this: 💡 Understand who makes the decisions for your target accounts. 💡 Tailor your messaging to address each stakeholder's specific concerns. 💡Provide tools (like [ROI calculators](https://docs.google.com/spreadsheets/d/14zPlT7hFe%5F%5FIAGdcB1oKoQ6eXsr6F4NliiVHnfiESAQ/edit?ref=gotomarketalliance.com&gid=198203729#gid=198203729)) that help build consensus. ### **Multiple stakeholders** With multiple people involved in the buying decision, it can be hard to keep everyone aligned. [Our research](https://www.gotomarketalliance.com/the-state-of-go-to-market-report/?utm%5Fsource=ghost&utm%5Fmedium=post&utm%5Fcampaign=content-) showed that **26%** of go-to-marketers reported **stakeholder alignment as the biggest challenge** they faced. To combat this, why not try: 💡 Creating personalized content for each stakeholder role. 💡 Offering collaborative tools that facilitate group decision-making. 💡 Providing a single point of contact to coordinate communication. ### **Limited market data** In niche B2B markets, reliable data can be hard to come by. To overcome this: 💡 Conduct your own primary research through customer interviews. 💡 Use insights to understand customer interest and identify the companies that are actively researching solutions like yours. 💡 Use predictive analytics to identify patterns in your existing customer data. [How to achieve go-to-market alignment: A guide to GTM cross-collaborationBoost business growth through effective go-to-market alignment. Learn how cross-collaboration can transform your GTM strategy and drive success.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/how-to-achieve-go-to-market-alignment-1.png)](https://www.gotomarketalliance.com/how-to-achieve-go-to-market-alignment-a-guide-to-gtm-cross-collaboration/) ## **Best practices for optimizing your B2B go-to-market strategy** Want to take your GTM strategy to the next level? Here are some best practices to keep in mind: ### **1\. Launch with a bang** First impressions matter, so make sure your market entry or product launch creates some serious buzz. Consider: - A coordinated multi-channel marketing campaign - Pre-launch teasers to build anticipation - Exclusive early access for key influencers or beta customers - A virtual or in-person launch event ### **2\. Empower your sales team** Your [sales team](https://www.gotomarketalliance.com/five-actionable-strategies-for-collaborating-more-effectively-with-sales-teams/) is on the front lines, so make sure they're armed to the teeth with everything they need to succeed: - Comprehensive product training - A clear understanding of the value proposition and target customers - Sales enablement materials (pitch decks, battle cards, case studies) - Defined sales process and playbooks ### **3\. Implement a lead nurturing strategy** Not every lead will be ready to buy right away. Develop a robust lead nurturing strategy to keep prospects engaged throughout the buying process: - Create targeted content for each stage of the buyer's journey - Use marketing automation to deliver personalized, timely communications - Implement lead scoring to prioritize your hottest prospects ### **4\. Leverage customer success for growth** Your existing customers can be your best source of growth. Focus on: - **Onboarding**: Ensure new customers get up to speed quickly and start seeing value ASAP. - **Ongoing education**: Provide resources and training to help customers get the most out of your solution. - **Upselling and cross-selling**: Identify opportunities to expand customer relationships. - **Referral programs:** Make it easy (and rewarding) for happy customers to spread the word. ### **5\. Continuously gather and act on feedback** Your GTM strategy shouldn't be set in stone. Continuously [gather feedback](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) from customers, prospects, and your internal team to identify areas for improvement: - Conduct regular customer surveys and interviews - Monitor social media and review sites for unsolicited feedback - Analyze customer support tickets for common issues or feature requests - Hold post-mortem meetings after both won and lost deals ### **6\. Iterate and optimize** Use the feedback and data you've gathered to continuously refine and improve your GTM strategy: - A/B test different messaging and offers - Experiment with new channels or tactics - Get clearer about who your perfect customer is based on actual customer data - Streamline your sales process to remove friction points ### **7\. Scale smartly** As you gain traction, look for opportunities to scale your successful tactics: - Automate repetitive tasks to free up resources - Expand into adjacent market segments or geographies - Develop partnerships or channel relationships to extend your reach - Invest in tools and technologies that can help you operate more efficiently at scale ## **Conclusion** Crafting and executing a winning B2B go-to-market strategy is no small feat. It requires a deep understanding of your market, laser-focused targeting, getting different teams on the same page, and the ability to execute flawlessly across multiple channels. But get it right, and the rewards can be tremendous – accelerated growth, increased market share, and a sustainable competitive advantage. Remember, a great GTM strategy is not a one-and-done exercise. It's a living document that should evolve as your business grows and market conditions change. Regularly revisit and refine your strategy, always keeping your customer at the center of everything you do. So, are you ready to take your B2B go-to-market strategy to the next level? Start by assessing your current approach, identify areas for improvement, and don't be afraid to try new tactics. With a solid GTM strategy in place, you'll be well-positioned to drive growth, outmaneuver your competition, and achieve lasting success in the B2B market! --- **Want to dive into even more in-depth insights?** This report gives you a 1,000-foot view of the GTM process as it's being performed - right now - across industries! [![state of go to market 2024 report](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/GTM_Salary_Survey_CTA_2024.png)](https://www.gotomarketalliance.com/the-state-of-go-to-market-report/?utm%5Fsource=ghost&utm%5Fmedium=post&utm%5Fcampaign=content-) ### From innovation to impact: How to successfully bring emerging products to market URL: https://www.gotomarketalliance.com/innovation-to-impact-how-to-bring-products-to-market/ Last updated: 2024-10-11T16:00:43.000Z This article comes from **Haidee Griswold**’s insightful talk at our **Seattle 2023 Product Marketing Summit**, check out her full presentation [**here**](https://www.gotomarketalliance.com/product-marketing-summit-seattle-2023/?%5Fgl=1%2A1q66vjo%2A%5Fup%2AMQ..%2A%5Fga%2AMjA2MTM1MDQ1MC4xNzI4NDc2MDM0%2A%5Fga%5F71Y0NDLSJW%2AMTcyODQ3NjAzMy4xLjEuMTcyODQ3NjAzNi4wLjAuMA..%2A%5Fga%5FGPF9MRY79N%2AMTcyODQ3NjAzMy4xLjEuMTcyODQ3NjAzNi4wLjAuMA..&wchannelid=mohak986ft&wmediaid=wdhju1eepm). *Haidee is currently the Principal Product Marketer at Amazon Web Services.* --- What could possibly go wrong when launching an emerging tech product? As it turns out, quite a lot! I've spent the last 15 years navigating the challenges of bringing new technologies to market, and I've seen my fair share of successes and, let's say, "learning experiences." From developing pitch decks to sell $350 million Boeing 787s to launching Amazon Alexa in third-party products like Sonos and Samsung TVs, I've learned a thing or two about turning innovations into real products. Throughout this work across B2B, B2C, and even [B2G (business-to-government)](https://www.revenuemarketingalliance.com/3-b2g-client-acquisition-strategies/) sectors, I've developed a toolset for anticipating and addressing these challenges before they derail your launch. So, today I want to discuss the common pitfalls I've encountered and what I've learned about avoiding them. Let’s dive in! ## **Pitfall #1: Prioritizing the technology over the solution** You know the scenario: Product comes in excited, saying, "We can do this great thing! Let's build it!" You need to watch out for these red flags: 🚩 It seems like a shiny object (because it probably is) 🚩 There's overly technical jargon everywhere 🚩 The conversation is driven by competitive benchmarking rather than customer needs ### **How to address this:** Get involved as early as possible in the product development cycle. If you don't have a seat at the table, work hard to get one. Once you're there, start asking questions — lots of them: - What problem are we solving? - Why this product? Why now? - What will customers say about this product? - What's the headline you want to see in the press? - What's the impact of not making this product? 💡 ****Pro tip**: Asking these questions not only helps ensure you're building the right thing but also builds rapport with your product leaders. You don't need to know everything coming in; you just need to show that you care and you're pushing for the best product possible. [Product Marketing from Startups to Corporate: Insights from a Career CoachCareer coach Hope Chauland, discusses her career path as a PMM from the start-up world to the corporate landscape.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-30.png)GTM AllianceHope Chauland![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social--Product-Marketing-from-Startups-to-Corporate-Insights-from-a-Career-Coach-1.png)](https://www.gotomarketalliance.com/product-marketing-from-startups-to-corporate/) _This post is for paying subscribers only._ ### Mastering account-based marketing for GTM teams URL: https://www.gotomarketalliance.com/mastering-account-based-marketing-for-gtm-teams/ Last updated: 2024-10-10T14:00:43.000Z Personalized customer experiences are more important than ever, which explains why account-based marketing (ABM) has emerged as a transformative strategy. Unlike broad-based marketing approaches that target a wide audience, ABM focuses on a select group of high-value accounts, tailoring efforts to meet their specific needs. This precise targeting not only enhances the relevance of marketing initiatives but also maximizes the return on investment by concentrating resources where they matter most. For [GTM teams](https://www.gotomarketalliance.com/the-roles-and-responsibilities-of-your-go-to-market-team/), ABM offers a powerful framework to drive deeper engagement, foster long-term relationships, and achieve significant business growth. This blog delves into the strategic elements of ABM, offering actionable insights and best practices for GTM teams aiming to elevate their ABM strategies and deliver superior results. ## Characteristics of key accounts Key accounts are the cornerstone of any successful ABM strategy. These are the clients that drive the bulk of your revenue and have the potential to offer the most strategic value. Understanding their unique characteristics is crucial to effectively manage and grow these relationships. Here's what makes key accounts different: ### Concentration of revenue A small number of high-value clients often drive the majority of a company's [revenue](https://www.gotomarketalliance.com/fueling-revenue-growth-with-the-gtm-funnel/). For GTM teams, this means that a disproportionate amount of attention and resources should be focused on these key accounts to maximize their lifetime value. ### Opportunities for differentiation Key accounts often require tailored solutions. This necessitates a flexible approach to product offerings, allowing for customization that can set your business apart from competitors. GTM teams should explore avenues such as bespoke services, exclusive deals, or customized support to differentiate their offerings. ### Complex buying behaviors High-value accounts typically have sophisticated buying processes, involving multiple stakeholders and complex decision-making journeys. Understanding these dynamics is crucial for GTM teams to craft personalized messaging and value propositions that resonate at every stage of the buyer’s journey. ### Cost savings through efficiency Strategic partnerships with key accounts can lead to significant cost efficiencies. By collaborating on supply chain optimizations, shared logistics, or co-development initiatives, businesses can reduce operational costs while enhancing service delivery. ### Long-term relationship potential Key accounts are more inclined to engage in long-term partnerships. For GTM teams, the focus should be on building trust, demonstrating reliability, and consistently delivering value to nurture these relationships over time. ### Risk reduction Effective key account management (KAM) reduces risks associated with customer turnover, as deeper relationships lead to higher loyalty and lower defection rates. This translates into more predictable revenue streams and a stronger market position. [Account-based marketing at LSEGABM expert Marquis Green outlines how the London Stock Exchange partners with the strategic account and sales teams to build a customer and data-led ABM strategy.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-18.png)GTM AllianceMarquis Green![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Screenshot-2023-09-08-at-13.06.07.png)](https://www.gotomarketalliance.com/account-based-marketing-at-lseg/) ## The strategic importance of key account management in ABM Key account management is a systematic approach to managing and nurturing your most valuable accounts, ensuring that these relationships yield the maximum possible value for both the customer and your business. KAM impacts both directly and indirectly, influencing various aspects of business performance. ### Indirect effects of KAM: - **Increased brand equity:** By consistently meeting the needs of key accounts, your brand’s reputation is bolstered, positioning your business as a trusted partner rather than just a vendor. - **Enhanced word of mouth (WoM):** Satisfied key accounts become advocates, promoting your services through referrals and positive reviews, which can be invaluable for business growth. - **Customer commitment and cooperation:** Engaged key accounts are more likely to participate in joint initiatives, such as co-marketing campaigns or collaborative product development, enhancing overall value creation. - **Development of collaborative strategies:** KAM fosters an environment where your business and key accounts can jointly develop strategies that benefit both parties, deepening the partnership and aligning long-term goals. ### Direct effects of KAM: - **Better segmentation and targeting:** KAM enables precise segmentation, allowing GTM teams to tailor marketing efforts specifically to the unique needs and characteristics of each key account, resulting in higher conversion rates. - **Higher sales revenue and profitability:** Focused efforts on key accounts yield direct financial benefits, including increased sales volumes and improved profit margins, as these accounts often represent high-value, repeat business. - **Improved customer satisfaction and retention:** KAM directly impacts customer loyalty, as personalized attention and tailored solutions meet the specific needs of key accounts, encouraging repeat purchases and long-term engagement. - **Enhanced productivity of sales personnel:** By concentrating on key accounts, sales teams can optimize their efforts, becoming more efficient and effective in their roles, leading to better performance metrics and outcomes. - **Reduced churn and defection rates:** Strong KAM practices help to fortify relationships with key accounts, making them less likely to switch to competitors, thus reducing churn and securing a stable customer base. [Why geographic segmentation is a crucial part of your marketing strategyIf a retailer decides to only market their products in a certain area, or if they decide to change their offering based on region, then this is geographic segmentation at play.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-19.png)GTM AllianceChristine Walsh![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/geographicsegmentation.jpg)](https://www.gotomarketalliance.com/why-geographic-segmentation-is-a-crucial-part-of-your-marketing-strategy/) ## 5 key strategies for effective account-based marketing To excel in ABM, GTM teams must implement strategies that go beyond basic targeting and segmentation. Effective ABM requires a deep understanding of key accounts, the ability to deliver tailored value propositions, and a commitment to fostering strong, long-term relationships. Here are the strategic approaches GTM teams should consider: ### 1\. Precise segmentation [Segmentation](https://www.gotomarketalliance.com/what-is-market-segmentation/) is at the heart of ABM. By dividing accounts into specific categories, GTM teams can tailor their engagement strategies to meet the distinct needs of each segment, ensuring that every account feels valued and understood. **Segment customers based on activity levels.** Identify active and inactive consumers, tailoring engagement strategies accordingly. - For active consumers, focus on maintaining engagement through personalized communication and value-driven offers. - For inactive consumers, devise reactivation campaigns that highlight new or improved offerings. Apply **Pareto’s principle** – the 80/20 rule is highly applicable in ABM. By identifying the top 20% of customers who contribute to 80% of your revenue, GTM teams can focus their efforts on retaining and growing these lucrative accounts. The **Customer Pyramid model** is another way GTM teams can classify accounts into Platinum, Gold, Silver, and Iron/Bronze categories. Platinum customers are the most profitable and least price-sensitive, while Iron/Bronze customers may require more resources than they are worth. This segmentation guides strategic resource allocation, ensuring that the most valuable customers receive the most attention. ### 2\. Adopting the value discipline model The Value Discipline Model provides a framework for aligning your business strategy with the expectations of your key accounts. By excelling in one discipline and maintaining competence in the others, your business can create a strong value proposition that resonates with targeted accounts. For key accounts that **value innovation**, focus on delivering cutting-edge products. GTM teams should work closely with R&D to ensure that product offerings are not only advanced but also tailored to the specific needs of top accounts. For accounts that **prioritize cost-efficiency**, streamline processes to deliver the best total cost of ownership. This involves optimizing supply chains, reducing waste, and improving delivery times to enhance overall value. It may be beneficial to tailor offerings to meet the precise needs of your key accounts. This might involve bespoke service packages, dedicated account managers, or exclusive access to new features and products. By excelling in customer intimacy, businesses can build enduring relationships that are hard for competitors to replicate. [What is customer relationship marketing?Customer relationship marketing is a product marketing strategy that companies use to center their business and product marketing efforts around customer relationships, customer needs, and customer loyalty.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-20.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/customerrelationshipmarketing-1.jpg)](https://www.gotomarketalliance.com/what-is-customer-relationship-marketing/) ### 3\. Developing a deep understanding of key customers Understanding your key accounts is essential to crafting personalized ABM strategies that drive engagement and loyalty. GTM teams should leverage data and insights to build a comprehensive picture of each key account’s needs, preferences, and challenges. Utilize account mapping and customer value roadmaps to gain a clear picture of each key account’s needs, preferences, and pain points. This data-driven approach helps GTM teams to craft targeted campaigns and personalized content that resonate with the specific challenges faced by key accounts. Regularly engage in customer reviews and [feedback](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) sessions to stay up-to-date with evolving needs and adjust strategies accordingly. Anticipating customer needs before they become apparent is a hallmark of effective ABM and can significantly strengthen customer loyalty. ### 4\. Crafting a compelling value proposition for each key account A well-defined [value proposition](https://www.gotomarketalliance.com/the-role-of-value-propositions-in-go-to-market-success/) is crucial in ABM, as it articulates the unique value your business offers to each key account. GTM teams must ensure that this proposition is not only clear but also compelling enough to differentiate your offerings from those of competitors. Leverage the **Opportunity Framework** to dissect the components of your value proposition, focusing on the unique value you can offer, the target audience, and the key differentiators that set your offerings apart from competitors. Critical questions to refine your value proposition include: - What compelling value do you offer? - Who is your target? - How will this value be delivered? - Why should customers choose your solution over others? Answering these questions clearly and concisely helps in crafting a value proposition that resonates deeply with key accounts. [Your ultimate guide to creating a value propositionA value proposition communicates how your product or service will benefit your customer. You need to outline why your product is essential for your target segment, how it will solve their pain points, and why your product is more desirable than others on the market.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-21.png)GTM AllianceLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/valueproposition.jpg)](https://www.gotomarketalliance.com/your-ultimate-guide-to-creating-a-value-proposition/) ### 5\. Enhancing customer focus While products and services are important, the real driver of ABM success is the ability to focus on customer needs and outcomes. Shifting from a product-centric to a customer-centric mindset allows GTM teams to create more meaningful interactions and deliver greater value. This shift involves leveraging data not just to sell but to build meaningful relationships. GTM teams should utilize customer insights to create personalized experiences that address the unique needs of each account. It’s crucial to identify gaps in your current data collection and management practices. By understanding what additional information could provide deeper insights, GTM teams can refine their ABM strategies to be more precise and impactful. ## Implementation tips for GTM teams To successfully implement ABM strategies, GTM teams need to be equipped with the right mindset, tools, and processes. Here are some key tips to help you get started: 1. **Select for attitude, train for skills:** In ABM, the right attitude is more critical than skill alone. Hire individuals who exhibit a customer-first mindset and train them in the specific skills needed to excel in key account management. 2. **Equip teams with the right tools and resources:** Successful ABM requires robust tools, including CRM systems that support detailed account mapping, analytics tools for insight generation, and platforms that enable seamless communication and collaboration with key accounts. 3. **Empower teams with decision-making flexibility:** Allow your sales and marketing teams the autonomy to make decisions within defined boundaries, empowering them to respond swiftly to customer needs and capitalize on opportunities as they arise. 4. **Reward customer-related results:** Incentivize behaviors that align with ABM goals, such as achieving high levels of customer satisfaction, increasing account retention rates, or successfully upselling to key accounts. Recognizing and rewarding these achievements reinforces the importance of a customer-centric approach. [How to build a GTM strategy: Steps, tools, and best practicesLaunching a new product can feel a little daunting. How can you ensure you get your product offering to the right customers at the right time? That’s where a solid GTM strategy comes in. Follow this step-by-step framework for continued GTM success!![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-23.png)GTM AllianceAmelia Wilson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/bw_dartboard--1-.jpg)](https://www.gotomarketalliance.com/ultimate-guide-to-building-a-gtm-strategy/) ## Conclusion Account-based marketing is more than a strategy; it’s a commitment to understanding and meeting the specific needs of your most valuable customers. By implementing the strategies outlined above, GTM teams can enhance their ABM efforts, driving deeper engagement, higher revenue, and stronger customer loyalty. As the competitive landscape continues to evolve, businesses that excel in ABM will be well-positioned to capture new opportunities, foster long-term partnerships, and achieve sustainable growth. By putting the customer at the heart of every decision and consistently delivering tailored value, GTM teams can transform key accounts into loyal advocates, driving long-term success and market leadership. Embrace ABM as a strategic imperative, and watch your key accounts flourish as integral partners in your business's growth journey. **Read more from Tanwistha:** [Fueling revenue growth with the GTM funnelTanwistha Gope shares her insights into driving revenue growth with a strong GTM buyer journey and strategy. Learn more.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-24.png)GTM AllianceTanwistha Gope![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social---Fueling-revenue-growth-with-the-GTM-funnel--2-.png)](https://www.gotomarketalliance.com/fueling-revenue-growth-with-the-gtm-funnel/) [The value of aligning GTM, product, and community teamsThere’s a really effective way to translate customer feedback into actionable insights: the collaborative efforts of your Go-to-Market, product, and community teams. When these teams are aligned and clear on the goals that need to be delivered, they’ll be able to enhance the customer experience.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-25.png)GTM AllianceTanwistha Gope![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/nicholas-swanson-d19by2PLaPc-unsplash--1-.jpg)](https://www.gotomarketalliance.com/aligning-gtm-teams-for-better-customer-experience/) [GTMA Ambassador Case Study with Tanwistha GopeFrom hosting regular meetups to creating informed content, ambassadors breathe life into our community. Our ambassador, Tanwistha Gope, shares what she’s enjoyed most about the ambassadorship and why this aspect of our community is so enriching professionally and personally.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-26.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/GTM-Case-Studies--5---1-.png)](https://www.gotomarketalliance.com/gtma-ambassador-case-study-with-tanwistha-gope/) ### From personal tragedy to product marketing triumph: My journey to senior leadership at AudioEye URL: https://www.gotomarketalliance.com/personal-tragedy-to-product-marketing-leader/ Last updated: 2024-10-03T14:00:25.000Z Hey there, fellow tech enthusiasts and aspiring leaders! Nicole Wight here, your friendly neighborhood purple-haired product marketing powerhouse. Today, I want to share my journey from facing life-altering challenges in my personal life to becoming the Senior Director of Product Marketing & Revenue Enablement at AudioEye. Buckle up, because this ride has more twists than a pretzel factory! ## The day everything changed Back in 2006, I was just another working mom, juggling a career and family life. Then, in the blink of an eye, everything changed. My two young children were involved in a severe car accident, resulting in traumatic brain injuries. Suddenly, my world wasn't about meeting deadlines or hitting KPIs – it was about hospital visits, rehabilitation, and relearning what it means to be a parent. This moment could have been the end of my career. Instead, it became the catalyst for something much bigger. ### Finding purpose in the pain As I navigated the world of accessibility for my children, I realized something: the digital world was woefully unprepared for people with disabilities. This wasn't just a personal frustration; it was a massive market opportunity hiding in plain sight. Armed with this new perspective and a fire in my belly, I dove headfirst into the tech world. My mission? To make the digital space accessible to everyone, regardless of their abilities. ## The Meta chapter: Learning to think big Fast forward a few years, and I found myself at Meta (you might know them as Facebook). Talk about a crash course in thinking big! Here, I honed my skills in [product marketing](https://www.gotomarketalliance.com/the-difference-between-a-product-manager-and-a-product-marketing-manager/), community building, and strategic planning. I learned to translate complex tech jargon into user-friendly language and to see products through the eyes of diverse users. I spent the bulk of my time there supporting existing programs but always looking to create new and exciting ones, such as the Digital Locals Young Adult Community Program which targeted the young adult audience Meta was trying to reach at the time. > I learned a lot more about the power of resilience. Every challenge I faced – from navigating office politics to launching global initiatives – I tackled with the same determination I'd developed as a mom advocating for my kids. I was proud to support the largest internal self-identification campaign Meta has ever seen, in partnership with Maxine Williams, Chief Diversity Officer. I also co-authored and co-led countless accessibility training sessions for the broader Meta Marketing Team. 💡 Discover another GTM career journey with [Hope Chauland's](https://www.gotomarketalliance.com/product-marketing-from-startups-to-corporate/) experinces from start-up to enterprise. ## AudioEye: Where passion meets purpose When the opportunity at AudioEye came knocking, it felt like all the puzzle pieces of my life were finally clicking into place. Here was a company dedicated to making the internet accessible to people with disabilities – the very mission that had been driving me for years. Starting as a Senior Product Marketing Manager, I threw myself into the role with everything I had. I wasn't just marketing a product; I was championing a cause, and the market struggles to feel empathy, even for people with disabilities. > That didn’t stop me from trying. Every strategy session, every [product launch](https://www.gotomarketalliance.com/the-key-to-a-stellar-product-launch/), every client meeting was infused with the passion and purpose I'd cultivated through my personal experiences. ### Rising to Senior Director: It's not about the title My promotion to Senior Director of Product Marketing & Revenue Enablement didn't happen overnight. It was the result of countless late nights, data-driven decisions, and a relentless focus on making our products not just good, but life-changing. You own your career and the path it takes, which may mean lots of reading, processing, drafting, brainstorming, and learning in your “off hours.” That’s what it took for me. > But here's the kicker – **the title isn't what drives me**. What gets me out of bed every morning (besides a strong cup of espresso) is knowing that my work is making the internet a more inclusive place. Every website we make accessible is a win not just for our company, but for the millions of people with disabilities who deserve equal access to information and opportunities. ## Lessons for rising leaders So, what can aspiring leaders take away from my journey? Here are a few nuggets of purple-haired wisdom: - **Embrace your unique perspective:** Your personal experiences, even the painful ones, can be your greatest asset in the professional world. Be cautious how you use them, but keep in mind they should play into your personal strengths and potentially your brand. - **Think beyond the product:** In tech, it's easy to get caught up in features and specs. Always remember the humans on the other side of the screen. Meet your customers where they are. - **Resilience is your superpower:** The ability to bounce back from setbacks isn't just a nice-to-have – it's essential for leadership. Every failure I have ever had, I’ve learned from. I’ve even incorporated it into my GTM process documents so I don’t repeat them. - **Passion is contagious:** When you truly believe in what you're doing, it shows. Your enthusiasm will inspire your team and win over stakeholders. I can’t tell you how many times I have spoken at events or staff meetings and received messages about how my energy has charged up a stakeholder. Shine bright! - **Never stop learning:** The tech world moves fast. Stay curious, stay hungry, and *always* be ready to adapt. - **Take time for you:** Don’t burnout. It’s easier to say than to do - especially in tech, but shutting work “off” once in a while is imperative for both a break for your brain and for you to be present in the truly important moments with family and friends. ## The road ahead As I look to the future, I'm more excited than ever about the possibilities in the accessibility space. At AudioEye, we're not just talking about making the web accessible – we're doing it, one website and one web property at a time. To all the aspiring leaders out there, especially those who've faced personal challenges: your experiences are your strength. Use them to fuel your passion, drive your decisions, and inspire others. The world needs leaders who understand the **power of empathy** and the importance of inclusivity. Remember, success isn't about climbing the corporate ladder – it's about making a real difference in people's lives. And hey, if you can do it with a splash of color in your hair and a rebellious spirit in your heart, all the better! Here's to breaking barriers, in tech and in life. Let's make the digital world a place where everyone belongs – one line of code, one marketing campaign, and one head of purple hair at a time. 💬 Connect with GTM leaders like Nicole, in our [Slack community](https://www.gotomarketalliance.com/join-the-gtm-slack-community/) \- ****see you there!** ### How to achieve go-to-market alignment: A guide to GTM cross-collaboration URL: https://www.gotomarketalliance.com/how-to-achieve-go-to-market-alignment-a-guide-to-gtm-cross-collaboration/ Last updated: 2024-12-03T12:04:12.000Z Today, mastering [go-to-market alignment](https://www.gotomarketalliance.com/accelerating-your-routes-to-market-getting-it-right-with-optimized-go-to-market-alignment/) could be the difference between hitting your targets and watching them sail by. It's not just about having the right players on your team – it's about getting them to play the same game, with the same rulebook. And trust us, the stakes are high. So in this article, we'll dive into what go-to-market alignment really means, why it's the foundation of successful business growth, and most importantly, how you can achieve it in your organization. We'll explore practical strategies, tackle common challenges, and provide actionable insights to help you transform your [go-to-market approach](https://www.gotomarketalliance.com/master-renewals-with-your-go-to-market-approach/). Ready to take your go-to-market strategy to the next level? Let's dive in. - [What is go-to-market alignment?](https://www.gotomarketalliance.com/p/ca93d6ea-f44a-48ba-a685-4791017bd396/#what-is-go-to-market-alignment) - [Why is go-to-market alignment important?](https://www.gotomarketalliance.com/p/ca93d6ea-f44a-48ba-a685-4791017bd396/#why-is-go-to-market-alignment-important) - [Core elements of go-to-market alignment](https://www.gotomarketalliance.com/p/ca93d6ea-f44a-48ba-a685-4791017bd396/#core-elements-of-go-to-market-alignment) - [7 key strategies for achieving go-to-market alignment](https://www.gotomarketalliance.com/p/ca93d6ea-f44a-48ba-a685-4791017bd396/#7-key-strategies-for-achieving-go-to-market-alignment) - [Measuring the success of your GTM alignment efforts](https://www.gotomarketalliance.com/p/ca93d6ea-f44a-48ba-a685-4791017bd396/#measuring-the-success-of-your-gtm-alignment-efforts) - [Overcoming common challenges in GTM alignment](https://www.gotomarketalliance.com/p/ca93d6ea-f44a-48ba-a685-4791017bd396/#overcoming-common-challenges-in-gtm-alignment) - [Successful go-to-market alignment in action](https://www.gotomarketalliance.com/p/ca93d6ea-f44a-48ba-a685-4791017bd396/#successful-go-to-market-alignment-in-action) - [Conclusion](https://www.gotomarketalliance.com/p/ca93d6ea-f44a-48ba-a685-4791017bd396/#conclusion) - [FAQs](https://www.gotomarketalliance.com/p/ca93d6ea-f44a-48ba-a685-4791017bd396/#faqs) ## **What is go-to-market alignment?** Let's start with the basics. Go-to-market alignment is all about getting your entire organization moving in the same direction when it comes to your [go-to-market strategy](https://www.gotomarketalliance.com/tag/go-to-market-strategy/). But why is this alignment so crucial? Well, imagine trying to win a tug-of-war with half your team pulling in one direction and the other half pulling the opposite way. Not very effective, right? That's what happens when your GTM strategy isn't aligned across departments. You end up with wasted efforts, confused customers, and missed opportunities. You need go-to-market alignment to keep each component of your strategy synchronized toward the same key goals and working effectively. ## **Why is go-to-market alignment important?** Let's break down some of the key benefits you can expect when you nail your GTM alignment: - **Improved efficiency and productivity**: When everyone's on the same page, you'll see less duplication of efforts and more streamlined processes. - **Enhanced customer experience**: A unified approach means customers get a consistent message and experience across all touchpoints. - **Faster revenue growth**: Aligned organizations see significantly [faster revenue growth](https://www.gotomarketalliance.com/fueling-revenue-growth-with-the-gtm-funnel/). - **Better resource allocation**: With clear goals and strategies, you can make smarter decisions about where to invest your time and money. - **Increased agility**: An aligned team can pivot more quickly in response to [market changes](https://www.gotomarketalliance.com/identifying-market-opportunity/) or new opportunities. [A guide to successful product launches through collaboration and positioningIn today’s competitive market, the success of a product launch hinges on a blend of collaboration and impactful positioning. This article provides insights into two key aspects: establishing transparent roles and responsibilities and fostering cross-team collaboration.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-27.png)GTM AllianceTanwistha Gope![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/steven-lelham-atSaEOeE8Nk-unsplash--1-.jpg)](https://www.gotomarketalliance.com/guide-to-successful-product-launches-through-collaboration-and-positioning/) ## **Core elements of go-to-market alignment** Now that we've covered the "why," let's dive into the "what." To ensure everyone’s aligned on your GTM strategy, you’ll need to focus on these core elements: 1. **Unified leadership and vision**: It all starts at the top. Your[ leadership team](https://www.gotomarketalliance.com/the-product-marketing-leadership-playbook/) needs to be on the same page about your company's direction and goals. 2. **Clear definition of ideal customer profile (ICP) and buyer personas**: You need to know *exactly* who you're targeting and what makes them tick. 3. **Consistent messaging and brand identity:** Your message should be crystal clear and consistent across *all* channels and departments. 4. **Integrated data and visibility:** Break down those data silos! All teams should have access to the same customer and market insights. 5. **Collaborative process mapping:** Map out your [customer journey](https://www.gotomarketalliance.com/your-ultimate-guide-to-improving-customer-journeys/) and ensure all teams understand their role in it. [![cross-functional go-to-market playbooks](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content-) ## **7 key strategies for achieving go-to-market alignment** Alright, now for the good stuff. How do you actually make GTM alignment a reality in your organization? Here are some tried-and-true strategies: 1. **Establish shared goals and metrics:** Get everyone rallying around the same objectives. These could include things like revenue targets, customer acquisition costs, or customer lifetime value. 2. **Create a customer-centric revenue cycle:** Map out your entire [revenue cycle](https://www.gotomarketalliance.com/your-guide-to-creating-an-unstoppable-revenue-enablement-ecosystem/) from a customer's perspective, not just your internal processes. 3. **Develop a comprehensive GTM handbook:** This should be your go-to resource for everything GTM-related in your organization. Use it to outline the why, how, and what you do to get, grow, and keep customers. 4. **Implement cross-functional teams:** Break down those departmental silos by [creating teams](https://www.gotomarketalliance.com/making-connections-the-secret-to-exceptional-cross-functional-teams/) that span different functions. 5. **Utilize alignment-focused software tools:** Tools like Asana, Jira, or even a good old-fashioned collaborative Google Doc can help keep everyone on the same page. 6. **Regular alignment meetings:** Set up weekly or bi-weekly meetings to ensure ongoing communication and alignment across teams. 7. **Create a shared vocabulary:** Ensure everyone in your organization is using the same terms and definitions when discussing GTM strategies. This will make sure nothing is lost in translation. [8 innovative go-to-market strategy examples (with template)Unlock success with 8 inspiring go-to-market strategy examples. See how top brands launch products, engage audiences and drive growth.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-28.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/8-innovative-go-to-market-strategy-examples--with-template---2--2.png)](https://www.gotomarketalliance.com/8-innovative-go-to-market-strategy-examples/) ## **Overcoming common challenges in GTM alignment** Of course, achieving perfect alignment isn't all smooth sailing. You're bound to encounter some challenges along the way. Here are a few common ones and how to tackle them: **⚒️ Breaking down silos** Old habits die hard, and some teams might be resistant to change. Combat this by fostering a culture of collaboration and emphasizing the benefits of alignment for all teams. **⚖️ Balancing short-term goals with long-term strategy** It's easy to get caught up in day-to-day targets and lose sight of the bigger picture. Regular strategy reviews can help keep everyone focused on long-term objectives. **🔄 Adapting to market changes** Markets evolve, and your GTM strategy needs to evolve with them. Build in regular review processes to ensure your strategy stays relevant. **🤝 Maintaining alignment as the company grows** As your team expands, keeping everyone aligned becomes more challenging. Invest in robust onboarding processes and regular training to keep new hires up to speed. [How to Create an Ecommerce Go-to-Market Strategy (7 Steps)A Go-to-Market (GTM) strategy is more focused than a marketing strategy. Specifically, it deals with new initiatives (like the aforementioned new products, or new attempts to break into different markets).![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-72.png)GTM AllianceAlex Walton![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/8-innovative-go-to-market-strategy-examples--with-template-.png)](https://www.gotomarketalliance.com/ecommerce-go-to-market-strategy/) ## **Measuring the success of your GTM alignment efforts** How do you know if your alignment efforts are paying off? Here are some [key performance indicators (KPIs)](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/) to keep an eye on: **Revenue metrics** - Sales win rates - Revenue growth rate - Average deal size **Customer metrics** - Customer acquisition cost - Customer lifetime value - Net promoter score - Customer churn rate **Internal metrics** - Employee satisfaction scores - Cross-department collaboration rates - Content usage by sales teams - Handover efficiency between departments But remember, improvement in these metrics doesn't happen overnight. Be patient and look for trends over time. [How to unify your GTM teams, metrics, and valuesFragmented teams, metrics, and narratives kill GTM impact. Learn how to align messaging frameworks, recalibrate attribution models to reflect “dark funnel” influence, and connect work back to the why. This is your blueprint for unifying siloed GTM teams into a growth-driving juggernaut.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-29.png)GTM AllianceJulien Sauvage![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Untitled-design--31---1-.png)](https://www.gotomarketalliance.com/how-to-unify-your-gtm-teams-metrics-and-values/) ## **Successful go-to-market alignment in action** To dive into this a little further let's look at a hypothetical example of successful GTM alignment. Imagine a B2B software company that was struggling with slow growth and high customer churn. They decided to overhaul their GTM strategy with a focus on alignment. Here's what they did: 1. **They clearly defined their ICP and buyer personas**, ensuring all teams were targeting the same types of customers. 2. **They implemented a shared CRM system**, giving all teams visibility into the customer journey. 3. **They created cross-functional "tiger teams" for each major account**, including members from sales, marketing, product, and customer success. 4. **They developed a comprehensive GTM handbook** and made it required reading for all employees. 5. **They established shared KPIs that spanned across departments**, encouraging collaboration. Just imagine the potential increase in sales win rates, employee satisfaction scores, and customer churn reduction. Not too shabby! ## **Conclusion** There you have it, folks – the lowdown on go-to-market alignment. We've covered what it is, why it matters, and how to make it happen in your organization. Now it's your turn to take action. Start by assessing your current level of alignment. Where are the gaps? What's working well? Then, pick one or two areas to focus on improving. Remember, alignment is an ongoing process, not a one-time fix. By prioritizing GTM alignment, you're setting your organization up for faster growth, happier customers, and a more cohesive, efficient team. I don’t know about you, but that sounds like a winning combination! ## **FAQs** ### **What tools are essential for go-to-market alignment?** While the specific tools might vary by company size and industry, there are a few must-haves for most organizations. A robust customer relationship management (CRM) system is typically at the core – it's your single source of truth for customer data. You'll also want a good project management platform where different teams can collaborate and track progress. Many companies find success with communication tools that facilitate quick discussions between departments. The key is choosing tools that integrate well with each other and that your team will actually use. Remember, though – **tools are just enablers**. The real magic happens when you have the right processes and people to use them effectively. ### **Can small businesses achieve go-to-market alignment, or is it only for enterprises?** Absolutely, small businesses can (and should!) achieve go-to-market alignment. In fact, smaller companies often have an advantage here – with fewer people and less bureaucracy, it can be easier to get everyone on the same page. The principles remain the same regardless of company size. The main difference is scale and complexity. While an enterprise might need formal systems and processes to keep thousands of employees aligned, a small business might achieve the same goals through regular team meetings and shared documents. The key is to start with the basics and scale your alignment efforts as your company grows. ### **How does go-to-market alignment affect customer acquisition costs?** When your go-to-market efforts are aligned, you typically see a positive impact on customer acquisition costs (CAC). Think about it – when your marketing team better understands what kinds of leads your sales team can actually close, they can target their efforts more effectively. When your product team is aligned with customer needs, your sales cycle gets shorter because what you're selling matches what customers want. This efficiency means you're spending less to acquire each customer. Plus, aligned teams can often spot and fix problems in the customer journey faster, preventing leaks in your sales funnel that might otherwise drive up costs. ### **What roles should be involved in go-to-market alignment meetings?** This is a common stumbling block for many companies. While it might be tempting to invite everyone to alignment meetings, that's not always practical or necessary. At a minimum, you'll want representatives from **marketing**, **sales**, **product**, and **customer success**. These core teams should meet regularly – maybe weekly or bi-weekly. It's also helpful to have someone from the executive team involved periodically to provide strategic direction and remove any roadblocks. The key is to find the right balance – enough perspectives to be comprehensive, but not so many that meetings become unproductive. Remember, the goal isn't just to have meetings, but to make decisions and drive actions that improve alignment. --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/GTM_Membership_Email_Banner_-1.png)](https://learn.gotomarketalliance.com/training/6ac16fd4-4bea-11ee-9403-06458ef6cd21/overview?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content-) ### **Enroll now and access all-important insights that’ll help you establish yourself as a strategic partner.** ### Develop the exceptional collaboration and communication skills necessary to deliver value and make a meaningful impact within your organization. #### ⏰ 3+ hours of content 👩‍🏫 5 modules🔥 Course creator AMA 🛠 9 exclusive templates 👨‍💻 100% self-paced 🔖 Official certification ### How to revolutionize sales playbooks for today's buyers URL: https://www.gotomarketalliance.com/how-to-revolutionize-sales-playbooks-for-todays-buyers/ Last updated: 2025-01-07T16:02:58.000Z Revolutionize your sales strategy! Learn how baseball's Moneyball approach can transform your modern sales playbooks for data-driven success. _This post is for paying subscribers only._ ### 8 innovative go-to-market strategy examples (with template) URL: https://www.gotomarketalliance.com/8-innovative-go-to-market-strategy-examples/ Last updated: 2024-12-03T12:04:37.000Z Have you ever wondered why some products take off immediately while others struggle to gain traction? The answer often lies in a well-crafted go-to-market strategy. These days, having a great product isn’t enough – you need a solid plan to successfully and effectively bring it to your [target audience](https://www.gotomarketalliance.com/market-segment-vs-target-market-whats-the-real-difference/). In the go-to-market space, it’s crucial to seek out ways to refine your approach and stay ahead of the curve, but luckily, that’s where we come in! In this article, we’ll explore what makes a [go-to-market strategy effective](https://www.gotomarketalliance.com/create-an-effective-go-to-market-strategy-in-5-steps/) and analyze eight brands that have excelled in their approach, offering valuable insights that you can apply directly to your own strategies. Plus, you can download our handy go-to-market strategy template to give you that extra head-start! So whether you’re [launching a new produc](https://www.gotomarketalliance.com/product-launch-research-driven-strategies-go-to-market-success/)[t](https://www.gotomarketalliance.com/product-launch-research-driven-strategies-go-to-market-success/), trying to break into a new market, or just looking for some new inspiration, these go-to-market strategy examples will provide you with all the practical, actionable ideas you need. Let’s get started! ## **What is a go-to-market strategy?** First, let’s go over some of the basics. A [go-to-market (GTM) strategy](https://www.gotomarketalliance.com/the-go-to-market-hub/) is a comprehensive plan that outlines how a company will introduce a new product or service to its target market and generate demand. It's essentially a roadmap that guides businesses through launching and scaling a new offering. At its core it’s all about understanding your target audience, positioning your product as a solution to market problems, [streamlining ](https://www.gotomarketalliance.com/how-to-achieve-better-alignment-between-product-marketing-and-sales/)[marketing and sales ](https://www.gotomarketalliance.com/how-to-achieve-better-alignment-between-product-marketing-and-sales/)strategies, and [aligning cross-functionally](https://www.gotomarketalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/) to create a unified approach. Unlike wider business or marketing strategies, a GTM strategy is often more tactical and focused on specific goals within a much shorter timeframe, using product-market fit and competitive positioning to optimize and secure a successful launch. [The difference between a marketing strategy and a go-to-market strategyUncover key differences between a marketing strategy and a go to market strategy. Learn how these approaches drive brand and product success.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-6.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/The-difference-between-a-marketing-strategy-and-a-go-to-market-strategy-1.png)](https://www.gotomarketalliance.com/the-difference-between-a-marketing-strategy-and-a-go-to-market-strategy/) ## **What makes a good go-to-market strategy?** A successful go-to-market strategy is built on several key principles: - **Deep market understanding** It's crucial to thoroughly research your target audience, their [pain points](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/), and preferences. This knowledge forms the foundation of your entire strategy. - **Clear value proposition** Articulate how your product or service solves customer problems better than existing solutions. Your [value proposition](https://www.gotomarketalliance.com/the-role-of-value-propositions-in-go-to-market-success/) should be concise, compelling, and differentiated from competitors. - **Well-defined target audience** [Identify and segment](https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/) your ideal customers. The more specific you can be, the better you can tailor your messaging and approach. - **Multi-channel approach** Use a mix of marketing channels that align with your target audience's behaviors and preferences. This might include social media, content marketing, email campaigns, and paid advertising. - **Measurable objectives** Set clear, specific, and time-bound goals for your GTM strategy. These objectives should be easy to track and aligned with overall business goals. - **Cross-functional alignment** Ensure all relevant departments (product, marketing, sales, customer support) are working together cohesively towards the same objectives. - **Flexibility and adaptability** Be prepared to adjust your strategy based on real-time data and [feedback](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/). Evolve as you learn more about your market and customers, prioritize solving their problems, and delivering value. By incorporating these elements, you'll be better positioned to successfully introduce your product to the market, drive adoption, and actually achieve your business goals. Remember, a good GTM strategy is not a one-size-fits-all approach. It should be tailored to your specific product, market conditions, goals, and should be reviewed regularly to keep it optimized. So, let’s dive into some of the brands that are doing this right! [9 types of go-to-market strategyChoosing a GTM motion can be challenging. This article counts down nine different types of go-to-market strategies to inform your launch plans.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-7.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/9-types-of-GTM-strategy---social--1-.png)](https://www.gotomarketalliance.com/9-types-of-go-to-market-strategy/) ## **Example 1: Lick Paint** Lick is a home décor brand that's made quite a splash (sorry!) in the paint and wallpaper market. Their [ecommerce go-to-market strategy](https://www.gotomarketalliance.com/ecommerce-go-to-market-strategy/) is all about empowering customers through education and inspiration, positioning themselves as providers of both expertise and lifestyles, not simply paint or color. ### **Why their go-to-market strategy works:** **Customer support**: Lick employs color specialists to offer support on-site or via video call, as well as a free online color consultancy quiz. This personalized, tailored approach helps customers feel confident in their decisions, reducing the [barrier to purchase](https://www.gotomarketalliance.com/common-barriers-when-launching-a-product-and-how-to-overcome-them-3/). **Educational content**: They create educational content on social media and throughout the user journey on their website with ‘How to’ and ‘Ask the Experts’ guides. This not only helps customers but also positions Lick as an authority in home décor. **Community focus**: Lick's social channels celebrate customer transformations, creating a sense of community and inspiring future decorators. This user-generated content (UGC) strategy is a powerful way to build trust and showcase real-world applications of their products. ![8 innovative go-to-market strategy examples Lick Paint](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/Screenshot-2024-09-24-at-18.19.10.png) [Image source](https://www.lick.com/uk) Also by often choosing to work with influencers whose content is focused on decoration and home renovation, they’re building up that extra trust and simultaneously expanding into a whole new audience of potential decorators and customers. ![8 innovative go-to-market strategy examples Lick Paint](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/Screenshot-2024-09-25-at-15.54.32.png) [Image source](https://www.tiktok.com/@lick/video/7414974331521928481?lang=en) **Targeted content**: Lick has curated content around their target audience – aspirational, creative millennials looking for home décor inspiration. Their website features home tours with influencers and inspiration-themed content categorized by décor style. They even go further, harnessing relevant trending topics that they know are attention-grabbing for their specific audience, like in this Bridgerton x Lick guide. ![8 innovative go-to-market strategy examples Lick Paint Bridgerton](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/Screenshot-2024-09-24-at-13.49.42.png) [Image source](https://www.lick.com/uk/blog/bridgerton-colour-palettes) **Sustainability**: By building sustainability into their core mission –for instance, they use 100% recyclable packaging and work with various national and global charities – Lick appeals to environmentally conscious consumers. This cleverly also correlates with their target audience, further boosting customer loyalty and advocacy. **Collaborations**: Lick's collaboration with M·A·C for their 40th anniversary on the shade ‘Black 40’ in both paint and lipstick, shows how they leverage partnerships to create unique, bold, limited-edition products that generate buzz, going above and beyond competition. Lick's strategy works because it addresses the most common pain points in home decoration – uncertainty and lack of confidence. By providing education and support, they're not just selling paint, they're selling the confidence to transform your space and express yourself. [The biggest mistakes companies make post launchProduct launches are tough. They take up time, energy, and expensive resources. We’re seeing a lot of companies wrestling with post-launch success, so let’s talk about the biggest mistakes you can make post-launch and how you can turn them around for your GTM strategy.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-11.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/Product-launch-mistakes.jpg)](https://www.gotomarketalliance.com/the-biggest-mistakes-companies-make-post-launch-and-how-to-fix-them/) ## **Example 2: Canva** Canva, the graphic design platform, has crafted a go-to-market strategy that's as creative as the tools it offers. Their approach focuses on empowering users and making design accessible to everyone. ### **Why their go-to-market strategy works:** **User-centric campaign**: Canva's "Love Your Work" campaign features actual Canva users, showcasing how the platform helps them achieve their professional goals. This approach not only highlights the product's capabilities but also creates relatable content for potential users. ![8 innovative go-to-market strategy examples Canva](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/Love-Your-Work-Canva-HERO.jpg) [Image source](https://www.canva.com/love-your-work/) **Addressing its target audience’s problems**: By tapping into the issue of low workplace engagement (only [33% of US workers](https://www.gallup.com/workplace/608675/new-workplace-employee-engagement-stagnates.aspx) feel engaged with their work), Canva positions itself as a solution to make work more enjoyable and fulfilling, providing reasons to believe in their product. **Continuous innovation**: Canva regularly introduces new features and redesigns its user experience to meet evolving user needs. They even hosted a "Canva Create 2024: Work Redesigned" event to showcase this redesigned experience and new tools, generating additional excitement and buzz. ![8 innovative go-to-market strategy examples Canva](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/f69103cf75d98d45bbfe73b7068f4b14.jpeg) [Image source](https://www.google.com/url?sa=i&url=https%3A%2F%2Ffinance.yahoo.com%2Fnews%2Fcanva-goes-adobe-users-tools-163000328.html&psig=AOvVaw30JUS%5FMXB3LYx0z4GlvBcA&ust=1727287025939000&source=images&cd=vfe&opi=89978449&ved=0CBcQjhxqFwoTCKixuOKT3IgDFQAAAAAdAAAAABAJ) **Multi-channel marketing**: Canva uses various channels for its marketing efforts, including social media teasers, email campaigns, and blog posts. This multi-pronged approach ensures wide reach and engagement. **Freemium model**: By adopting a [freemium model](https://www.gotomarketalliance.com/product-pricing-playbook/), which allows users to try the platform before committing to a paid plan, Canva reinforces its message and value of making design accessible for all. Canva's strategy works by addressing a clear market gap – the need for easy-to-use design tools for non-professionals. By continually innovating and showcasing real user success stories, they maintain their position as a go-to solution for everyday design needs. [Identifying market opportunityMarket opportunities are favorable circumstances that arise from various factors, such as changing consumer preferences, emerging technologies, and shifting industry trends. Identifying market opportunities allows businesses to align their offerings with customer needs and stay ahead of competitors.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-8.png)GTM AllianceRebecca Madro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/daniel-spilka--6FnCzLt3DE-unsplash--1-.jpg)](https://www.gotomarketalliance.com/identifying-market-opportunity/) ## **Example 3: Modibodi** Modibodi, a brand specializing in leak-proof period underwear and swimwear, has crafted a bold and attention-grabbing go-to-market strategy that challenges societal taboos and empowers. ### **Why their go-to-market strategy works:** **Myth-busting campaigns**: Modibodi's ingenious campaign featuring a freediver swimming with tiger sharks while on her period directly addresses and debunks common myths about menstruation. This bold approach generates conversation and breaks down barriers. ![8 innovative go-to-market strategy examples Modibodi](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/Modibodi_Shark-Week_KV_Final71.jpg) [Image source](https://www.google.com/url?sa=i&url=https%3A%2F%2Fcampaignbrief.com%2Fmodibodi-puts-its-anti-leak-period-swimwear-to-the-ultimate-test-in-shark-filled-waters-in-bold-new-campaign-via-fabrictbwa-sydney%2F&psig=AOvVaw3LzpUHr1RpKtlJA%5FbnEjMK&ust=1727362809307000&source=images&cd=vfe&opi=89978449&ved=0CBcQjhxqFwoTCKCd8Iau3ogDFQAAAAAdAAAAABAE) **Addressing real concerns**: The campaign was launched after a survey revealed that nearly 1.5 million menstruators believe they can't swim on their period. By addressing this misconception quite literally head-on, Modibodi positions itself as a solution to a real problem. The brand uses survey data regularly to highlight the need for its products and to drive its marketing messages. This approach lends credibility to their claims and helps potential customers relate to the issues they're addressing. **Empowering and educating**: The campaign replaces fears and myths surrounding menstruation with an empowering message, encouraging people to engage in their everyday activities regardless of their menstrual cycle. By making ‘*Rewriting the rules of our periods ruling us*’ their key slogan, they center empowerment at the core of their brand. They also effectively harness social media to further this goal of empowerment and education, with a wealth of resources physically demonstrating how their products work. ![8 innovative go-to-market strategy examples Modibodi](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/Screenshot-2024-09-25-at-16.02.40.png) [Image source](https://www.instagram.com/reel/C%5FPjw47vLNl/?utm%5Fsource=ig%5Fweb%5Fcopy%5Flink&igsh=MzRlODBiNWFlZA==) Their use of social media also proves how laser-focused they are on their target audience – adults and younger people looking for an easier, more accessible, and sustainable solution to periods. Using clear bright infographics, informative videos, and stylish photoshoots, they work to both remove shame and secure their audience’s trust and engagement. **Timing and relevance**: Launching the campaign during 'Shark Week' was a clever move, leveraging a popular cultural event and outdated period euphemism to maximize visibility and impact. They know their audience well and heavily use memes and trending relevant humor to appeal to this audience. **Powerful collaborations**: By working with a marine biologist and freediver, Brinkley Davis, Modibodi adds credibility to their campaign and reaches a potentially new wider audience interested in marine life and extreme sports. Modibodi's partnership with PUMA to create period activewear also addresses the issue of girls leaving sports due to period-related concerns. This initiative opens up conversations and reinforces Modibodi’s position as a brand that supports and empowers. Modibodi's strategy works because it boldly addresses taboo subjects, creating conversation and awareness around menstruation. By positioning their products as solutions to real problems faced by menstruators in various aspects of life - from swimming to sports - they appeal to a broad audience seeking practical, empowering solutions. Their partnerships and data-driven approach further strengthen their message and market position. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/GTM_Membership_Email_Banner_--1--1.png)](https://docs.google.com/spreadsheets/d/1OFtxO1Z8bvjXbFt24BuvZLWPMEVj-yV7vU3Lp0rKN2g/edit?ref=gotomarketalliance.com&gid=575077601#gid=575077601) ## **Example 4: TALA** TALA, an activewear brand, has developed a highly successful go-to-market strategy that focuses on sustainability, accessibility, and [community engagement](https://www.gotomarketalliance.com/guide-to-customer-and-community-engagement-playbook/). ### **Why their go-to-market strategy works:** **A clear mission**: TALA's mission to make consciously-made active and off-duty styles accessible and inclusive without sacrificing performance or fit resonates with environmentally and fashion-conscious consumers. **Problem-solution approach**: The brand addresses a clear [market gap](https://www.gotomarketalliance.com/how-to-use-a-competitive-gap-analysis-to-blast-past-your-competitors/) – the lack of environmentally and socially conscious stylish activewear at competitive prices. This positioning appeals to consumers who want to make more sustainable choices without compromising on quality or budget. It also stays inclusive with its sizes, ranging from a 2XS to a 4XL. **Founder-led brand**: TALA leverages the influence of its founder, Grace Beverley, who is actively involved in brand promotion and customer engagement. This personal touch adds authenticity to the brand. **Experiential marketing**: The brand's pop-up events, like the one in Soho during New York Fashion Week, allow customers to experience the brand in person. Offering free coffee and discounts creates a positive association with the brand. The New York pop-up event was also part of TALA's strategy to expand into the US market, showing how the brand thoughtfully approaches [new market entr](https://www.gotomarketalliance.com/regional-pmm-to-accelerate-growth-in-new-markets/)[y](https://www.gotomarketalliance.com/regional-pmm-to-accelerate-growth-in-new-markets/). ![8 innovative go-to-market strategy examples TALA](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/Screenshot-2024-09-25-at-16.04.59.png) [Image source](https://www.instagram.com/p/C%5FvQnKPoeIa/?utm%5Fsource=ig%5Fweb%5Fcopy%5Flink&igsh=MzRlODBiNWFlZA==) **Community focus**: TALA emphasizes listening to their community and developing products based on customer needs and wants, from sizing and materials to items and colors. This customer-centric approach helps build brand loyalty. **Social media engagement**: The brand uses platforms like TikTok to share behind-the-scenes content, making the brand feel more relatable and transparent to its largely young, female audience. It then harnesses the aesthetic-focused nature of Instagram to use this platform for stylish, fashion and lifestyle-focused content, to further attract and engage this audience. ![8 innovative go-to-market strategy examples TALA](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/Screenshot-2024-09-25-at-16.07.56.png) [Image source](https://www.instagram.com/p/C%5FdmFqwIT53/?utm%5Fsource=ig%5Fweb%5Fcopy%5Flink&igsh=MzRlODBiNWFlZA==) TALA's strategy works because it aligns with growing consumer demand for sustainable, ethical products without compromising on style or performance. By creating experiences, engaging with their community, and maintaining transparency, TALA builds trust and loyalty among its target audience and furthers brand integrity. ## **Example 5: Slack** Slack, the popular workplace communication platform, has implemented a go-to-market strategy that focuses on user experience, continuous innovation, and a [strong value proposition](https://www.gotomarketalliance.com/how-to-build-a-value-proposition-for-go-to-market/). ### **Why their go-to-market strategy works:** **Freemium model**: Unlike competitors that offer limited free trials, Slack provides a genuinely free version with the option to upgrade for more features. This approach allows users to experience the product's value before committing financially. **Continuous improvement**: Slack maintains a commitment to innovation, keeping its product relevant and competitive through constant iteration and improvement. They also do this by regularly adding new features to enhance effectiveness, such as Slack AI, to combat information silos and decision-making difficulties. By doing this Slack not only positions itself at the forefront of workplace technology trends but proves its dedication to innovation. ![8 innovative go-to-market strategy examples Slack](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/Screenshot-2024-09-25-at-16.10.27.png) [Image source](https://www.instagram.com/p/C6EKwMar1XO/?utm%5Fsource=ig%5Fweb%5Fcopy%5Flink&igsh=MzRlODBiNWFlZA==) **Customer-centric approach**: Slack prioritizes customer feedback, by actively listening to users and adjusting the product accordingly. This approach builds trust and ensures the platform meets real user needs. Slack's dedicated 'Customer Stories' page showcases how major clients use the platform, providing social proof and demonstrating the product's versatility across different business needs. **Multi-channel social media strategy**: Slack also tailors its content to different social media platforms, showing a niche understanding of each platforms aim and audience: - **LinkedIn**: Sharing product updates and recent events, aligning with the platform's professional nature. - **Instagram**: Posting educational and fun content, with a focus on reels. - **YouTube**: Providing informative content like step-by-step guides, customer stories, and security features. **Problem-solution marketing**: Slack's marketing often highlights how the platform solves common workplace problems. For example, their hilarious ‘[Big Meeting](https://www.youtube.com/watch?v=a-uFTOioy8s)’ campaign – showing how Slack huddles can replace pre-meeting meetings – demonstrates the product's efficiency benefits. Slack's marketing also often cites research on workplace inefficiencies and issues relevant to its target audience to highlight the need for its solution. ![8 innovative go-to-market strategy examples Slack](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/Screenshot-2024-09-25-at-16.09.57.png) [Image source](https://www.instagram.com/p/C9h6sZ1tpTj/?utm%5Fsource=ig%5Fweb%5Fcopy%5Flink&igsh=MzRlODBiNWFlZA==) Slack's strategy works because it combines a strong, user-friendly product with effective marketing that highlights real workplace problems and solutions. By showcasing customer success stories, providing a freemium model, and continuously improving based on user feedback, Slack has built a loyal user base. [The key to a stellar product launch: Sticking to the storyCross-functional alignment is crucial when launching a product. Dave Chase shares his top tips for aligning your teams on product messaging.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-10.png)GTM AllianceDave Chace![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/stellar-product-launch-messaging.png)](https://www.gotomarketalliance.com/the-key-to-a-stellar-product-launch/) ## **Example 6: REFY** REFY, a popular beauty brand, has crafted a winning go-to-market strategy that focuses on simplicity, quality, and community engagement. ### **Why their go-to-market strategy works:** **Community-driven product development**: The brand actively listens to their community and develops products based on their needs and wants. This approach ensures that their products resonate with their target audience, building loyal customers and advocates. In developing products that solve specific problems for their customers, REFY creates a clear value proposition. **Brand values**: REFY emphasizes creating vegan, cruelty-free products suitable for all skin types and tones. This aligns with growing [consumer demand](https://www.gotomarketalliance.com/mastering-gtm-3-tips-for-leveraging-consumer-and-market-insights/) for ethical and inclusive beauty products. By focusing on creating essential, multifunctional products, REFY appeals to consumers looking for an efficient, streamlined beauty routine. Their focus on simplicity also feeds into their marketing, where they’ve been able to enmesh their brand values by selling a lifestyle of elegance and affordable luxury. ![8 innovative go-to-market strategy examples REFY](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/Screenshot-2024-09-25-at-12.48.04.png) [Image source](https://www.instagram.com/p/DAF8orMuPye/?utm%5Fsource=ig%5Fweb%5Fcopy%5Flink&igsh=MzRlODBiNWFlZA==) **Multi-channel social media strategy**: REFY maintains a strong presence across multiple social media platforms, tailoring their content to each platform's unique characteristics: - **Instagram**: Their primary platform with over 815,000 followers, features a minimalist stylized aesthetic that aligns with their brand identity. - **TikTok**: Used for behind-the-scenes content and trend participation, more heavily involving the brand’s founders, appealing to a younger audience. **Influencer collaboration**: REFY leverages its co-founder, Jess Hunt's influence and works with micro, mid, and macro influencers to share user-generated content across [social media platforms](https://www.gotomarketalliance.com/six-examples-of-social-media-launches-you-need-to-see/). This both increases their discoverability by tapping into each’s audience but also provides trusted reviews, one of the reasons many of their products have gone viral. Also in working with such a wide range of influencers, REFY shows they understand their audience’s desire to see how the products look on all skin types and colors. ![8 innovative go-to-market strategy examples REFY](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/Screenshot-2024-09-25-at-16.13.05-1.png) [Image source](https://www.instagram.com/reel/C8G1MOJCpl6/?utm%5Fsource=ig%5Fweb%5Fcopy%5Flink&igsh=MzRlODBiNWFlZA==) **Experiential marketing**: The brand has expanded into lifestyle experiences with pop-up events like 'REFY The Studio', 'The Exhibition', and the upcoming ‘REFY Café’ in Paris, allowing customers to engage with the brand in person and experience the REFY lifestyle, building relationships and giving back. REFY's strategy works because it combines a clear brand identity with strong community engagement and multi-channel marketing. By focusing on solving real problems for their customers and creating products that align with consumer values, REFY has built a loyal following. [What are the five steps in the consumer buying process?The decision-making process works in tandem with consumer behavior, but what is consumer behavior, and more importantly, why is it applicable to businesses, as well as the consumer?![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-12.png)GTM AllianceLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/consumerbuyingprocess.jpg)](https://www.gotomarketalliance.com/what-are-the-five-steps-in-the-consumer-buying-process/) ## **Example 7: Baggu** Baggu, a reusable bag brand, has implemented a top-notch go-to-market strategy that combines sustainability with style, making eco-friendly choices more appealing to consumers. ### **Why their go-to-market strategy works:** **A clear mission**: Baggu was created to eliminate unnecessary waste through responsible management of deadstock products and fabric. This clear environmental mission appeals to eco-conscious consumers looking to reduce their use of plastic bags. **Functional and stylish**: While the core product is simple, Baggu elevates it by turning their bags into stylish statement pieces. This approach broadens their appeal beyond just environmentally conscious consumers to include fashion-forward customers. As awareness of environmental issues grows, particularly around plastic waste, Baggu positions itself as a stylish solution to a pressing problem. **Collaborations**: Baggu partners with artists, designers, and iconic names to create unique, limited-edition collections that continually sell out. Their recent collaboration with Peanuts, for example, has been generating major buzz and attracting new customer segments. ![8 innovative go-to-market strategy examples Baggu Peanuts](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/Screenshot-2024-09-25-at-16.14.43.png) [Image source](https://www.instagram.com/reel/C-K4mHdJAWz/?utm%5Fsource=ig%5Fweb%5Fcopy%5Flink&igsh=MzRlODBiNWFlZA==) **Visual marketing**: Baggu's products are visually interesting and eye-catching, making them perfect for promotion on visual-centric platforms like Instagram and TikTok, engaging customers to build their own Baggu collections. **Versatility**: Baggu's products are known for their versatility, which forms a major part of their marketing and social media strategy. Their bags can be used for shopping, as fashion accessories, for travel, and more, increasing their appeal and usefulness to consumers. ![8 innovative go-to-market strategy examples Baggu](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/Screenshot-2024-09-17-at-16.56.30.png) [Image source](https://www.instagram.com/baggu/) Baggu's strategy works because it transforms an eco-friendly product into a desirable fashion accessory. By combining sustainability with style and leveraging collaborations with artists and influencers, Baggu has created a brand that appeals to both environmentally-conscious consumers and fashion-forward individuals. This approach allows Baggu to stand out in the crowded reusable bag market and attract a diverse customer base. [Product Marketing from Startups to Corporate: Insights from a Career CoachCareer coach Hope Chauland, discusses her career path as a PMM from the start-up world to the corporate landscape.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-9.png)GTM AllianceHope Chauland![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/social--Product-Marketing-from-Startups-to-Corporate-Insights-from-a-Career-Coach.png)](https://www.gotomarketalliance.com/product-marketing-from-startups-to-corporate/) ## **Example 8: Marks & Spencer (M&S)** Marks & Spencer, a well-established British retailer, has implemented a go-to-market strategy for its clothing line that focuses on modernization, sustainability, and successfully appealing to a new younger demographic. ### **Why their go-to-market strategy works:** **Sustainability initiatives**: M&S has introduced a dedicated clothing repair service in partnership with SOJO. This initiative addresses the growing consumer demand for sustainable fashion options and services that help reduce carbon footprints. The new repair service also builds on M&S's successful pre-established clothes donation scheme with Oxfam, showing a consistent commitment to sustainability and social responsibility. ![8 innovative go-to-market strategy examples M&S](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/MS-repair-sojo-min-1024x683.jpg) [Image source](https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.drapersonline.com%2Fnews%2Fms-launches-repair-service-with-sojo&psig=AOvVaw3GN8cx0LbZ-PkSrF7wAFwe&ust=1727354459951000&source=images&cd=vfe&opi=89978449&ved=0CBcQjhxqFwoTCNCv7f-O3ogDFQAAAAAdAAAAABAE) **Targeting younger audiences**: M&S has pivoted to appeal to a younger audience who use social media for fashion inspiration and want higher quality fashion at affordable prices. This strategy helps the brand stay relevant and attract new customers. Their environmental and charity-focused positioning also aligns with the values of younger generations who care about sustainability and want to move away from fast fashion. **Leveraging social media and UGC**: By harnessing social media and UGC, aided by new collections that cater to new trends and younger styles, M&S has managed to create both viral products and loyal fans that await each new collection. ![8 innovative go-to-market strategy examples M&S](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/Screenshot-2024-09-25-at-13.49.10.png) [Image source](https://www.tiktok.com/@elinorcharlotteb/video/7405151819254566176?is%5Ffrom%5Fwebapp=1&sender%5Fdevice=pc&web%5Fid=7392647434009249313) **Balancing heritage and innovation**: M&S's strategy balances its heritage as a trusted quality British retailer with innovation in sustainability and on-the-pulse fashion. This approach helps retain loyal customers while attracting new ones. M&S's strategy succeeds by addressing several key market trends simultaneously. By focusing on sustainability, appealing to younger audiences, and leveraging social media and UGC, M&S is repositioning itself as a modern, responsible retailer while maintaining its core values and existing customer base. ## **Conclusion** As we've seen from these diverse examples, a successful go-to-market strategy is about more than just having a great product or service. It's about understanding your market, knowing your audience, and creating a plan that resonates with them on multiple levels. From Lick Paint's emphasis on customer education to Canva's user-centric approach, and from Modibodi's myth-busting campaigns to TALA's focus on sustainability, each of these brands has found unique ways to connect with their target customers and stand out in crowded markets. Key takeaways for a successful go-to-market strategy include: 1. Know your audience inside and out 2. Align your strategy with your brand values 3. Use multiple channels to reach and engage customers 4. Leverage user-generated content and community-building 5. Continuously innovate and adapt based on customer feedback As you develop your own go-to-market strategy, take inspiration from these examples, but don't forget to inject your own brand's unique personality and values. With careful planning, creativity, and a willingness to adapt, you can create a strategy that not only launches your product successfully but also builds a strong foundation for long-term growth. --- ### Are you ready to take your go-to-market strategy to the next level? Grab your copy of our handy tried-and-tested go-to-market strategy template today! [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/GTM_Membership_Email_Banner_--1-.png)](https://docs.google.com/spreadsheets/d/1OFtxO1Z8bvjXbFt24BuvZLWPMEVj-yV7vU3Lp0rKN2g/edit?ref=gotomarketalliance.com&gid=575077601#gid=575077601) ### Product marketing from startups to corporate: Insights from a career coach URL: https://www.gotomarketalliance.com/product-marketing-from-startups-to-corporate/ Last updated: 2024-10-01T14:28:30.000Z *This article was adapted from Hope's GTM FM episode, listen to the full conversation* [*here*](https://media.thealliance.io/podcast/gtma-gtm-fm/?wchannelid=dmf15kwmj1&wmediaid=reuz332yvm)*.* --- The last decade’s been quite a journey. > **I’ve been there.** Having once been in a position years ago trying to establish my first Product Marketing job title, I understand the challenges of ‘the PMM pathway’ and helping highlight your transitional skills to both yourself and a prospective employer. Even if you’re an experienced marketer. Once you do get that first sweet role (and official job title!!) you celebrate your success but then suddenly find yourself feeling like a bit of an imposter as the new overwhelmed PMM seeking guidance. Particularly when you’re a founding product marketer (which I have been 5 times over!) Then, before you know it, you’re in your stride, craving new growth and learning opportunities. **I’ve also moved around. *A lot.*** My journey has taken me from across many startups and a global tech giant where I’ve had to learn to craft a personal narrative, impress with my CV, and confidently take on interview loops with multiple stakeholders. I've also had the privilege of working across continents, which wasn’t easy as a first-time mum of twin girls! During my early years of motherhood, I first cut my teeth in the tech scenes of Canada and America before returning to the UK to work with different tech startups. Most recently, I held a Senior Manager position in Product Marketing at Microsoft. --- [The challenges of global Go-to-Market strategiesThe last mile of Go-to-Market. You’ve done all the product market fit, all the planning, the messaging and the positioning, and you want to get them in the hands of your sales team. Obviously, there are many challenges when you’re thinking about doing this globally.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/07/globalgtm.jpeg)](https://www.gotomarketalliance.com/the-challenges-of-global-go-to-market-strategies/) --- **So, as you can imagine, I’ve really had to adapt throughout my career.** Due to my journey I can relate to the ‘roll your sleeves up’ attitude in a start-up scene with one or two products to then navigating corporate complexities whilst owning a suite of 10 products! I know that at the end of the day, we all want to do a good job, learn, add value, feel seen, and get fairly compensated. My personal experience has taught me that it’s all achievable and that guidance is invaluable for confidence. As someone who prioritizes my personal development and supporting the growth of others, I'm excited to share with you the insights I've gained from startup vs corporate. I'll take you through: - [The stark contrasts and surprising similarities between product marketing in startups and corporate environments,](https://www.gotomarketalliance.com/product-marketing-from-startups-to-corporate/#from-startup-to-corporate) - [The skills that have served me well in both settings](https://www.gotomarketalliance.com/product-marketing-from-startups-to-corporate/#skills-across-different-environments), - [The challenges of collaboration I've faced](https://www.gotomarketalliance.com/product-marketing-from-startups-to-corporate/#collaboration-in-startups-vs-corporate), - [And how my approach to strategy and execution has evolved](https://www.gotomarketalliance.com/product-marketing-from-startups-to-corporate/#reactive-vs-proactive-approaches-to-strategies). Whether you're just starting out in product marketing or you're considering a change, I hope my experiences and reflections can offer you some practical wisdom and inspiration. So, let's dive in. ## From startup to corporate I've been in marketing for a decade now, which is crazy to say. I used to hear people say that and think, "I can't wait till I can say I've been in for ten years." Product marketing has been a huge part of my journey, with go-to-market naturally coming into play because I'm very people-oriented. I've worked with people across different departments - whether they're engineers, channel and partner specialists, or sales and marketing professionals - and I've learned to work with these different teams (who might only really care about their KPIs and milestones) and get them to align to one objective. So, I’d say, when it comes to the different types of Product Marketers, I’m definitely a cross-functional collaborator. [How to lead a cross-functional go-to-market strategyLeading a cross-functional go-to-market strategy is a multifaceted challenge. But fear not! I’m here to guide you through it with tried-and-true tips and strategies that have served me well in leading successful go-to-market launches.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceErik Mansur![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/08/Who-leads-the-go-to-market-process-at-your-company--3---1-.png)](https://www.gotomarketalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/) ## Skills across different environments After a few years working for various tech startups, I had the opportunity to work for a global corporation—not just any global company, but one of the biggest software companies in the world. So, I've really loved seeing the whole scope from start to finish. In the startup scene, the skills that stood out the most were working with different types of people and wearing many hats. One week, I could be a copywriter, and the next, a strategist. After that, I might be designing a product's look and feel. > It's about having a real can-do attitude and being comfortable with ambiguity. You need to be able to take an objective and figure out what needs to be done, how to start, where to start, and how to align – it's almost like project management. In the corporate world, I experienced a bit of a culture shock. I went from wearing many hats and constantly executing to taking on more of a specialist role, which I’d describe as the Chief Operating Officer role for my product. With the privilege of having armies of resources, big budgets, and teams, I suddenly needed to remove myself from being an individual contributor and take a bird's-eye, business-first view. I had to think about monthly revenue, year-over-year comparisons, resource allocation, and reporting back to headquarters. The skill set that really drew my hiring manager at Microsoft to me was the fact that I'd done it all. I hadn't just learned about business; I'd executed across different role types as a product marketing manager. It was my time to work from a business strategy perspective with that lens. [The roles and responsibilities of your Go-to-Market teamA recurring theme in Go-to-Market is the concept of working closely with diverse teams. A collaborative effort from your central teams (marketing, product, sales, etc.) means you’ve got a unique perspective on and view of every stage of your GTM. But who exactly do you need on your GTM team?![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/02/mitchell-luo-H3htK85wwnU-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-roles-and-responsibilities-of-your-go-to-market-team/) ## Collaboration in startups vs. corporate So, how you collaborate will change depending on whether you’re in a startup or working at a more established company. In a startup, I had the privilege of walking into an office space and seeing everyone - engineering, sales, product team, and even the founders. That direct, instant visibility and accessibility was huge for my collaboration style. I could easily grab a coffee, know everyone on every team, understand their work styles, and who reported to whom. It was very direct and communal. > Moving into a global corporation, especially working remotely for the first year, **was a different story**. Suddenly, I was dependent on building my network without seeing everyone. We're no longer talking about small teams, but hundreds of thousands of people in each organization. I had to take my orchestration skills to the next level, identifying decision-makers in each organization, introducing myself as reliable, and bringing them into what we called a "virtual unit." In corporate, I understood the value of building your network and influence. That means building your visibility and credibility and learning to self-promote since you can't see and access everybody like you can in most startups. [The key to a stellar product launch: Sticking to the storyCross-functional alignment is crucial when launching a product. Dave Chase shares his top tips for aligning your teams on product messaging.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceDave Chace![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/stellar-product-launch-messaging.png)](https://www.gotomarketalliance.com/the-key-to-a-stellar-product-launch/) ## Hiring process differences Naturally, in the same way you’d collaborate with your teams differently, the necessary skills expected from employees will also differ depending on where you work. So, in the startup world, job descriptions tend to be more characteristic, asking for qualities like a can-do attitude, collaboration skills, and willingness to wear many hats. They're looking for someone adaptable and versatile. On the other hand, corporate job descriptions are more structured around education level, specialization (by industry or product type), seniority, and years of experience. They're looking for more specialized and experienced candidates, though this is slowly changing in corporations. ## Reactive vs. proactive approaches to strategies I was very reactive early in my career, wanting to be valuable and deliver. I was receiving requests and then figuring out how to output things. However, I quickly learned that because of limited resources and time, I had to build my character and skill set to prioritize, say no to things, and build business cases for why we're doing certain things and not others. In corporate, the structure was there like a huge runway in front of me. We're talking 12-month plans, discussing our strategy, why that's our strategy, and how we'll execute it down to tactics across 12 months. After years in the startup world, it felt like a dream. However, the disadvantage was that my reactive, resourceful, agile side didn't have much room. If I had a big idea or saw an opportunity in the market, I couldn't just spin up a webinar and start testing that theory like I would at a startup. I would need to build my business case, talk to big teams, submit my case, wait for feedback, and then elevate things up to decision-makers. [5 strategies to increase your market shareIncreasing your market share can seem daunting, but if you don’t do it, your competitors surely will. In this article, we’ll explore five proven strategies to help you claim your place in the market. From understanding your target audience and the power of SEO, we’ll dive into practical tips.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceAmelia Wilson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/05/GTM_Framework_Post-Launch_.jpg)](https://www.gotomarketalliance.com/five-strategies-to-increase-market-share/) ## Personal growth and challenges In the startup world, I had to be comfortable leading without authority. I had to step out of my comfort zone to advise founders and senior stakeholders on their products, which were like their babies. In corporate, my biggest growth area was business acumen. I wasn't an MBA or a businessperson, but I worked with many of those people. I had to quickly become proficient in things like Excel wizardry and know my numbers, which used to be the CEO's or CFO's problem in a startup. My public speaking skills also improved dramatically. I went from doing webinars in the startup scene to being a keynote speaker for Microsoft, speaking in front of hundreds or thousands of people. That was phenomenal growth for me. ## Looking forward After a decade in product marketing, I'm now focusing on three areas: continuing my coaching and mentoring of product marketing managers, keeping a foot in the corporate door as an associate coach, and consulting for B2B SaaS startups. > My key takeaway for others is this: You can still navigate and proactively take control of where you want to go next. It's about putting building blocks in place. Career pivots can be scary, but take what you know and work from there. Wherever you're at now is totally fine. You can design from now, even if you're not fresh out of college or you're approaching your 50s and already a VP. Give yourself permission to evolve and grow, no matter where you are in your career journey. I can truly say I feel alignment now between my work experience, career navigation, and my purpose. I'm committed to my clients’ personal and professional growth by offering them a safe space to check-in, chat, feel supported, and grow in their role with the type of tailored partnership and guidance I wish I’d had along the way! 💬 Feel free to connect with me on [LinkedIn](https://www.linkedin.com/in/hope-chauland/) or in the [GTM slack community](https://www.gotomarketalliance.com/join-the-gtm-slack-community/) if you’d like to chat! ### 5 critical mistakes to avoid when building a world-class sales enablement function URL: https://www.gotomarketalliance.com/5-critical-mistakes-to-avoid-when-building-a-world-class-sales-enablement-function/ Last updated: 2025-01-07T16:03:14.000Z Learn from Western Union's Former SVP, Rebecca Mann Kelly, the key mistakes to avoid when building a world-class sales enablement function _This post is for paying subscribers only._ ### Fueling revenue growth with the GTM funnel URL: https://www.gotomarketalliance.com/fueling-revenue-growth-with-the-gtm-funnel/ Last updated: 2024-09-10T14:00:23.000Z In today's competitive market, businesses need to understand and optimize their [go-to-market (GTM) strategies](https://www.gotomarketalliance.com/ultimate-guide-to-building-a-gtm-strategy/) to drive revenue growth effectively. Central to this strategy is the GTM funnel, which maps out the buyer journey from awareness to purchase and beyond. By adopting best practices at each stage of the funnel, companies can enhance their customer acquisition, retention, and ultimately, revenue growth. Here’s a deep dive into the GTM funnel and the best practices to maximize its potential. ## Understanding the GTM funnel The GTM funnel, also known as the buyer journey funnel, encompasses all the stages a potential B2B customer goes through before making a purchase. It’s crucial to understand these stages to tailor marketing and sales efforts that meet buyers' needs and expectations at each step. ### Stages of the GTM funnel **1\. Awareness:** A mid-sized software company realizes it has issues with data security and becomes aware of the need for a more robust cybersecurity solution. The buyer, typically an IT manager, identifies the problem. **2\. Research:** The buyer begins researching various cybersecurity solutions, gathering information through whitepapers, webinars, and industry reports to understand the different options available. **3\. Consideration:** The buyer, along with the IT team, shortlists several cybersecurity vendors, comparing features, pricing, and customer reviews to determine which solution best fits their requirements. **4\. Decision:** After thorough evaluation, the buyer decides to go with a particular cybersecurity provider, negotiating terms and finalizing the purchase. **5\. Post-purchase:** The buyer's company implements the cybersecurity solution, monitors its effectiveness, and evaluates customer support. Based on their experience, the buyer decides whether to renew the contract or consider alternatives in the future. [Improving the customer journey with affiliate marketingBy blending affiliate marketing into your overall strategy, you can craft a cohesive, engaging experience that guides customers from awareness to purchase and beyond. Let’s explore some ways this is true.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceSonu Bubna![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/GTM_Sharing_Article_Images_Author-Text.png)](https://www.gotomarketalliance.com/improve-the-customer-journey-with-affiliate-marketing/) ## Best practices for each stage To effectively guide potential buyers through the GTM funnel, it is essential to adopt best practices tailored to each stage of the [buyer journey](https://www.gotomarketalliance.com/your-ultimate-guide-to-improving-customer-journeys/). These practices help in addressing the specific needs and behaviors of buyers, ensuring a smooth transition from awareness to post-purchase. By implementing these strategies, businesses can enhance customer engagement, improve conversion rates, and drive sustainable revenue growth. Let’s explore the best practices for each stage of the GTM funnel: ### Awareness: Capturing attention - **Content marketing**: Create valuable [content](https://www.gotomarketalliance.com/content-led-go-to-market-a-case-study-with-gaston-tourn/) that addresses common pain points and educates potential customers. Blogs, infographics, and social media posts are effective tools. Understanding and utilizing detailed buyer personas is essential for creating content that resonates with your target audience. - **SEO optimization**: Ensure your content is easily discoverable by optimizing it for search engines. Use relevant keywords and maintain a strong online presence. High-quality content not only attracts prospects but also positions your brand as a thought leader in the industry. - **Branding**: Establish a strong brand identity that resonates with your target audience and makes your product or service memorable. Consistent branding across all channels builds trust and recognition. ### Research: Providing value - **Educational resources**: Offer whitepapers, eBooks, webinars, and detailed guides that help prospects understand their problems and the potential solutions. These resources should be aligned with the buyer personas to address specific pain points and needs. - **Customer reviews and testimonials**: Showcase positive reviews and [testimonials](https://www.gotomarketalliance.com/how-case-studies-can-elevate-your-content-led-gtm-approach/) to build credibility and trust with potential customers. Real-life success stories demonstrate the value of your product. - **Interactive tools**: Implement calculators, quizzes, and assessment tools that engage users and provide personalized insights. These tools can help prospects see the direct benefits of your solutions. [Why you need a Go-to-Market playbookIf you’re starting from scratch every time you go into a Go-to-Market cycle you’re wasting a lot of time and resources. You also risk miscommunication between stakeholders who are unsure which process to follow.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2022/11/gtmplaybook.jpg)](https://www.gotomarketalliance.com/why-you-need-a-go-to-market-playbook/) ### Consideration: Highlighting differentiators - **Comparative content**: Develop comparison charts and [competitor analysis](https://www.gotomarketalliance.com/how-competitive-intelligence-can-improve-your-go-to-market-strategy/) to highlight the unique benefits of your product or service. Providing clear comparisons helps prospects make informed decisions. - **Case studies**: Share in-depth case studies that demonstrate how your solutions have successfully addressed similar challenges for other customers. According to [Jeff Everton-Leyef](https://www.linkedin.com/pulse/unlocking-growth-power-revenue-enablement-your-strategy-jeff-everton-leyef/), Sr. Manager, Sales Enablement at CDK Global, showcasing measurable outcomes from previous clients can significantly influence the decision-making process. - **Free trials/demos**: Offer free trials or product demos to allow prospects to experience the value of your product firsthand. Hands-on experience can be a decisive factor for many buyers. ### Decision: Simplifying the purchase - **Clear CTAs**: Use clear and compelling calls-to-action (CTAs) that guide prospects towards making a purchase. Make the next steps obvious and easy to follow. - **Personalized offers**: Provide personalized discounts or offers based on the prospect's behavior and preferences. Personalization can increase conversion rates by making the offer more relevant. - **Easy purchase process**: Simplify the checkout process with a user-friendly interface and multiple payment options. A smooth, hassle-free purchase experience can reduce cart abandonment. ### Post-Purchase: Ensuring satisfaction - **Onboarding**: Provide a seamless [onboarding process](https://www.gotomarketalliance.com/why-you-need-to-nail-your-customer-onboarding-process-and-how-to-do-it/) to help new customers get started with your product or service. Effective onboarding can enhance customer satisfaction and reduce churn. - **Customer support**: Offer exceptional customer support to address any issues and ensure customer satisfaction. Proactive customer support can turn a one-time buyer into a loyal customer. - **Loyalty programs**: Implement loyalty programs and regular follow-ups to encourage repeat business and build long-term relationships. Recognizing and rewarding loyal customers fosters ongoing engagement. [How to increase customer retention and and boost loyaltyCustomer retention and customer loyalty are both critical to the success of your products and company dynamic. Discover which methods you can use to retain more customers and why it’s so important.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/07/Screenshot-2023-07-24-at-17.04.38.png)](https://www.gotomarketalliance.com/how-to-increase-your-customer-retention-rate-and-boost-loyalty/) ## Connecting revenue growth to the GTM funnel Revenue growth is all about increasing a company’s sales over time. It’s a vital sign of how well a business is doing financially and how it’s performing overall. There are several ways to achieve revenue growth, such as selling more products, raising prices, entering new markets, and launching new offerings. ### Key metrics for measuring revenue growth - **Year-over-year growth**: Compares revenue from one period to the same period the previous year. - **Compound annual growth rate (CAGR)**: Calculates the average annual growth rate of revenue over a specific time frame. - **Customer lifetime value (CLV)**: Estimates the total revenue a business can expect from a single customer over the duration of their relationship. - **Average revenue per user (ARPU)**: Measures the revenue generated per user or customer. [The most essential Go-to-Market metrics and how to track themAny product launch depends on whether your teams can come together and establish where there’s space to improve. The best way to gauge if your teams are on track? Looking at the right metrics. In this article, we go through some of GTM’s essential metrics and why they matter when making decisions.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/05/GTM_Framework_Pre-Launch_8.jpg)](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/) ### How the GTM funnel drives revenue growth The GTM funnel, also known as the buyer journey funnel, is a strategic model that outlines the stages a potential customer goes through, from becoming aware of a product to making a purchase and beyond. Each stage offers opportunities to engage and influence buyers, ultimately driving revenue growth. - **Awareness stage**: Effective marketing strategies that increase brand visibility can attract more potential customers, filling the top of the funnel and boosting revenue potential. - **Research and consideration stages**: Providing valuable content and highlighting what makes your product unique helps nurture leads and move them through the funnel more efficiently, increasing the likelihood of conversion. - **Decision stage**: Making the purchase process simple and offering personalized incentives can improve the buyer experience, leading to higher conversion rates and increased revenue. - **Post-purchase stage**: Delivering excellent customer support and implementing loyalty programs ensure customer satisfaction, encouraging repeat business and increasing the lifetime value of each customer. ​​By optimizing each stage of the GTM funnel, businesses can better attract, engage, and convert prospects into loyal customers, thereby driving sustainable revenue growth. [What can you achieve with revenue marketing?‘But what do you actually do for a living?’ If you’re in marketing, that’s probably a question you’re familiar with. It’s a broad discipline, and explaining what we actually do on a daily basis can be hard. In no small part because ‘marketing’ isn’t really the job, we all have our specialism.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/04/revenuemarketing.jpg)](https://www.gotomarketalliance.com/what-can-you-achieve-with-revenue-marketing/) ## Driving revenue growth through the GTM funnel Optimizing each stage of the GTM funnel is essential for driving revenue growth. Here are some additional best practices to consider: ### Data-driven decisions **Analytics**: Use [analytics](https://www.gotomarketalliance.com/the-product-managers-guide-to-embedded-analytics-users-love/) to track customer behavior and funnel performance. Identify drop-off points and areas for improvement. Regularly analyze data to make informed decisions and optimize strategies. **A/B testing**: Conduct A/B testing on different marketing strategies to determine what works best for your audience. Continuous testing and iteration can lead to significant performance improvements. ### Sales and marketing alignment **Collaboration**: Ensure that your [sales and marketing](https://www.gotomarketalliance.com/how-to-achieve-better-alignment-between-product-marketing-and-sales/) teams are aligned in their goals and strategies. Regular meetings and shared KPIs can help maintain alignment. In turn, seamless communication between teams ensures a consistent customer experience. **Consistent messaging**: Maintain [consistent messaging](https://www.gotomarketalliance.com/how-to-ensure-messaging-is-utilized-across-an-organization/) across all channels to provide a unified experience for prospects and customers. Consistency builds trust and reinforces brand identity. ### Continuous improvement **Feedback loop**: Establish a [feedback loop](https://www.gotomarketalliance.com/3-ways-a-product-feedback-loop-can-transform-your-product/) with customers to gather insights and continuously improve your product or service. Actively listening to customer feedback helps in refining offerings and enhancing satisfaction. **Market trends**: Stay updated with market trends and adapt your GTM strategies accordingly. Being responsive to changes in the market can give you a competitive edge. [Building business strategies around market trendsTrends are everywhere and constantly changing. They’re incredibly valuable tools for your product marketers because they allow you to follow new opportunities, consistently change and improve your product, and maintain both your product and your brand as something fresh and exciting.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceCharley Gale![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2022/10/markettrends.jpg)](https://www.gotomarketalliance.com/building-business-strategies-around-market-trends/) ### Utilizing buyer personas **Detailed buyer personas**: Create detailed [buyer personas](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/) to better understand your target audience. This includes demographics, pain points, motivations, and buying behavior. As highlighted by Tanwistha Gope, buyer personas are crucial for tailoring marketing efforts effectively. **Personalized content**: Develop personalized content and marketing strategies that resonate with each buyer persona to improve engagement and conversion rates. Personalized approaches can significantly enhance the relevance and impact of your campaigns. ### Revenue enablement **Revenue enablement strategies**: Implement [revenue enablement](https://www.gotomarketalliance.com/what-is-revenue-enablement/) strategies to ensure that all customer-facing teams are equipped with the right tools and information to drive sales and customer satisfaction. Jeff Everton-Leaf also emphasizes that well-coordinated revenue enablement can streamline processes and boost performance. **Integrated technologies**: Use integrated [technologies](https://www.gotomarketalliance.com/adopting-ai-into-your-go-to-market-tech-stack/) to streamline operations and improve communication between sales, marketing, and customer service teams. Technology integration can enhance efficiency and data sharing across departments. ### Focus on growth stage **Tailored GTM strategies for growth stage**: For growth-stage B2B SaaS startups, tailor your GTM strategies to focus on scaling operations and capturing market share. This includes refining your value proposition, expanding your target market, and optimizing your sales processes. Scalable and adaptable GTM strategies are important for growth-stage companies. **Scalable processes**: Develop scalable processes that can support rapid growth without compromising on quality or customer experience. Scalability ensures that growth can be managed effectively and sustainably. [Competitive strategies for each stage of the company lifecycleIf you’re looking for the right competitive strategy for where your business is at, you’re probably in either the startup, growth, or maturity phase. This article takes a look at which types of competitive strategies you should adopt at each stage of the cycle.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceAlex Walton![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/07/Screenshot-2023-07-03-at-13.01.31.png)](https://www.gotomarketalliance.com/the-best-competitive-strategy-for-each-stage-in-the-business-lifecycle/) ### Buyer journey frameworks **Framework implementation**: Implement buyer journey frameworks to focus your GTM strategy effectively. This involves mapping out the buyer journey, identifying key touchpoints, and optimizing each interaction to drive conversions. Using clear frameworks is crucial in aligning GTM efforts. **Continuous monitoring**: Continuously monitor and refine your buyer journey frameworks based on customer feedback and market trends to ensure they remain effective and relevant. Regular updates ensure that your strategies evolve with changing market dynamics. ## Final thoughts By understanding the GTM funnel and implementing these best practices, businesses can effectively guide prospects through their buyer journey, enhance customer satisfaction, and drive sustainable revenue growth. Remember, the key to success lies in continuously optimizing each stage of the funnel and staying attuned to your customers' needs and behaviors. Mastering the GTM funnel and adopting best practices at each stage is essential for businesses aiming for revenue growth. By focusing on the customer journey, providing valuable content, and aligning sales and marketing efforts, companies can create a seamless and effective path to purchase. Implement these strategies to enhance your GTM funnel and watch your revenue soar. 💬 Connect with like-minded GTM professionals in our [Slack Community](https://www.gotomarketalliance.com/join-the-gtm-slack-community/)! ### The key to a stellar product launch: Sticking to the same story URL: https://www.gotomarketalliance.com/the-key-to-a-stellar-product-launch/ Last updated: 2024-09-10T13:15:36.000Z Every new [product launch](https://www.gotomarketalliance.com/tag/product-launch/) represents a massive organizational investment – millions of dollars’ worth of research, development, material production and labor. Without cross-organizational messaging alignment, however, the launch will fall flat. [Product narrative](https://www.gotomarketalliance.com/narrative-design-for-go-to-market/) is every bit as important as the feature set or the industrial design: Ensuring that every nook and cranny of your organization is working from the same set of coherent, effective talking points about a new product can make or break a launch. Can you honestly say that every department in your organization lines up in lockstep for every new product announcement? It’s probably unlikely. True messaging alignment starts at the very beginning of product development, and there are many opportunities to stray from the path along the way. Below, I’ll explore how to build the narrative behind a new product, communicate it effectively, and deliver it consistently across the organization. - [Define your mission](https://www.gotomarketalliance.com/p/637669c6-db2a-4673-9c7d-6dbc8d7db4d7/#defining-your-mission) - [Build organizational alignment](https://www.gotomarketalliance.com/p/637669c6-db2a-4673-9c7d-6dbc8d7db4d7/#building-organizational-alignment) - [A great story](https://www.gotomarketalliance.com/p/637669c6-db2a-4673-9c7d-6dbc8d7db4d7/#a-great-story) - [The big picture](https://www.gotomarketalliance.com/p/637669c6-db2a-4673-9c7d-6dbc8d7db4d7/#the-bigger-picture) - [Preserving your purpose](https://www.gotomarketalliance.com/p/637669c6-db2a-4673-9c7d-6dbc8d7db4d7/#preserving-your-purpose) ## Defining your mission Every product’s journey starts with the internal stakeholders who are responsible for development approval. Collectively, they must have clear answers to the following questions: - Why are we creating this product? - What need in the marketplace does it fill? - What will differentiate this product from other available options (both yours and your competitors)? - Why will someone want to BUY it? Manufacturers drill down with key stakeholders early in the development process to discover and document the purpose of any new product. These foundational questions guide the development process and help shape the product's narrative. [The power of stakeholder management: A key to successful product marketingWhether it’s a big launch, long-range planning, or ensuring a cohesive market positioning, we must work closely and effectively with all cross-functional teams. Product marketers must build soft skills that’ll allow them to navigate different perspectives and priorities.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192.png)GTM AllianceStuti Dutt![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/annie-spratt-QckxruozjRg-unsplash--4---1-.jpg)](https://www.gotomarketalliance.com/the-power-of-stakeholder-management-a-key-to-successful-product-marketing/) ## Building organizational alignment The core purpose behind a new product should always be defined as part of the development approval process – but then, that message needs to be communicated throughout the organization and all sales/distribution channels. Everyone involved – engineering, production, sales, marketing, [sales enablement](https://www.gotomarketalliance.com/what-is-sales-enablement/), etc. – should share a consistent understanding of the product’s purpose, differentiators, and messaging. Having a sales sheet or a feature list isn’t enough – your whole team needs to agree on what’s most important about the new product. > For example, marketing materials may promote a product’s flexibility and convenience, while sales training focuses on performance and build quality. All of these things may be true, but these core messages appeal to two different customer profiles. These divergent strategies create brand confusion and dilute your overall narrative. My recommended practice is to bring all launch stakeholders into the process early: if marketing and enablement team members develop their understanding of the product’s purpose and key features alongside engineering, they’ll all have a **shared foundational understanding** that’s much less likely to splinter as preparation continues. [How to achieve better alignment between product marketing and salesAlignment isn’t going to be easy, and you won’t always get it right straight away, but the sooner you put measures in place to bring teams closer together, the sooner you’ll get there. And aligned teams are going to make for a much more successful business.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/productmarketingsalesalingment.jpg)](https://www.gotomarketalliance.com/how-to-achieve-better-alignment-between-product-marketing-and-sales/) ## A great story The key to maintaining alignment throughout product development and launch is to tie key product features and differentiators to a memorable narrative. If you paint a picture that sticks in people’s minds, that’s what they’ll repeat and reinforce. > For example, imagine you're launching high-end headphones and one of its key features is the exceptional quality of the leather used on the ear cushions. Simply mentioning that the headphones feature cushions “made with the finest Italian leather” is a bland, generic detail, easily forgotten. > However, imagine that instead, you present it this way: “The leather we use for the ear cushions is the exact same leather used on the President’s office chair on Air Force One.” That’s a simple trick to make the feature stick in every person’s mind and will likely get repeated to countless customers on the sales floor. It’ll also make its way into all your marketing collateral. Strong, sensory details like this are easier for people to remember, which means they’re more likely to be used consistently. [Research-driven product launch strategies for GTM successDiscover how research drives successful product launches and learn stellar data-driven strategies for effective go-to-market planning.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192.png)GTM AlliancePrak Swamy![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/product-launch-prak-swamy.png)](https://www.gotomarketalliance.com/product-launch-research-driven-strategies-go-to-market-success/) ## The bigger picture No product launch occurs in a void. Whatever your product narrative, it should also make sense as part of your larger brand narrative. Your company is based on foundational principles and core values, which should be ingrained in your [company culture](https://www.gotomarketalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) and understood by every employee. If asked, can all employees at your organization, including C-level executives, provide consistent answers to these key questions: - What sets your company apart from your competitors? - What is your company’s [unique value proposition](https://www.gotomarketalliance.com/how-to-build-a-value-proposition-for-go-to-market/)? - What do you do differently and better that makes you the best option? - Why should customers buy from you versus everyone else? You’d be amazed how often many high-level management folks stumble on these questions, frequently giving vague answers like "Our quality" or "Our history." > **Newsflash:** Every company says this. Your company narrative should have the same sticky details as your new products. These details should be reinforced throughout the new product launch process, so that the answer to “What’s special about this company” are just as clear and automatic as the answer to “What’s special about this product?” [The role of value propositions in Go-To-Market successCreating a clear, concise, and compelling value proposition is perhaps the most critical component of your go-to-market strategy. Without a well-developed value proposition, your marketing materials and product messaging risk contradicting each other or failing to hit the target audience’s needs.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192.png)GTM AllianceAleksandr Seygarov![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/anne-nygard-SM8XB01NGjQ-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-role-of-value-propositions-in-go-to-market-success/) ## Preserving your purpose Too often, product narratives are handed serially from department to department as the item is developed and launched. This telephone game inevitably causes a disjointed narrative to evolve, straying from the product’s original purpose. The result is inconsistent, convoluted messaging that impedes the potential success of the launch. By bringing stakeholders from across the organization together from the start, and giving them a memorable story to tell about the product and the brand, you can avoid the pitfalls of misaligned messaging and make a powerful impression with your new product. --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/GTM_Blueprint_Promotional_Assets_7_Inarticle.png)](https://www.gotomarketalliance.com/go-to-market-blueprint/) ### The difference between a marketing strategy and a go-to-market strategy URL: https://www.gotomarketalliance.com/the-difference-between-a-marketing-strategy-and-a-go-to-market-strategy/ Last updated: 2024-12-03T12:06:40.000Z Strategy is *everything* today. But when it comes to marketing and launching a new product, the terms: [go-to-market strategy](https://www.gotomarketalliance.com/tag/go-to-market-strategy/) and [marketing strategy](https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/), often get tossed around interchangeably. So if you’ve ever wondered, “Aren’t they basically the same thing?” – trust me, you’re not alone. Still, let’s clear up the confusion. Think of your marketing strategy as the master plan for your brand’s entire journey, the [roadmap](https://www.gotomarketalliance.com/how-to-build-an-outcome-driven-product-roadmap-video/) to guide your overall marketing efforts for the long haul. Whereas, your go-to-market strategy is more like a [tactical playbook](https://www.gotomarketalliance.com/all-go-to-market-alliance-ebooks/) for your specific goal of launching a new product or breaking into a new market segment. In this article, we’ll dive even further into both marketing and go-to-market strategies, highlight their key differences, and show you why mastering both is crucial for your brand’s success. Understanding these strategies and their differences will truly give you the competitive edge you deserve. Let’s dive right in! Here’s a quick summary of the difference between a marketing strategy and a go-to-market strategy if you’re pressed for time: A **marketing strategy** is a long-term, comprehensive plan that guides a company’s overall marketing efforts to achieve business goals and build brand awareness. A **go-to-market strategy** is a short-term, tactical plan focused on launching a specific product or entering a new market. ## **What is a marketing strategy?** Imagine you’re planning an epic road trip across the country - you wouldn’t just hop in the car and start driving, would you? No! You’d map out your route, plan stops, and work out ways to make the most of your journey. That’s essentially what a marketing strategy is. It’s a comprehensive, long-term plan that outlines how you’ll connect with your target audience, showcase your [value proposition](https://www.gotomarketalliance.com/how-to-build-a-value-proposition-for-go-to-market/), and ultimately achieve your business goals. It’s basically the master blueprint for *all* of your marketing efforts. ### **What makes up a marketing strategy?** Some of the key components that define a marketing strategy are: - **Brand positioning** What makes your brand unique? How do you want to be perceived in the market? Your positioning helps you to stand out from the crowd and gives your audience a reason to pick you over your competition. Why *your* road trip and *your* car? - **Target audience definition** Who are you trying to reach? In a marketing strategy, you need to clearly define your target customers, their needs, preferences, and behaviors. It’s like working out exactly who to invite on your road trip, their favorite snacks, and their dream playlist. - **Market analysis** Just like you’d research the best routes before you start your journey, a marketing strategy does the same, starting with a deep dive into your market. Looking at competitors, target audiences, market trends, and everything in between. - **Marketing mix** Remember the 4 Ps from Marketing 101? You always need to think about product, price, place, and promotion. What are you offering, how much will it cost, where can people find it, and how will you spread the word? - **Execution and goals** Every road trip needs clear destinations and checkpoints, your strategy is the same. Define your goals and the metrics you’ll use to measure your success. A marketing strategy takes the long view, it’s not about quick wins, specific campaigns, or the next quarter, it’s about building lasting customer relationships and a [recognizable brand](https://www.gotomarketalliance.com/the-top-ten-examples-of-brand-positioning/). With a strong marketing strategy, you’re laying the groundwork for sustainable, long-term success. [9 types of go-to-market strategyChoosing a GTM motion can be challenging. This article counts down nine different types of go-to-market strategies to inform your launch plans.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/9-types-of-GTM-strategy---social--1-.png)](https://www.gotomarketalliance.com/9-types-of-go-to-market-strategy/) ## **What is a go-to-market strategy?** If a marketing strategy is your road trip plan, your [go-to-market strategy](https://www.gotomarketalliance.com/what-are-the-stages-of-a-go-to-market-strategy/) is your game plan for a mountain hike along the way (I promise – we’ll ditch the road trip analogy now!). A go-to-market strategy is all about being focused, tactical, and achieving a specific goal - whether that’s launching a new product, [repositioning your brand](https://www.gotomarketalliance.com/what-is-positioning/), or entering a new market. And this holds true no matter your industry. An [ecommerce go-to-market strategy](https://www.gotomarketalliance.com/ecommerce-go-to-market-strategy/) is just as critical as a GTM plan for a business in logistics. ### **What makes up a go-to-market strategy?** Let’s break down some of the key elements within a go-to-market strategy: - **Launch plan** This includes a detailed timeline and roadmap for your launch, making sure all your efforts are coordinated across teams to secure a smooth and successful launch. - **Product-market fit** This is where you actually validate that your product solves a real problem for your target market. It’s all about ensuring there’s a demand for what you’re offering. - **Pricing and packaging** How much is it actually going to cost? Go through [pricing models and packaging ](https://www.gotomarketalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/)options, you need to find that sweet spot where your product’s perceived value matches market expectations. - **Distribution channels** How are people going to hear about your product? Will you sell directly to customers, through partners, or through e-commerce? This part of your strategy will outline the most effective paths to reaching your target audience. A go-to-market strategy is all about the here and now, by typically focusing on a 6-9 month launch timeline, it’s fast-paced, action-oriented, and driven to secure product success. It’s also a much more [cross-functional](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/) affair, bringing together teams across product, sales, customer support, and more, to create a solid, unified approach, that’s tailored to specific goals. [Level up your GTM strategies with the power of competitive insightsDiscover how to level up your GTM strategy through competitive insights with Daniel Kuperman, Atlassian’s Head of Core Product Marketing & GTM![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceDaniel Kuperman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/Level-up-your-GTM-with-the-power-of-competitive-insights--atlassian-1.png)](https://www.gotomarketalliance.com/level-up-your-gtm-strategies-with-the-power-of-competitive-insights/) ## **Key differences between a marketing strategy and a go-to-market strategy** Now we’ve covered the basics of what a marketing strategy and a go-to-market strategy are, let’s dive into the key differences that set them apart. ![key differences between a marketing strategy and a go to market strategy](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/09/Marketing-Strategy-vs-Go-to-Market-Strategy-1.png) ### **🔎 Scope and focus** Marketing strategies take a broader, long-term view of the company’s overall brand and market position, focusing on [retention](https://www.gotomarketalliance.com/a-step-by-step-guide-to-retention-renewals-and-expansion/) and growth. They’re the big-picture roadmap for your entire marketing efforts. Go-to-market strategies, on the other hand, zoom in on specific product launches or entries into new markets. They’re your narrow, tactical playbook for getting a particular offering into customers’ hands. ### **📅 Timeline** Your marketing strategy guides your efforts over the long haul, evolving with your company, and staying adaptable whilst maintaining a consistent direction. Keeping you prepared to tackle any challenges or embrace new opportunities that emerge along the way. Go-to-market strategies are more like sprints - they’re focused on shorter timeframes and milestones, typically over several months to a year, concentrated on a specific product. ### **💡 Goals** Marketing strategies aim to build brand awareness, [engage customers](https://www.gotomarketalliance.com/guide-to-customer-and-community-engagement-playbook/), and drive overall company growth, remaining anchored to your core business goals. They’re all about creating that lasting impression in your market and with your audience. Go-to-market strategies have more immediate goals: successfully introduce a new product, gain rapid market share, or make waves in a new market segment. ### **🎯 Target audience** While marketing strategies consider a wide range of [stakeholders](https://www.gotomarketalliance.com/the-power-of-stakeholder-management-a-key-to-successful-product-marketing/) \- from customers to investors, to current and even potential employees - go-to-market strategies laser-focus on specific buyer personas. These personas are all about understanding and connecting to the ideal customers for your new offering. ### **🚀 Execution** Marketing strategies are more flexible in their execution and involve ongoing work across various channels - think content marketing, social media, SEO, advertising, and more - all focused on experimentation and development. Go-to-market strategies are more event-driven and linear, focusing on launch-related tasks, like product demonstrations, targeted promotions, and campaigns to drive initial product adoption. ### **📈 Metrics** When measuring the success of your marketing strategy, you’ll look at broader indicators like: - Brand awareness - Customer lifetime value - Overall market share - Customer retention rates Whereas for go-to-market strategies, you’ll be focusing more on product-specific metrics, such as: - Initial sales volumes - Customer acquisition costs - Early user feedback [11 Best Books on Go To Market StrategyDive into our must-read list of the 11 best books on go to market strategy that can take you, your career, and your strategy to the next level.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/11-best-books-on-GTM-strategy-go-to-market-strategy--1-.png)](https://www.gotomarketalliance.com/11-best-books-on-go-to-market-strategy/) ## **Conclusion** There you have it - a deep dive into the world of marketing and go-to-market strategies - two distinct but equally important tools you need in your business toolbox. As go-to-market pros, you’re in the unique position to bridge the gap between big-picture thinking and tactical execution, so the next time you’re planning a product launch or market entry, take a step back. Look at how your go-to-market strategy fits into your broader marketing strategy, are they in harmony? Are they telling the same story? Are they working together to move your business and brand forward? But the key takeaway? Both strategies are crucial for your brand’s success. By understanding and leveraging both, you’re setting yourself up for some major wins. So, next time someone asks you about the difference between these two strategies, you can confidently explain it - and hey, we’ll even let you have that road trip analogy! Remember, as today’s business landscape continues to become more complex and dynamic, having the right strategies in place will make all the difference. Keep planning, keep adapting, and most importantly, keep moving forward. Your next big success could be *just* around the corner! ## **FAQ** ### **What’s the main difference between a marketing strategy and a go-to-market strategy?** The main difference lies in their **scope and focus**. A marketing strategy is your long-term, big-picture plan for building your brand and reaching your target audience over time. A go-to-market strategy, on the other hand, is more focused and short-term. It's specifically about how you'll launch a new product or enter a new market. ### **Do I need a marketing strategy AND a go-to-market strategy?** In most cases, yes! Your marketing strategy provides the overarching direction for your brand, while your go-to-market strategy helps you execute specific initiatives within that larger framework. They work hand in hand - your marketing strategy ensures long-term brand consistency, while your go-to-market strategy helps you nail those product launches and market expansions. ### **Which comes first: a marketing strategy or a go-to-market strategy?** Typically, a marketing strategy comes first. It's the foundation that guides your overall brand positioning and marketing efforts. Once you have this broader strategy in place, you can develop go-to-market strategies for specific products or market entries that align with your larger marketing goals. However, for startups or new businesses, these might develop almost simultaneously as you're figuring out both your overall direction *and* how to launch your first product. ### **Are go-to-market strategies helpful for small businesses too?** Absolutely! While go-to-market strategies are often associated with larger companies, they can be incredibly valuable for small businesses too. A well-crafted go-to-market strategy can help a small business make the most of its limited resources, target the right customers, and maximize the impact of a new product launch or market entry. It's all about being smart and focused with your efforts, which is crucial for businesses of any size. ### **How often should I update my marketing strategy and go-to-market strategy?** Your marketing strategy is a longer-term plan, so it doesn't need constant overhauls. However, it should be reviewed annually and adjusted as needed to reflect changes in your business, market conditions, or long-term goals. Your go-to-market strategy, being more tactical and focused on specific initiatives, is typically created for each new product launch or market entry. It's not so much about updating an existing go-to-market strategy as it is about creating new ones for each major initiative, learning and improving your approach each time. ### Level up your GTM strategies with the power of competitive insights URL: https://www.gotomarketalliance.com/level-up-your-gtm-strategies-with-the-power-of-competitive-insights/ Last updated: 2024-08-30T16:00:10.000Z This article comes from Daniel Kuperman’s insightful talk at our **Los Angeles #GTM24** Summit, check out his full presentation [**here**](https://www.gotomarketalliance.com/gtm24-la-ondemand/?%5Fgl=1%2A1x4azvn%2A%5Fup%2AMQ..%2A%5Fga%2AMjIxNjg0NDY3LjE3MjQ4NTI3MzI.%2A%5Fga%5F71Y0NDLSJW%2AMTcyNDg1MjczMi4xLjEuMTcyNDg1MjczMy4wLjAuMA..%2A%5Fga%5FGPF9MRY79N%2AMTcyNDg1MjczMi4xLjEuMTcyNDg1MjczMy4wLjAuMA..&wchannelid=6j25pq7vfl&wmediaid=vyclxka89f). --- Ever found yourself scrambling to respond to a competitor's move, wishing you’d seen it coming? Or perhaps you've launched a new product feature, only to realize it's not as unique as you thought? If so, you're not alone – *and* you're in the right place. I'm **Daniel Kuperman**, **Head of Core Product Marketing & GTM for ITSM Solutions** at **Atlassian**. Today, I want to chat with you about something that's been on my mind lately: the critical role of [competitive intelligence](https://www.gotomarketalliance.com/tag/competitive-intelligence/) (CI) in shaping successful [go-to-market (GTM) strategies](https://www.gotomarketalliance.com/tag/go-to-market-strategy/). Now, I know what you might be thinking – "Oh great, another article about CI." But stick with me here, because I promise this isn't your typical rundown of battlecards and win/loss analyses. Instead, I want to share some insights on how we can fundamentally rethink the role of CI in our GTM planning and execution. In this article, we're going to dive into why competitive intelligence deserves more attention in our GTM planning. We'll explore real-world examples of how CI impacts every aspect of our strategies, from messaging and positioning to product launches and campaign planning. So, whether you're a seasoned product marketer or new to the go-to-market world, I hope you’re ready to gain that competitive edge! ## **The current state of go-to-market strategies** Before we dive in, let's take a step back and look at the bigger picture. Recently, I came across an interesting piece of research from Gartner. They surveyed organizations about the factors influencing their current go-to-market strategies. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/Screenshot-2024-08-28-at-11.19.36.png) Not surprisingly, product features and benefits topped the list. After all, what we're selling does tend to dictate how we sell it, right? Other high-ranking factors included customer location and industry dynamics. But here's where it gets interesting – competitive strategies were *way down* at the bottom of the list. Now, you might think, "Well, that makes sense. We shouldn't be obsessing over our competitors." And you'd be right... to a point. But here's the kicker: in the same survey, when asked about the biggest challenges in their current GTM strategies, guess what came out on top? Yep, you guessed it – **competition**. This paradox got me thinking. How do we go from treating competitive analysis as an afterthought in our GTM planning to recognizing it as one of our biggest challenges? And more importantly, how can we bridge this gap? [9 types of go-to-market strategyChoosing a GTM motion can be challenging. This article counts down nine different types of go-to-market strategies to inform your launch plans.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/9-types-of-GTM-strategy---social--1-.png)](https://www.gotomarketalliance.com/9-types-of-go-to-market-strategy/) ## **Rethinking competitive intelligence** Here's my take: competitive intelligence isn't just a task or a deliverable – it's a core pillar that should support all of our go-to-market activities and work streams. Now, I know what many of you are experiencing. In a lot of organizations, CI is that thing that one person in [product marketing](https://www.gotomarketalliance.com/tag/product-marketing/) (or maybe a separate department) does. Once in a while, they'll produce a battlecard or send out an alert about a competitor's move. But more often than not, sales teams end up using outdated information, relying on their own biases or experiences from the industry. It's time we changed this perspective. If you're familiar with the [Product Marketing Alliance's framework](https://www.productmarketingalliance.com/product-marketing-framework/), you'll know that competitor intel is often tucked away in a corner. But I believe it deserves a spot right in the center, alongside [messaging and positioning](https://www.gotomarketalliance.com/master-positioning-messaging-storytelling-for-multi-product-success/). [The competitive intelligence playbookThe competitive intelligence playbook Looking for even more resources? \* Get ready to go to market with this product launch checklist. \* Wondering how to build a GTM strategy? Here’s a comprehensive guide, including steps, tools, and best practices.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/01/GTM_Meta_3--1--1.png)](https://www.gotomarketalliance.com/the-competitive-intelligence-playbook/) _This post is for paying subscribers only._ ### Your GTM is failing - It’s on you to figure out why URL: https://www.gotomarketalliance.com/how-to-fix-failing-gtm/ Last updated: 2024-08-30T14:25:21.000Z **If your GTM isn’t working well, you can sense it.** Between not hitting revenue targets and the pit of your stomach doing somersaults, you know something’s wrong. And you’re probably feeling one (or more) of these GTM Dysfunctions: - Uncertainty about who to target. - Doubts about the best channels to reach prospects. - Sales pitches that fall flat, with low win rates to boot. - Competitors leaving you in the dust. - Prospects pushing back on pricing. - Low product adoption rates. - High (and unsustainable) customer churn. ## So, what do you do when your GTM isn’t working? If you’re like most startup leaders, you might not know where to start. You’re probably feeling a ton of pressure from your leadership (and investors) to figure it out ASAP, but you can’t pinpoint the issue(s). Before you jump feet-first into solutioning, you’ll want to avoid these common mistakes: **1) Doubling Down** When you’re faced with a lack of information, it’s natural to want to work harder to get the results you want. But what got you here isn’t working, so avoid putting in even more effort into strategies and tactics that aren’t delivering. **2) Random Acts of Marketing (RAOM)** This is a classic response to GTM not working as expected. A ton of pressure and unsolicited ideas from stakeholders around the org, typically from Sales, C-Suite, and Marketing, with suggestions on what new initiative or tactic to execute. Don’t fall into the trap of executing RAOM to appease leadership and stakeholders. Figure out what’s not working before trying new things. **3) Spot Checking** When things go wrong, leadership and stakeholders tend to have gut feelings about why. You’ll feel a ton of pressure to just “check this one thing” or “review this data,” etc. Rather than wasting time guessing blindly or finding only some of the culprits for ineffective GTM strategy and execution, use a GTM Audit to take a structured approach. 👨‍🔬 So, instead, you’ll want to focus on diagnosing where your GTM is going wrong and **then switch gears to fixing* it. ## Time to audit your GTM motion The best way to figure out what’s going wrong is to conduct a GTM Audit. If you do it right, you’ll feel like a mechanic examining an engine to diagnose the issue(s) and get it going again. Similarly, a PMM conducts a GTM audit to examine a startup’s GTM motion, helping to identify and resolve issues. Using this systematic approach helps you isolate the issues faster and understand their true impact across your company. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/slide2.png) [***Grab the audit template**](https://docs.google.com/presentation/d/1rqtWCph1MGGBlegnKkx577nD02qEQcSU/edit?usp=sharing&ouid=107090254218858349488&rtpof=true&sd=true) ### Key elements of a GTM audit I recommend focusing on five key GTM elements in your audit: 1. **Ideal customer profile (ICP) and personas.** 2. **Positioning and messaging.** 3. **Pricing and packaging.** 4. **Competition.** 5. **Marketing channels and partnerships.** In the next few pages, we’ll dive into how to diagnose GTM issues and what methods you can use to analyze them. **P.S. check out this** [**GTM Audit template**](https://docs.google.com/presentation/d/1rqtWCph1MGGBlegnKkx577nD02qEQcSU/edit?usp=sharing&ouid=107090254218858349488&rtpof=true&sd=true) **to make your life a bit easier!** --- [11 Best Books on Go To Market StrategyDive into our must-read list of the 11 best books on go to market strategy that can take you, your career, and your strategy to the next level.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/11-best-books-on-GTM-strategy-go-to-market-strategy--1-.png)](https://www.gotomarketalliance.com/11-best-books-on-go-to-market-strategy/) --- ### **1) ICP and personas** I’ve found it helpful to think about auditing in terms of specific areas you should evaluate (such as teams), and methods by which to conduct the analysis (such as CRM analysis). Let’s start by taking a look at ICP and personas. Many startups are adamant that they have their ICP and target personas defined, but when you look under the hood, theory doesn’t always match reality. **Marketing** I like to start by uncovering the company’s current understanding of their ICP and personas. In other words, what does their documentation say? If there is no documented ICP or personas, that’s a red flag. It indicates the need to conduct customer research to understand who you’re targeting (and to document it). If you do have documentation, compare it to reality by looking at the efforts of your Marketing Team, and seeing if they align with these personas and ICPs. **Here’s what to look for:** - Do the events that your startup sponsors, attends, and hosts attract your ICP and target personas? - Does your advertising target the right companies? - Is the content your team is producing resonating and attracting the right companies and personas? - And finally, are the leads that your Marketing Team delivers aligned with the defined ICP and target personas? 💡 Note that finding alignment is step number one. Step two is where you determine whether the documented ICP and target personas are justified. Do your startup’s events, advertising, content, and leads all indicate that a different ICP and persona(s) are in fact a better match for your startup’s products or services? Look at the data to validate (or invalidate) whether this is the case, and keep this in mind as you continue the audit. **Sales** From a Sales perspective, it’s important to understand: - How your ICP and personas impact the buying process; - Whether you’re targeting the right ICP/personas; and - If you’re reaching them quickly. Understanding who the Sales Team is speaking to and whether their results support reality is a good place to start. **Ask yourself these questions:** 1. **Are the key members of the buying committee included in your target personas?** If not, do you need to add them? And are there any personas documented that the sales team truly never encounters? 1. **Is your win rate higher for ICP vs. non-ICP opportunities?** If it’s not higher for your ICP, does that mean you have the wrong ICP? Check the data to see which type of companies close the most. 1. **Are SDRs having success with outreach to your target ICP/personas?** Look for the bright spots. Where is success concentrated? Does that match what you’d expect? If not, perhaps your ICP and target personas need to change. 1. **Are you reaching prospects quickly? (This means in under 24 hours and, ideally, within a couple of hours.)** If not, you’re negatively impacting your ability to close these opportunities. **Customer success** After the initial sale is over and the prospect becomes a customer, do they still fit your target audience? If so, you’d expect them to have high adoption rates, usage, cross-sells/upsells and renewals. Does your ICP: - Adopt the product faster than non-ICP customers? - Have higher NPS & CSAT scores than non-ICP customers? - Have lower churn and higher renewal/upsell/ACV than non-ICP? - Do buyers, users, and implementers line up with your target personas? If the answer to any of these questions is “No”, this is an indication that you should: 1. Identify what group is actually meeting these criteria (what group has the highest adoption?), and 2. Look back at the Marketing and Sales audits to identify whether there’s a theme or trend here. If no group is meeting these criteria, then either there’s an onboarding/adoption problem (more likely to be the case), or your startup has attracted the wrong types of customers. **Methods** How do you go about auditing the areas we just walked through? You can focus your efforts on a mix of quantitative and qualitative methods, including: - CRM analysis. - Internal surveys and interviews with Onboarding, Product, Marketing, Sales, and Customer Success teams. - Win/loss analysis. - SDR outreach analysis. --- ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/GTM_Motions_Playbook_2023_Posts_.png) #### Go-to-Market Motions Playbook 🚨 ****Warning: May cause disruptive demand for your products.** Think bringing a product to market is challenging? Wait 'til you have to deal with the demand using the right Go-to-Market Motion will generate. ****In this playbook:** - Discover the building blocks (motions) that’ll help you craft a successful Go-to-Market strategy wherever you’re working, ****whatever you’re selling.** 🧱 - Stop struggling with the wrong methods. Start bringing your products to market in the way that’s ****right for your product** and your org. ✅ - We unveil methods that’ll get your user base ****growing organically,** as if on its own. 🌳 Are you ready to deal with the demand? 🫵 [I promise, I'm ready!](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) --- ### 2) Positioning and messaging Now that you’ve dug into who your startup is really targeting, it’s time to evaluate your positioning and messaging. You’re going to both: 1. Evaluate whether the documented positioning & messaging is being consistently used, and 2. Identify whether it matches reality. **Marketing and sales** First things first: has your startup defined the value you deliver? Assuming the answer is “Yes”, ask yourself this: - Is there internal alignment on how to talk about the product? - Does the packaging and pricing strategy support the product narrative? - Does the broader Marketing Team know where to access this documentation? - Are products positioned consistently across sales collateral, marketing content, and web? - Does the Sales Team have consistent pitches? - What story do the most effective sellers at your company tell? If there is internal alignment and positioning and messaging is consistent, then you can move on to evaluating whether it’s the most effective positioning and messaging. **Prospect and customer perceptions** The best way to test whether positioning and messaging is landing is to talk to customers and customer-facing teams. The goal is to identify whether your existing positioning and messaging is working, or if there are more effective ways of explaining what your product does. Here are a few high-level questions that you can explore with your customers and Sales and Customer Success teams. - What space does the company occupy in the buyer's mind? - Is positioning and messaging clear and differentiated? - Does it resonate (and align) with prospects’ perceptions and experiences? **Methods** To audit your positioning and messaging, I’d recommend: - Evaluating positioning and messaging and how they appear across your startup’s pitch deck, sales collateral, website, and SDR outreach. - Holding internal interviews with Product, Sales, Marketing, Customer Success, etc. - Analysis of 10-15 sales call recordings and 10-15 CSM renewal/churn calls. - Win/loss analysis. - Customer interviews. ### 3) Pricing & Packaging I tend to think of pricing and packaging as a distinct, yet integral part of positioning and messaging. How can you separate the two? Say you position your company as a premium brand, it wouldn’t make sense to offer rock bottom prices, right? Or if you present your startup as easy to do business with, it wouldn’t make sense to have over five tiers and 10 add-ons. In addition to aligning with your positioning and messaging, your pricing and packaging should also consider the broader context of your market and competition. Let’s dig into these now. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/slide3.png) [***Grab the audit template**](https://docs.google.com/presentation/d/1rqtWCph1MGGBlegnKkx577nD02qEQcSU/edit?usp=sharing&ouid=107090254218858349488&rtpof=true&sd=true) **Internal alignment** Just like with positioning & messaging, I like to start by understanding whether prices, packages, and discounts are documented, and if there’s internal alignment. I also recommend digging into whether value correlates as expected. 💡 **Pro tip: Quite often, you’ll find that sales and finance leaders aren’t aligned on pricing and discounts. Ask both parties to define pricing and acceptable discounts and see where you land.* - Is there one source of truth for pricing and packaging, and internal alignment on discounting? - Does the pricing model match your positioning? (For example, a simple pricing model suits a company that positions itself as easy to do business with.) - Do key stakeholders have the same understanding of the company’s pricing and packaging? **Perception** Assuming there’s internal alignment, the next step is to interview both customers and customer-facing teams to understand prospects/customers’ perceptions of your product’s value. Conduct win/loss analysis by evaluating CRM data and talking to prospects. If you’re lucky enough to have analysts cover the space, check their reports to see how they compare your solution with your competitors’. You can also explore forums like Reddit or industry groups in Slack/Discord to see what people are saying about your company. - Does the chosen value metric truly correlate with value? - Does the pricing strategy match quality perceptions among prospects, customers, and Sales? - How does pricing compare to the competition? Does it align with the value delivered? **Churn and renewals** When it comes to renewal and churn, you want to identify whether there’s a solid process in place and whether pricing is a major factor in churn. 💡 **Pro tip: if you have time, it’d be ideal to audit the onboarding process and how your company supports product adoption, too.* - Is there a standardized process for renewals that includes automated renewals at X% price increase? - Is price cited as the sole (or major) factor in >15% of churn reasons? **Methods** You’ll start to notice overlap in the methods used across different sections. Before diving into this process, it’s helpful to determine what questions you want to answer. Then, identify the methods you’ll use to get those answers. Plan accordingly so you ask the right questions during each method and don’t have to repeat them multiple times. - Competitive analysis. - Internal interviews with Product, Sales, Marketing, Customer Success, etc. - Analysis of 10-15 sales call recordings and 10-15 CSM renewal/churn calls. - Win/loss analysis. - Churn analysis. - Customer interviews. --- [9 types of go-to-market strategyChoosing a GTM motion can be challenging. This article counts down nine different types of go-to-market strategies to inform your launch plans.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/9-types-of-GTM-strategy---social--1-.png)](https://www.gotomarketalliance.com/9-types-of-go-to-market-strategy/) --- ### 4) Competition Competition plays a major role in both positioning and messaging, and pricing and packaging. So, while it may be fourth, it’s really part of the previous two sections as well. When it comes to competitors, consider evaluating whether there’s internal alignment on which competitors pose the greatest threat (today and in the future), along with whether there’s an effective method to mitigate those competitors, and if there’s open communication between internal teams on competitors. In a perfect world, internal teams won’t just communicate, they’ll align the entire GTM motion around competitor knowledge. From what the Product Team is building, to how the PMM Team is positioning & messaging, to how Sales is handling objections, all this will revolve around a centralized understanding of the competitive landscape. **Internal alignment** - Is there alignment on which competitors are the biggest threats today and in the near future? - Is there a plan to overcome those competitors? **Sales** - Is Sales empowered with battlecards and objection handling content, and is it effective? - Is there an open communication channel between Sales/CS/Product to communicate prospect/customer-requested product updates/features? **Marketing** - Are competitors thoroughly documented (positioning/messaging, pricing/packaging, features, content, etc.)? - Which competitors show up most prominently in specific channels (events, digital ads, social, etc.)? - How do competitors stack up on review sites (G2, Capterra, TrustPilot, etc.)? **Renewal and churn** - What are the top 5 competitors mentioned most frequently in churn conversations? **Methods** For understanding the competitive environment, here are a few places to start: - Competitive analysis. - Internal interviews with Product, Sales, Marketing, Customer Success, etc. - CRM analysis. - Win/loss analysis. - Analyst reports. - Reviewing social media forums and industry groups for company mentions. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/slide.png) [***Grab the audit template**](https://docs.google.com/presentation/d/1rqtWCph1MGGBlegnKkx577nD02qEQcSU/edit?usp=sharing&ouid=107090254218858349488&rtpof=true&sd=true) ### 5) Marketing Channels & Partnerships Now that you’ve audited who you’re targeting, what you’re telling (and selling to) them, and how to stand out from competitors, it’s time to investigate how you’re reaching them. Now don’t get me wrong, I’m not advocating for PMMs to be growth marketers. But I do believe PMMs are the best suited to determine what channels customers are using and what partnerships and communities would be strategic avenues for expansion. I subscribe to the philosophy that capturing attention via ads is becoming increasingly out of reach for most startups due to expense and competition. As a result, I’m unequivocally putting my eggs in the partnerships and community basket. Check out the [**GTM Partner-Led Growth Playbook**](https://www.gotomarketalliance.com/the-partner-led-growth-playbook/) (**page 22**) for more details. **Internal alignment** The first place I like to dig in is the difference between perception and reality – specifically whether the top lead sources match what internal teams (Sales and Marketing) believe. One critical discrepancy to watch out for is this: Sales loves a lead source because it delivers a ton of leads, but Marketing is not a fan because those leads take way too long to convert from time acquired to close. When auditing, ask yourself: - Which marketing channels/partnerships deliver the most qualified leads? - Which channels/partnerships deliver qualified leads that close the fastest? - And does that alignment = doubling down on that investment? **Sales** If you have a ton of partnerships (think more than five) with distributors, other companies, industry groups, etc., it can be tough to juggle them all. And sometimes that means Sales isn’t familiar with all of them, or the personalized offers are lost in the wind. It’s helpful to talk to the team and figure out whether the team has what they need to keep it all straight and to communicate with these partners. - Is Sales familiar with key partners and how their communities, technologies, distribution work? - Is there clear communication and coordination with these partners? **Marketing** One thing I’ve learned over the past decade is that the grass is in fact sometimes greener on the other side. If a lead source isn’t performing, chances are, it can be replaced with a better alternative. First, you’ll want to understand whether the team has spoken to customers and prospects to determine where you can reach your target personas. Whether that’s social media sites like LinkedIn and Reddit, industry-specific media sites such as Hacker News, or communities such as Go-to-Market Alliance or Fractionals United. Figure out where your customers already live and try to partner with those companies and communities to deliver value to them. You can deliver value by creating free content such as guides, frameworks, reports, and by hosting webinars to discuss best practices. Or, bring in noted industry thought leaders to share the latest trends. Make sure you consider the following: - Has customer research been conducted to identify: - How target personas learn? Where they go for information and referrals? - What events they attend, communities/groups they’re in, and the influencers they trust? - Which channels and partnerships deliver the most qualified leads? - Is there clear communication and coordination with these partners? - Are there opportunities for new partnerships/channels that haven’t been explored? **Methods** In addition to customer interviews, it’s helpful to truly learn the industry to understand where your customers hang out. For example, in the IT Service Provider space, many of them congregate on Reddit. It’s helpful to check out their Subreddit and look for not only the type of content they’re sharing, but what sites and communities they mention. That’s a great way to quickly identify potential partnerships. Use the following methods to achieve this: - Customer interviews. - Internal interviews with Product, Sales, Marketing, Customer Success, etc. - CRM analysis. - Industry analysis. - Social media analysis. ## **What's next?** **Congratulations, you’ve completed the audit! But what’s next?** Great question. Now, it’s time to share the results of your audit with key stakeholders across the organization. That [**GTM Audit template**](https://docs.google.com/presentation/d/1rqtWCph1MGGBlegnKkx577nD02qEQcSU/edit?usp=sharing&ouid=107090254218858349488&rtpof=true&sd=true) includes a presentation section at the end. Here’s the process I’d recommend. - Compile your in-depth findings for each section of the GTM Audit. Make them easy to understand and share. Prioritize your recommendations, including estimated timelines, and identify proposed leaders for each. - Present your findings individually to key leaders before you present the findings to the broader group. For most startups, that would be the CEO, CPO, CMO, and CRO, and one level down. Treat these like “sneak peeks.” - Present your findings to the broader Leadership Team and get buy-in to take action to remedy the areas that need it. - Start the work! **Get these fundamentals right, and you’ll be well on your way to fixing your startup’s GTM motion.** ### Stop obsessing over features and competitors. Focus on getting your competitive positioning right. URL: https://www.gotomarketalliance.com/focus-on-getting-your-competitive-positioning-right/ Last updated: 2024-12-03T12:08:08.000Z *This article is based on an insightful conversation with Talya Heller. Want to listen to the full episode?* [*Tune in here.*](https://alliance.ghost.io/podcast/gtma-gtm-fm/?wchannelid=dmf15kwmj1&wmediaid=cctmjuh4rk&ref=competitiveintelligencealliance.io) --- As a product marketer with over seven years of experience across various company sizes and industries, I've seen firsthand the critical role that [competitive positioning](https://www.gotomarketalliance.com/competitive-positioning-and-what-its-and-why-its-important/) plays in go-to-market success. Yet, many companies struggle to prioritize this effective framework when trying to really stand out in their unique markets. In this article, we'll explore the key challenges in competitive positioning and how to overcome them, drawing from my journey from product management to go-to-market strategy. Before we dive in, let me first share a bit about my experience and background, and why I saw competitive positioning as the common thread in how I approach strategies. - [The journey from product marketing to go-to-market](https://www.gotomarketalliance.com/p/64c16722-77ad-42ab-baae-927745ebb583/#the-journey-from-product-marketing-to-go-to-market) - [Why competitive positioning matters](https://www.gotomarketalliance.com/p/64c16722-77ad-42ab-baae-927745ebb583/#why-competitive-positioning-matters) - [The foundations of effective competitive positioning](https://www.gotomarketalliance.com/p/64c16722-77ad-42ab-baae-927745ebb583/#the-foundations-of-effective-competitive-positioning) - [Staying ahead: how to do it](https://www.gotomarketalliance.com/p/64c16722-77ad-42ab-baae-927745ebb583/#staying-ahead-how-to-do-it) - [Balancing reactivity and strategy](https://www.gotomarketalliance.com/p/64c16722-77ad-42ab-baae-927745ebb583/#balancing-reactivity-and-strategy) - [Final thoughts](https://www.gotomarketalliance.com/p/64c16722-77ad-42ab-baae-927745ebb583/#final-thoughts) ## **The journey from product marketing to go-to-market** My path to specializing in competitive positioning wasn't a straight line. I started in project management, moved into product roles, and then found my way to product marketing. Each step was incredibly cross-functional, which turned out to be crucial for what came next. As I progressed in my career, I began to see a clear connection between my varied experiences and [go-to-market (GTM) strategy.](https://www.gotomarketalliance.com/9-types-of-go-to-market-strategy/) When you're working on strategy, you're constantly thinking about what works well in different contexts. You start to pay attention, reverse engineer, and make assumptions based on these observations. But it was competitive positioning that really caught my attention. [11 Best Books on Go To Market StrategyDive into our must-read list of the 11 best books on go to market strategy that can take you, your career, and your strategy to the next level.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/11-best-books-on-GTM-strategy-go-to-market-strategy--1-.png)](https://www.gotomarketalliance.com/11-best-books-on-go-to-market-strategy/) I noticed a significant gap in how companies approach it. Many don't take full advantage of it or don't do it right. Competition and market analysis are part of any positioning framework – it's not rocket science. But I feel like this is the phase that most people or companies tend to skip or not pay enough attention to. From my experience, competitive positioning can truly unlock a lot of different questions down the line. It's about understanding your place in the market, not just in terms of [features](https://www.gotomarketalliance.com/5-ways-to-craft-customer-stories-that-sell/), but in terms of solving customer problems. Many companies don't fully see the potential or take advantage of the actual process of competitive positioning. That's why I decided to focus here. And if working across different company sizes and industries has taught me anything it’s that everything is transferable. So, really, it felt like a natural transition, bringing together my cross-functional experience, my interest in strategy, and my passion for solving complex problems. [4 Steps to Master Positioning, Messaging, and StorytellingUnlock impactful positioning, messaging, and storytelling with VP of Product Marketing and Sales Enablement, Kasey Stinson’s go-to-market insights.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceKasey Stinson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/master-positioning--1-.png)](https://www.gotomarketalliance.com/master-positioning-messaging-storytelling-for-multi-product-success/) ## **Why competitive positioning matters** You might be wondering, "Why focus so much on competitive positioning?" Well, here's the thing: whether we like it or not, every human being constantly compares things in their head. Your potential customers aren't just learning about your product in a vacuum – they're mentally mapping it against alternatives they already know. 💡 Think about Coca-Cola and Pepsi. You can hardly think of one without the other, right? Even if someone knows your brand well, they're still likely to compare you to at least a couple of other options. That's just how our brains work. Competitive positioning is about acknowledging this reality and helping your [Ideal Customer Profile (ICP)](https://www.gotomarketalliance.com/ideal-customers-ideal-messaging-getting-started-with-icps/) understand where you fit in their mental map. If we ignore this and just say we're "best in class" or "leading" without explaining how we fit into the rest of their world, we're doing ourselves a disservice. We're not really helping them understand where to place us. ## **The foundations of effective competitive positioning** So, how do we approach competitive positioning effectively? Let me break it down for you: ### **1\. Know your ICP inside and out** Understanding your ideal target audience should be the foundation for everything you do in competitive positioning. And I'm not just talking about knowing their industry or company size. You need to dig deeper. What are their pain points? What triggers them to take action? What language do they use? Unfortunately, I've seen many companies treat ICP definition as a one-time exercise, then put it on autopilot. Don't fall into this trap. Your ICP should be a living, breathing entity. Regularly revisit and refine it through win-loss analyses and ongoing customer interactions. ### **2\. Elevate your competitive research and map out alternatives** It's time to stop thinking about competitive research from a purely tactical perspective. 💡 It's not about feature comparisons or checklist items. Instead, focus on ****capabilities**, ****strategies**, and ****end goals**. When I approach competitive positioning, I start by mapping alternatives. This includes direct competitors but also different approaches to solving the same problem. Then, I look beyond features to reverse-engineer go-to-market strategies. I analyze the language competitors use, their described use cases, marketing channels, and collaborations. [The Competitive Positioning PlaybookIt’s how you position yourself relative to the competition that truly matters. In the Competitive Positioning Playbook, we show you how.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceAlex Walton![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/07/Screenshot-2023-07-20-at-15.53.53.png)](https://www.gotomarketalliance.com/the-competitive-positioning-playbook/) ### **3\. Identify your *true* competitors** Here's something that might surprise you: your perceived top competitors might actually be targeting a different audience. I've seen this happen many times. A company starts with a list of competitors, putting their "nemesis" on top. But when we dig deeper, we often find that their top competitors have a completely different ICP. Instead, focus on competitors who target the same ICP as you. This is crucial when you're explaining to your ICP what you're doing and how you're different. ### **4\. Map your distinct capabilities** Create a matrix of your company's distinct capabilities (not just product features) and how they compare to each alternative. For each competitor, identify the capabilities that set you apart. This becomes your path to win against each alternative. [A beginner’s guide to the positioning matrixWhat tools can you use to rapidly communicate your findings to internal stakeholders? And are there any tools that can inform your own competitive projects? Visual learners rejoice. The positioning matrix is here.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceAlex Walton![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/07/Screenshot-2023-07-19-at-17.13.54.png)](https://www.gotomarketalliance.com/a-beginners-guide-to-the-positioning-matrix/) Remember, your [differentiators](https://www.gotomarketalliance.com/product-launches-how-to-resource-differentiate-and-maintain-momentum/) don't always have to be product-related. We're seeing more examples today of companies standing out through their community, their brand loyalty, or other non-product factors. ### **5\. Translate to customer benefits** Once you've identified your unique capabilities, translate these into pains you solve and benefits you provide for your ICP. Being exceptional at something your ICP doesn't care about is meaningless. You need to articulate why your strengths matter to them. ### **6\. Align with your company vision** Every company should have a clear reason for existing. Being able to articulate this story internally is crucial before we can effectively communicate it externally. If we can't explain our purpose to ourselves, how can we expect to convey it convincingly to the market? [How to Create an Ecommerce Go-to-Market Strategy (7 Steps)A Go-to-Market (GTM) strategy is more focused than a marketing strategy. Specifically, it deals with new initiatives (like the aforementioned new products, or new attempts to break into different markets).![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/icon/android-chrome-192x192-73.png)GTM AllianceAlex Walton![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/thumbnail/8-innovative-go-to-market-strategy-examples--with-template--1.png)](https://www.gotomarketalliance.com/ecommerce-go-to-market-strategy/) ## **Staying ahead: how to do it** Now, you might be thinking, "Talya, this all sounds great, but how do I keep up with the rapid pace of change in the market?" It's a valid concern! But here's how I approach it: **1\. Regular reviews:** Don't treat competitive positioning as a one-and-done exercise. At a minimum, revisit your strategy when - you're launching something new, - your product's capabilities change significantly, - you notice shifts in competitors' strategies, - or your ICP evolves. **2\. Monitor subtle signals:** Look beyond product releases. Pay attention to changes in competitors' landing pages, shifts in their blog content topics, or new messaging in their marketing materials. These can indicate upcoming strategic shifts before product changes occur. **3\. Leverage cross-functional insights:** You don't have to do all the research alone. Engage with your sales teams, product managers, and sales engineers. They often have real-time insights about competitors and market trends. **4\. Stay close to customers:** To do this, talk regularly with your sales team, listen to sales call recordings, engage directly with customers when possible, participate in customer advisory boards, and attend industry events. **5\. Make things fun and collaborative:** Engage your wider team in [competitive intelligence](https://www.gotomarketalliance.com/how-competitive-intelligence-can-improve-your-go-to-market-strategy/)! At one company, we hosted a "competition about competition" quiz for our sales team. It was a fun way to refresh their competitive knowledge and keep everyone engaged. [A marketing leader’s guide to messaging and positioningYoni Solomon joins us to discuss two core facets of marketing, messaging and positioning, sharing how he tackled them as CMO of Uptime.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceYoni Solomon![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/02/Untitled-design--46---1-.png)](https://www.gotomarketalliance.com/a-marketing-leaders-guide-to-messaging-and-positioning/) ## **Balancing reactivity and strategy** One of the biggest challenges in competitive positioning is finding the right balance between staying informed and not overreacting to every piece of competitive news. For example, almost every company has that infamous competition Slack channel where people post updates about rivals. While these can be great for keeping everyone involved, they can also lead to emotional reactions and unnecessary panic. 💡 Remember, you don't want to be obsessed with competition to the point where you're purely reactive. If you're constantly consuming information about competitors and thinking about how to respond, you'll end up in a reactive cycle that burns everyone out. Your positioning should be strong enough to withstand minor shifts in the competitive landscape. The key is finding that fine balance between staying aware of what's happening in the market and not overreacting to every competitive move. Stay informed, but don't let every competitor's action dictate your strategy. ## **Final thoughts** As we’ve seen, competitive positioning is both an art and a science. It requires a deep understanding of your product, your market, and most importantly, your customers. By focusing on these foundational elements we've discussed, you create a solid base for effective competitive positioning. Remember, specificity is your best friend in product marketing. Be clear about who you're targeting, what problems you're solving, and how you're different from alternatives. Seek regular feedback, maintain a growth mindset, and don't be afraid to update your strategy as the market evolves. Most importantly, don't try to do this alone. Competitive positioning is inherently cross-functional. Engage with your colleagues across sales, product, customer success, and beyond. Their insights are invaluable in crafting a positioning strategy that truly resonates with your target audience. By taking this approach, you'll be well-equipped to navigate the complex competitive landscape with confidence, always keeping your target audience at the center of your strategy. --- *Want more about* [*competitive positioning*](https://www.gotomarketalliance.com/competitive-positioning-and-what-its-and-why-its-important/)*? Check out our in-depth guide that explores what this concept is, its importance, how you can create the best competitive positioning strategy, and more (including real-world examples).* [Competitive Positioning: What It Is and Why It’s ImportantCompetitive positioning is the most effective type of positioning strategy in marketing. That’s because it takes the competitive environment, and the spaces your product is best placed to compete for within it, into full account.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceAlex Walton![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/07/Screenshot-2023-07-24-at-18.35.56.png)](https://www.gotomarketalliance.com/competitive-positioning-and-what-its-and-why-its-important/) ### 11 best books on go-to-market strategy URL: https://www.gotomarketalliance.com/11-best-books-on-go-to-market-strategy/ Last updated: 2024-08-20T14:00:31.000Z If you’re looking to optimize your [go-to-market strategy](https://www.gotomarketalliance.com/tag/go-to-market-strategy/), you’ve come to the right place! Today, the difference between a good go-to-market plan and a *great* go-to-market plan can make or break your product’s success, so getting it right has never been more important. That’s why we’ve compiled a must-read list of the 11 best books on go-to-market strategy that can take you and your career to the next level. Each of these reads offers truly invaluable insights, actionable tips, and tried-and-true strategies to help you navigate the critical journey from product development to [post-launch](https://www.gotomarketalliance.com/the-biggest-mistakes-companies-make-post-launch-and-how-to-fix-them/) market success. Whether you’re coming from [tech](https://www.gotomarketalliance.com/adopting-ai-into-your-go-to-market-tech-stack/), [product marketing](https://www.gotomarketalliance.com/tag/product-marketing/), or [sales](https://www.gotomarketalliance.com/measure-and-improve-sales-confidence/), and at every level from startup to enterprise, these game-changing books cover everything you need to craft and execute a winning go-to-market strategy. So, get comfy, settle in, and get ready to dive into our curated collection of go-to-market wisdom! Here’s our quickfire list of the **top 11 best books on go-to-market strategy**: 1\. *Crossing the Chasm* by Geoffrey Moore 2\. *The Lean Startup* by Eric Ries 3. *Founding Sales*: *The Early Stage Go-to-Market Handbook* by Peter R. Kazanjy 4\. *The Membership Economy* by Robbie Kellman Baxter 5\. *Traversing the Traction Gap* by Bruce Cleveland 6\. *The Messy Middle* by Scott Belsky 7\. *Obviously Awesome* by April Dunford 8\. *MOVE: The 4-question Go-to-Market Framework* by Sangram Vajre and Bryan Brown 9\. *Contagious* by Jonah Berger 10\. *This Is Marketing* by Seth Godin 11\. *Product Marketing Debunked: The Essential Go-to-Market Guide* by Yasmeen Turayhi Now let's dive in... ![crossing the chasm quote, best go to market strategy books](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/crossing-the-chasm-best-go-to-market-books-1.png) ## **1\. Crossing the Chasm by Geoffrey Moore** Starting off strong, this third edition of Geoffrey Moore’s classic is just as relevant now as it was in 1991, bringing his ideas up to date, along with a wealth of new case studies and examples necessary to our current digital age. This book is all about bringing high-tech products to larger markets, explaining how technology adoption exists in a life cycle, with Moore dividing this into five distinct customers: **innovators**, **early adopters**, **early majority**, **late majority**, and **laggards**. With a vast chasm existing between the early adopters and the early majority, the critical challenge for tech companies and developers is to actually bridge this gap and move into mainstream adoption. A clearly worthwhile win, but one that also requires a fundamental shift. Luckily, Moore steps in to help us cross this chasm with his powerful three-step strategy (no spoilers!) An essential read, filled to the brim with ideas, this book gets straight to the point. Though written with high-tech products in mind, at its core it’s about strategic thinking, so is highly applicable to a range of different industries, for marketers, developers, leaders, and everyone in between! ![the lean startup quote, best go to market strategy books](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/lean-startup-best-go-to-market-books.png) ## **2\. The Lean Startup by Eric Ries** Next up, we have Eric Ries’ groundbreaking guide that revolutionizes the way founders approach building and growing new companies and products, reducing risk whilst increasing efficiency and creativity. Challenging traditional business models, Ries calls for a more flexible and iterative approach based on the Build-Measure-Learn feedback loop, teaching you to get started with a minimum viable product (MVP), test, learn, improve, and repeat. Startups and entrepreneurs today work under extreme uncertainty due to the dynamic nature of the market, and so, need an entirely different set of tools than established companies. *The Lean Startup* isn’t just a set of tactics, but an entirely new way of thinking about innovation and building a sustainable company, and Ries’ principles of entrepreneurship apply to everyone, regardless of your role, industry, or company size. His mantra of maximizing learning, embracing failure, leveraging creativity, and creating value through experimentation is one that’ll stick with you. ![founding sales quote, best go to market strategy books](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/founding-sales-best-go-to-market-books.png) ## **3\. Founding Sales: The Early Stage Go-to-Market Handbook by Peter R. Kazanjy** This book by Peter R. Kazanjy acts as a comprehensive guide, more tailored than the previous two books, to startup founders and those in the world of B2B sales, particularly in B2B SaaS. It’s also worth noting that this book is also a hugely valuable resource to those who aren’t from this background, as *Founding Sales* really stands out for its practical, experience-based approach. Drawing heavily from Kazanjy’s experience as a founder and sales leader, he provides a clear roadmap for founders who need to rapidly navigate the transition to the role of sales leader as their company scales. [100m ARR: Crafting a successful B2B SaaS go-to-market engineWhat does it take to build a $100 million ARR SaaS go-to-market engine? Robert Gimbel shares his insights on scaling, strategy, and execution![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRobert Gimbel![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/ARR-blueprint.png)](https://www.gotomarketalliance.com/crafting-a-successful-b2b-saas-go-to-market-engine/) ![membership economy quote, best go to market strategy books](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/membership-economy-best-go-to-market-books.png) ## 4\. The Membership Economy by Robbie Kellman Baxter A fascinating look at the membership and subscription-based business models that dominate our lives, and examining exactly *why* they’re thriving. Baxter’s great use of case studies across all industries, covering companies from Netflix to CrossFit, will have you radically rethinking how you build relationships with your customers. A theoretical but still hugely practical read, she helps readers understand the shift and teaches them exactly how to do it, with further strategies for how to optimize existing membership models and battle critical challenges like retention and engagement. *The Membership Economy* is relevant for any company looking to build lasting customer relationships and sustainable, recurring revenue in today’s fast-paced digital economy – which is surely everyone right? ![traction gap quote, best go to market strategy books](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/traction-gap-best-go-to-market-books.png) ## 5\. Traversing the Traction Gap by Bruce Cleveland The subtitle of this book says it all: “Traction. Startups need it. Learn how to get it”, and this is just what Bruce Cleveland does in this vital go-to-market guide. Introducing the “Traction Gap”, the early-stage go-to-market phase in which **more than** **80% of *all* startups fail**, Cleveland uses this book as both a warning and a guide, explaining the reasons behind this high failure rate, but also how to overcome this hurdle. A clear ‘how-to’ guide for securing the essential investment every startup needs to scale, this book’s valuable focus on the complex go-to-market phase goes that one step further by giving you the quantifiable tools to actually make it happen. [The Go-to-Market Tools of ChoiceWe’ve all experienced the too-familiar challenge of making a choice. And the process of sifting through countless options and comparing features, prices, and reviews to find the perfect tool for our teams is no different. That’s where the Tools of Choice report comes in.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/02/GTM_Tools_of_Choice_Report_2024_Blog2.png)](https://www.gotomarketalliance.com/the-go-to-market-tools-of-choice-2/) ![the messy middle quote, best go to market strategy books](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/messy-middle-best-go-to-market-books.png) ## 6\. The Messy Middle by Scott Belsky Guide on how to survive – you guessed it – the ‘Messy Middle’ of any business or product venture, a difficult and uncertain part any go-to-market professional knows well. There’s no such thing as a smooth, linear journey in business and go-to-market, and Belsky structures this book in the same way, ditching a typical linear style, and instead encouraging readers to pick their own path, reading the sections that apply to them in whatever stage they need. Belsky’s argument that there are going to be many ups and downs, the ‘Messy Middle’, though a stage when businesses or products can fail, is ultimately encouraging, highlighting that this stage is also where some of the most exciting innovation and growth happens. Success isn’t just a fresh innovative idea, it’s the ability to keep that exciting new idea progressing forward to fruition, and this book, with its focus on resilience, adaptability, and continuous learning, guides you on this journey. ![obviously awesome quote, best go to market strategy books](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/obviously-awesome-best-go-to-market-books.png) ## 7\. Obviously Awesome by April Dunford If you think you knew everything there is to know about positioning your brand or product, April Dunford, seasoned tech exec and positioning expert, is about to prove you wrong. She argues that effective positioning isn’t about following trends or trying to appeal to the widest possible audience, it’s about clearly defining what makes your product unique and communicating that value to the right people. Or as she puts it, discovering your “secret sauce” and then “selling it to those that crave it”. Using examples and anecdotes in an entertaining, accessible, and insightful way, *Obviously Awesome* is a refreshing break from the heavy-going theoretical texts on marketing and positioning. With its step-by-step process, tasks, and advice to help you bring your product to market and deliver results, this no-nonsense, no-filler style, just focuses on helping readers find the right market fit and create positioning that resonates – a real home run. [4 Steps to Master Positioning, Messaging, and StorytellingUnlock impactful positioning, messaging, and storytelling with VP of Product Marketing and Sales Enablement, Kasey Stinson’s go-to-market insights.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceKasey Stinson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/master-positioning--1-.png)](https://www.gotomarketalliance.com/master-positioning-messaging-storytelling-for-multi-product-success/) ![MOVE go-to-market framework quote, best go to market strategy books](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/move-framework-best-go-to-market-books.png) ## 8\. MOVE: The 4-question Go-to-Market Framework by Sangram Vajre and Bryan Brown MOVE is *the* go-to-market blueprint for guiding businesses through different stages of growth and inevitable transformation. Vajre and Brown center this book around the four key questions of their framework: ****1\. Who are you targeting?** ****2\. What do you need to operate effectively?** ****3\. When can you scale your business?** ****4\. Where can you grow the most?** The authors argue that this framework acts almost cyclically, where the four questions form the spokes of a wheel, moving with market conditions so they can help drive the business forward through these changes and its own growth stages. Straightforward in its universality – arguably what makes it so powerful – this book aims to give leaders the tools they need to get unstuck, level up their organizations, and achieve long-term success through informed strategic go-to-market decisions. ![contagious quote, best go to market strategy books](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/contagious-best-go-to-market-books.png) ## **9\. Contagious by Jonah Berger** *Contagious* is a groundbreaking exploration of why certain products, ideas, and behaviors catch on and become viral while others fail to gain traction, and specifically what makes things spread through word-of-mouth. The core of the book revolves around Berger's STEPPS framework, which outlines six key principles that drive things to become contagious – but we’ll let you discover them for yourself! Challenging our beliefs that virality is random or solely tied to vast advertising budgets, and that word-of-mouth only exists now as an online phenomenon, Berger instead argues that by understanding and implementing these six principles, businesses and individuals can craft messages and products that are inherently more shareable. The book serves as an essential guide for marketers, entrepreneurs, and anyone interested in understanding and harnessing the power of social influence. By breaking down the science behind why things catch on, Berger provides a roadmap for creating content, products, and ideas that people can’t stop talking about! [How to build a GTM strategy: Steps, tools, and best practicesLaunching a new product can feel a little daunting. How can you ensure you get your product offering to the right customers at the right time? That’s where a solid GTM strategy comes in. Follow this step-by-step framework for continued GTM success!![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceAmelia Wilson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/12/bw_dartboard--1-.jpg)](https://www.gotomarketalliance.com/ultimate-guide-to-building-a-gtm-strategy/) ![this is marketing seth godin quote, best go to market strategy books](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/this-is-marketing-best-go-to-market-books.png) ## **10\. This Is Marketing by Seth Godin** *This Is Marketing* is a revolutionary approach to marketing that challenges traditional, more aggressive advertising methods. Godin instead argues for a more humanistic, empathetic approach that focuses on solving people's problems rather than just selling products. His main point is that effective marketing in today's oversaturated media landscape requires a total and fundamental shift in perspective. Instead of viewing consumers as targets to be exploited – just things buying stuff – Godin encourages marketers to see them as individuals to be served. Therefore transforming traditional marketing from a tool of manipulation to one of genuine connection and value creation – pretty neat right? This book is more than just a step-by-step guide, it’s a set of principles and mindsets, teaching readers to be adaptable, creative, and always focused on the human element of their work, thus creating more of a lasting impact, and more sustainable, meaningful businesses. ![product marketing debunked quote, best go to market strategy books](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/product-marketing-best-go-to-market-books.png) ## **11\. Product Marketing Debunked: The Essential Go-to-Market Guide by Yasmeen Turayhi** Successfully bringing a product to market: The original challenge in the go-to-market space, and one Turayhi neatly addresses in this book, with her practical framework for transforming ideas into robust go-to-market strategies. The book's core premise is that a great product alone isn’t enough for market success, and innovative products won’t sell themselves, you need effective product marketing to bridge the gap between a product's potential and its performance. What’s even better about this book is its practicality, choosing to provide actionable advice over theoretical concepts, serving as a "tl;dr" (too long; didn't read) guide for product launches, and distilling complex marketing concepts into accessible, applicable strategies. This book is an essential resource for entrepreneurs, product managers, and marketing professionals looking to bridge the gap, across various industries and growth stages. ## **Final thoughts** So there you have it, folks! Our curated list of the 11 best books to optimize your go-to-market strategy. Whether you're a startup founder, a seasoned marketer, or somewhere in between, these reads offer a treasure trove of insights to help you navigate the exciting journey of bringing products to market. From crossing chasms to lean startups, from membership economies to contagious ideas, these books cover all the bases. They'll challenge your thinking, spark new ideas, and equip you with practical tools to take your go-to-market game to the next level. Happy reading, and here's to your next successful product launch! --- ### **Looking for even more ways to boost your go-to-market career?** [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/GTM_Certified_Meta_14-1.jpg)](https://learn.gotomarketalliance.com/training/97fd542a-208b-11ee-9cd4-020c09ed3e15/overview) **Go-to-Market Certified** features everything you need to consolidate your knowledge of key GTM principles and understanding how this bread and butter deliverable works. Built alongside an ensemble of GTM aficionados, this course explores a tried and tested framework for GTM success, covering *the whole* GTM motion, including tactical implementation through the pre-launch, hard-launch and post-launch phases. [Get Go-to-Market Certified today!](https://learn.gotomarketalliance.com/training/97fd542a-208b-11ee-9cd4-020c09ed3e15/overview) **👩‍🏫 6 modules ✅ 50 exam questions ⏰ 5+ hours worth of content 🔖 Official certification 🧑‍💻100% self-paced** ### 4 steps to master positioning, messaging, and storytelling for multi-product success URL: https://www.gotomarketalliance.com/master-positioning-messaging-storytelling-for-multi-product-success/ Last updated: 2025-01-07T16:03:32.000Z Unlock impactful positioning, messaging, and storytelling with VP of Product Marketing and Sales Enablement, Kasey Stinson’s go-to-market insights. _This post is for paying subscribers only._ ### The roles and responsibilities of your go-to-market team [Video] URL: https://www.gotomarketalliance.com/role-of-your-gtm-team-video/ Last updated: 2024-11-01T10:47:48.000Z ### More like this... [What are the stages of a go-to-market strategy? \[Video\]Discover the three stages of GTM strategy: pre-launch, execution, and post-launch. Ready to unlock the secrets to GTM strategy? Watch now.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/11/3-stages-of-a-go-to-market-strategy.png)](https://www.gotomarketalliance.com/stages-of-a-gtm-video/) [The roles and responsibilities of your Go-to-Market teamA recurring theme in Go-to-Market is the concept of working closely with diverse teams. A collaborative effort from your central teams (marketing, product, sales, etc.) means you’ve got a unique perspective on and view of every stage of your GTM. But who exactly do you need on your GTM team?![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/02/mitchell-luo-H3htK85wwnU-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-roles-and-responsibilities-of-your-go-to-market-team/) [The future of go-to-market and AI \[Video\]How can you use AI to take your GTM strategy to the next level? Two experts discuss AI’s role in better serving your customers. Watch now.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/11/The-future-of--GTM-and-AI.png)](https://www.gotomarketalliance.com/future-of-go-to-market-and-ai-video/) ### Adopting AI into your go-to-market tech stack URL: https://www.gotomarketalliance.com/adopting-ai-into-your-go-to-market-tech-stack/ Last updated: 2024-11-20T16:48:09.000Z [Artificial intelligence](https://www.gotomarketalliance.com/ai-in-gtm-opportunities-challenges-and-best-practices/) has already revolutionized modes of working across various industries. It’s an indispensable tool for many, whether in sales or marketing, and will continue to grow as more and more teams involve AI throughout their strategies and processes. It’s only natural, then, that organizations are wondering how to operate amidst such rapid technological advancements. Whether a business is ready to bring on board a big shift (such as integrating AI and specialists across the board) remains unanswered. That’s not to say AI hasn’t redefined business and could empower your team to grow in creative and - yes - even human ways. This article covers: - [How to encourage your teams to adopt AI ](https://www.gotomarketalliance.com/adopting-ai-into-your-go-to-market-tech-stack/#how-to-encourage-your-teams-to-adopt-ai) - [Choosing the right AI tools for your team](https://www.gotomarketalliance.com/adopting-ai-into-your-go-to-market-tech-stack/#how-to-choose-the-right-ai-tools-for-your-team) ## How to encourage your teams to adopt AI Though AI has developed tremendously and led the way for new roles to be created, there’s no telling whether or not this relates to companies having to hire AI specialists in the future. With the right onboarding, training, and exposure, many of us can reap the benefits of AI. Given that there’s still some hesitation surrounding the use of AI, we understand that it’s tricky to know how to strike the right balance. After all, job displacement is a big fear. But there’s nothing as unique as being human; AI tools cannot replace that. One way to encourage your teammates to keep an open mind is to teach them how to make use of the many AI tools out there today. ### Integrate user-friendly tools User adoption depends on usability. User-friendly tools are likely a better option when first introducing AI into your teams. Get your team used to it, and gather feedback to see what’s worked. This way, you’re also showing your team they don’t necessarily need to be specialists to understand and use AI. ### Lead with the benefits Sometimes your team can be resistant to change simply because they don’t understand it. Highlight the benefits of using AI within their workflows, the improved efficiency, less repetitive tasks, and more time for strategic work (that an AI can’t mimic). By leading with how AI can make your team’s job easier they’ll be more open to having a go. > “I think focusing on how AI can remove the mundane, more reactive tasks of a CS on a daily basis, allowing them to focus on the proactive, more strategic engagements with our customers is a great way to combat hesitation or fear around using the resource. > “Much of what AI will do for us is free up existing reps' time for more important work, more deep work, and for this reason, we have not seen much pushback to date.” – **Brian Grogan**, MSW, MBA, Principal GTM Operations at HUMAN > “For me, it's all about business results, job impact, and business impact. > “If you can show someone how to complete their usual workflow - which might take an hour, days, or even weeks - in just five minutes, they will usually listen to you. > “There are many tasks we do on a daily basis that are process-focused and somewhat tedious. If we can delegate these to an AI tool, we can then focus on more strategic and meaningful aspects of our work.” – **Jonathan Kvarfordt**, Founder at GTM AI Academy, Head of GTM Revenue Enablement and Product Marketing at Simetrik [The power of stakeholder management: A key to successful product marketingWhether it’s a big launch, long-range planning, or ensuring a cohesive market positioning, we must work closely and effectively with all cross-functional teams. Product marketers must build soft skills that’ll allow them to navigate different perspectives and priorities.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceStuti Dutt![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/04/annie-spratt-QckxruozjRg-unsplash--4---1-.jpg)](https://www.gotomarketalliance.com/the-power-of-stakeholder-management-a-key-to-successful-product-marketing/) ### Provide expert-level training sessions If that’s working and you notice enthusiasm’s picked up, keep the momentum going. Whether through hosting expert-level [**training sessions**](https://www.gotomarketalliance.com/how-to-improve-sales-team-training-sessions/) or promoting **cross-collaboration,** encouraging your team to stay educated on the topic of AI will likely help them develop the necessary skills. > “For teams, I think there’s no option other than to mandate use. Offer training, but make it compulsory to use AI in workflow. Management has to take the lead and deploy new ways of working.” > – **Zohe Mustafa**, Fractional CMO / CTO / CGO, Founder at Hakka ### Enable cross-collaboration What’s more, by enabling cross-collaboration amongst different teams, you also give them access to your organization’s collective ability. At the center of any cross-collaborative effort lies the belief that you can’t possibly know everything. Nevertheless, that much-needed guidance from your knowledgeable colleagues means you can successfully try your hand at different tasks across different branches of your organization. Tackle AI the same way. > “First of all, within the company, we created a common community for sharing experiences and use cases of AI in various areas of marketing and product. > “This helped find cross-team solutions to improve quality and accelerate work. The identified use cases then underwent testing in real processes. Some took root and now help solve problems in the workflow.” > – **Aleksandr Seygarov**, Product Marketing Manager at Space307 [How to lead a collaborative Go-to-Market strategyBringing a new product or feature to market requires careful planning and a whole lot of cross-functional collaboration in order to be successful. And it’s often up to product marketing to facilitate the cross-functional collaboration needed for a successful product launch.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceChristine Friscic![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2022/04/patrick-perkins-ETRPjvb0KM0-unsplash-1.jpg)](https://www.gotomarketalliance.com/how-to-lead-a-collaborative-go-to-market-strategy/) ### Practice makes perfect From there, the next step is to get your team to **build confidence** by practicing. This can happen with any AI tool that suits your team-wide goals. Giving individuals the space to try, fail, reassess, and succeed is the best way to make them comfortable with anything novel or unknown. If your team uses your AI tools of choice every single day, they’ll be specialists in their own right. > **“Companies should encourage employees to use AI,** but signing up for free trials of random AI platforms can put company information at risk. Having a closed system has allowed us to develop new products, enhance GTM efforts, and learn about AI without worry about misuse of our data.” > – **Anne Hunter**, Senior Vice President (B2B Products and Go-to-Market) at Ipsos. 💡 Changing your team’s mindset can take a bit, but gradual sessions and check-ins or even one-to-one feedback meetings can really inform the way you’ll approach AI implementation. ## How to choose the right AI tools for your team The answer to this depends on a few things: whether or not you have the budget, whether you have the resources to train and retrain team members, if the tool *truly* addresses the problem at hand, and if you absolutely need this tool to stay ahead. In all truth, approach this problem the same way you would when looking to hire a new person or change platforms to suit your organization’s goals better. Ultimately, the goal should be to improve and establish new modes of working. ### Factors to consider when selecting a new AI platform It might be tempting to try and implement as many AI tools as possible, but this could prove inefficient and costly. For example, rather than over-implementing, one option is to take a platform approach and implement one AI tool that supports **multiple use cases** within your contextualized model, such as Ignition. Another way to avoid having too many tools is to look at your **current stack** and establish which areas of your business could benefit from AI tech. Once you’ve done this, you can start looking at and evaluating your options by considering what’s available in the market. It might be worth looking for a product or service that **aligns with your company ethos**. For example, this could look like sourcing a provider who values data protection or enforces strict regulations. Another way to find the right tool it look at how skilled your team is, as this can tell you whether a certain tool is a **sensible investment** or not. You’d ideally want to cut down on costs and ensure resources are utilized at the time of introducing the new software. Bear in mind that these variables might look different case by case. You have to always take into consideration your **company's needs**. From there, you can trial and adopt a tool that suits you and is useful to your team, organization, and audience. [The Go-to-Market Tools of ChoiceWe’ve all experienced that all-too-familiar feeling of having to choose. And the process of sifting through countless options and comparing features, prices, and reviews to find the perfect tool for our teams is no different. But that’s where the Tools of Choice report comes in.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/02/GTM_Tools_of_Choice_Report_2024_Blog.png)](https://www.gotomarketalliance.com/the-go-to-market-tools-of-choice/) ### Examples from the experts > “One pitfall to consider with AI tools is that there is a vast number of them out there. It's hard to keep up with all these tools, and it's easy to become overwhelmed or get “shiny object syndrome.” > “I would say **keep it simple**. > “Look at basic tools like ChatGPT that can cover a variety of use cases to help people. Make sure you are aware of what's out there. If you do pick another tool, **choose the best one based on your workflow**.” – **Jonathan Kvarfordt**, Founder at GTM AI Academy, Head of GTM Revenue Enablement and Product Marketing at Simetrik > “To set the stage, within our firm, we found the most immediate and beneficial use for AI was within a scaled motion for customer success and account management on our lower ARR accounts. > “We have since expanded this application to our account base as a whole by exploring products like Reef.ai which can **help us to identify hotspots for cancellation, missing data, and ideal expansion targets within our entire account base through a simple CRM integration**. > “We also have a large number of customers that are mainly self-service at the lower ARR level and require a low-touch strategy to service them. I wanted to up-level what it meant to be a customer within this tier and provide a better experience and engagement with our firm. > “While we have not implemented it, we are looking at using AI for several key touchpoints, including **creating engagement campaigns, automating the outreach process for events like renewal reminders, ABR scheduling and events reminders.**” – **Brian Grogan**, MSW, MBA, Principal GTM Operations at HUMAN > “I primarily use **AI as a tool for research, understanding best practices in niche product launches, case study analysis, strategy development, data interpretation, and industry benchmarking**. I foresee AI evolving into a foundational operational standard, acting as a guide to ensure no essential steps are overlooked in planning. > “It will likely become second nature to process business and marketing plans through ChatGPT, prompting AI to fill in gaps, predict outcomes, and provide compelling case studies for the creation of investment strategies. > “For a first step, take any part of the campaign or launch process and ask ChatGPT to suggest improvements to the plan to hit your goals, provide detailed measurement strategies, or provide audience information on your product niche, and consider using that information for targeting your ads, for example. > “And, like many others, our AI journey has predominantly involved exploring tools like ChatGPT for content generation and AI-driven art platforms for creative concepts. As these tools become more familiar, the focus is now on integrating AI into specific processes, while assessing benefits and limitations to leverage its full potential.” – **Simone Silva-Lysko**, Go-to-Market Manager at MINICLIP ## Craving more AI insights? We have more where this came from in our **AI for Go-To-Market** playbook. Download your copy. 👇 ### 9 types of go-to-market strategy URL: https://www.gotomarketalliance.com/9-types-of-go-to-market-strategy/ Last updated: 2024-12-03T12:10:13.000Z There are so many different types of go-to-market strategies you could use for your business – it can be challenging to know which is best for your needs. This article outlines nine different GTM strategies that you could use for your next launch as well as some guidance on which types of products and companies these strategies suit. ![9 types of GTM stratgey: Inbound Outbound  Product-led Channel-led Ecosystem-led Community-led Sales-led Demand generation Account-based](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/9-types-of-GTM-strategy.png) Looking for something in particular? Skip ahead: - [Inbound](https://www.gotomarketalliance.com/9-types-of-go-to-market-strategy/#inbound) - [Outbound ](https://www.gotomarketalliance.com/9-types-of-go-to-market-strategy/#outbound) - [Product-led](https://www.gotomarketalliance.com/9-types-of-go-to-market-strategy/#product-led) - [Channel-led](https://www.gotomarketalliance.com/9-types-of-go-to-market-strategy/#channel-led) - [Ecosystem-led](https://www.gotomarketalliance.com/9-types-of-go-to-market-strategy/#ecosystem-led) - [Community-led](https://www.gotomarketalliance.com/9-types-of-go-to-market-strategy/#community-led) - [Sales-led](https://www.gotomarketalliance.com/9-types-of-go-to-market-strategy/#sales-led) - [Demand generation](https://www.gotomarketalliance.com/9-types-of-go-to-market-strategy/#demand-generation) - [Account-based](https://www.gotomarketalliance.com/9-types-of-go-to-market-strategy/#account-based) ## Inbound Inbound strategies use content marketing to draw customers in, gain trust, and drive conversions. This GTM strategy works by providing your audience with valuable content and presenting your brand as a thought leader within your industry. This strategy involves creating a range of content to educate and entertain your customers such as: - Blog content and SEO - Social media posts - Reports and whitepapers - Case studies - Podcasts - Videos It's a versatile strategy just as at-home in an [ecommerce Go-to-Market strategy](https://www.gotomarketalliance.com/ecommerce-go-to-market-strategy/) as it would be in a SaaS business' GTM plan. By providing this value to your customers, you generate organic brand awareness. In turn, this generates leads and conversions for your product or service as your audience trusts your brand. Inbound GTM is a long-term investment that pays off over time. By providing customers with the right content at the right time, your pipeline almost fills itself! This strategy is best for companies who want to become thought leaders in the industry, those with resources to invest in content creation, and whose products won’t change much over time. [11 Best Books on Go To Market StrategyDive into our must-read list of the 11 best books on go to market strategy that can take you, your career, and your strategy to the next level.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/11-best-books-on-GTM-strategy-go-to-market-strategy--1-.png)](https://www.gotomarketalliance.com/11-best-books-on-go-to-market-strategy/) ## Outbound While inbound pulls customers in, outbound reaches out to your customers directly. Rather than trying to get the word out to everyone, outbound GTM strategy focuses on making contact with prospects who fit into your [ideal customer persona](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/) (ICP) and personalizing this outreach to their specific pain points. This approach utilizes email outreach, cold calling, social selling, and paid lead lists to sell your product to your buyer persona. This more precise approach allows your team to personalize communication more effectively and improve close rates. 💡 Outbound strategy is quite similar to sales-led strategy which we’ll cover later in this article. ## Product-led Product-led strategy, also known as product-led growth (PLG) lets the product speak for itself. This approach relies on building trust and authority by providing the best product on the market. This reduces pressure on [sales and marketing](https://www.gotomarketalliance.com/how-to-achieve-better-alignment-between-product-marketing-and-sales/) teams as the product essentially markets itself. The product will also facilitate purchases, track behavior, conduct analysis, and receive feedback within its ecosystem. Most product-led companies also require fewer sales reps as they rely on a self-serve model. PLG depends on having a great product with many potential uses and a talented team to update the product regularly. Your product team will likely run regular sprints to add new features and fix bugs to keep your customers satisfied. > “[Product-led growth](https://www.productledalliance.com/what-is-product-led-growth/) is about prioritizing the user experience in everything you do: your product, pricing, marketing, customer engagement, and even buying experience. > “An incredible user experience inevitably leads to faster growth, greater customer expansion, and best-in-class retention.” > **– Kyle Poyar**, Operating Partner at Openview. This approach to GTM works best for: - Early-stage start-ups in a new market or creating a new category. - Products with a freemium [pricing strategy](https://www.gotomarketalliance.com/why-pricing-based-on-value-is-better-than-pricing-on-cost/). - Companies who want to personalize the onboarding experience. - Businesses that want to scale quickly with a low customer acquisition cost. - Flexible payment options, such as membership upgrades, add-ons, etc. [How case studies can elevate your content-led GTM approachCase studies are one of the most powerful content tools in the GTM playbook. Buyers are looking for third-party validation, and what better than a peer who’s made a similar decision? In case studies, sellers have an external voice sharing what your solution provides and the value it delivers.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceDavid Bressler![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/05/GTM_Framework_Post-Launch_6.jpg)](https://www.gotomarketalliance.com/how-case-studies-can-elevate-your-content-led-gtm-approach/) ## Channel-led A channel-led approach is where your business will focus on building a sales channel rather than a specific product or marketing technique. This strategy builds a [roadmap](https://www.gotomarketalliance.com/why-you-need-an-outcome-driven-product-roadmap/) of how your products will get from manufacture to your customers. This relies on building relationships with other companies to promote and sell your products via various channels and intermediaries. Examples of channels to consider are: - Retailers - Wholesalers - Distributors - Brokers - Agents - Online platforms - Social media storefronts - [Affiliate marketing](https://www.gotomarketalliance.com/improve-the-customer-journey-with-affiliate-marketing/) A key consideration of using this approach is supporting your partners. This may involve providing them with training, resources, and incentives they’ll need to sell your products. For example, point-of-purchase (POP) displays or discounts for their customers. The benefit of a channel-led strategy is tapping into markets beyond your reach by using your partners’ resources. This allows you to extend your presence without a large upfront cost. With this in mind, channel-led works best for small companies selling physical products who want to keep their distribution costs low. [Product marketing vs. channel marketing - what’s the difference?Unraveling product marketing vs. channel marketing: Explore the meanings and 4 key differences between these marketing disciplines.![](https://www.productmarketingalliance.com/content/images/size/w256h256/2024/08/android-chrome-512x512-1.png)Product Marketing AllianceAnand Srinivasan![](https://www.productmarketingalliance.com/content/images/size/w1200/2024/03/Product-marketing-vs.-channel-marketing---what-s-the-difference-.jpeg)](https://www.productmarketingalliance.com/product-marketing-vs-channel-marketing-whats-the-difference/) ## Ecosystem-led [Ecosystem-led GTM](https://www.gotomarketalliance.com/ecosystem-go-to-market-vs-partnership-go-to-market/) involves partnering with multiple companies to deliver an integrated offering to your customers. This approach involves connecting with complementary products so you can deliver an end-to-end experience for customers. It's not just a one-off relationship with another business. The ecosystem approach builds a web of companies intertwined to deliver an all-inclusive service. This includes a network of suppliers, distributors, and providers. This approach allows your company to offer more than you could offer in-house. This may mean partnering with companies outside of your traditional industry to find complementary products. For example, a suncream brand partnering with a swimwear brand. Some benefits of an ecosystem approach include: - Offering multiple layers of value. - Wider reach through partners’ audiences. - Stay ahead of competitors. - Better data to drive decision-making. [Drive marketplace and ecosystem success with cloud co-sellingFrom struggling sales to $2 million revenue: Unveil the power of cloud co-selling in B2B. Explore the future of marketplace partnerships!![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceEyal Worthalter![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/04/meta-images--24-.png)](https://www.gotomarketalliance.com/cloud-co-selling-a-strategic-approach-to-marketplace-and-ecosystem-success/) ## Community-led Community-led GTM strategy starts and ends with your customers. This approach relies on creating and building a community of supporters within your customer base. This [engagement](https://www.gotomarketalliance.com/guide-to-customer-and-community-engagement-playbook/) and loyalty leads to customer acquisition and revenue. Being community-led requires maintaining a strong set of brand values and walking the walk when sharing your values with your customers. Ultimately these values must appear sincere and authentic to your audience. Your customers also need a dedicated space to visit regularly and collaborate with other community members. Facilitating this meeting place allows your community to create value through interactions with each other. Your organization can host this community on any platform that makes sense for your audience. Some examples include: - Slack - LinkedIn groups - Facebook groups - Instagram broadcast channels - Discord - Microsoft Teams --- 👋 Want to share ideas with your fellow GTM pros? Join our [Slack community](https://www.gotomarketalliance.com/join-the-gtm-slack-community/) today! --- This approach to GTM takes time – but with patience and tweaks to your offering and messaging, your customer base will grow organically into a thriving community. Our founder says it best: > “Being [community-led](https://www.communityledgrowth.com/creating-a-community-isnt-a-quick-fix-business-solution/) is a long-term strategy that focuses on building trust and delivering value to a specific group of people or demographic. > “The idea is to deliver true value that's also free, which can take the form of sharing great ideas, templates, frameworks, or any other content. Community members take value from each other by sharing their knowledge and resources. > “Over time, this builds trust and loyalty among members, and they become more receptive to potential offerings from a company. > “In essence, community-led growth is about building a relationship with a group of people and providing value to them in a way that engenders trust.” > – **Richard King**, Founder and CEO at The Alliance. ## Sales-led Often paired with outbound strategy, sales-led GTM focuses on generating sales via **talented salespeople**. This approach relies on your sales team to persuasively position your product to close deals. Your sales reps should be able to counter all objections your product could face. This strategy helps to direct efforts at a narrow target audience that will find value in your offering. Conducting thorough research and properly defining your buyer personas will allow your sales reps to close deals effectively and forge strong relationships with your customers. > “The primary benefits come from the direct, personal connections you can forge with customers. You have the ability to understand customer needs at a detailed level and develop and customize your product to meet their needs and drive higher usage and adoption. > “You can also create the feedback loop your product teams need to develop new features and capabilities. This can create loyalty and advocacy that benefit the business and the brand for years to come.” > – **Jarod Greene**, Chief Marketing Officer at Vivun. As your sales reps are the main focus of your GTM motion, it’s important to build a strong team and ensure they stay up-to-date on sales best practices. That’s why investing in sales enablement is crucial for sales-led organizations. Sales-led strategy works best for companies: - With lots of resources to invest in their salespeople and sales strategy. - Looking to create one-on-one relationships with their customers. - In a very competitive or oversaturated market. - Offering complex or expensive products that need to be explained to prospects. - With long sales cycles or custom pricing. [Uniting product-led and sales-led growth models in SaaSIt’s time to talk about bridging the gap between product-led growth and sales-led growth SaaS models for companies. And the burning question most companies continue to have is, “Which one should we adopt? Which one is optimal?”![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceSaurav Sharma![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/09/Untitled-design--23---1-.png)](https://www.gotomarketalliance.com/uniting-product-led-and-sales-led-growth-models-in-the-saas-sphere/) ## Demand generation Demand generation utilizes inbound and outbound activities to generate warm, qualified leads who’ve already heard of your product and are interested in learning more. Some activities used in creating demand are content marketing, [email campaigns](https://www.gotomarketalliance.com/key-steps-to-getting-your-product-launch-right/), and paid lists. This mixed approach to your GTM strategy will reduce the pressure on your sales and marketing teams by providing them the means to work together and create demand for your product. You’d be right in thinking this sounds a lot like inbound, but the difference here is being sure of who your audience is and what their pain points are. Often inbound casts too wide of a net to bring in high-quality leads, demand generation solves this by narrowing in on an ICP. With that in mind, demand generation works for companies that: - Need to generate high-converting qualified leads. - Are in a growth phase. - Need to reduce the cost of converting leads into customers and retaining them. - Want to create awareness and consideration for their products. - Need to strengthen their customer relationships. [Top ten best practices for driving customer demandWe’re very excited to share our top tips for building a powerful upsell engine that drives value for your customers and revenue for your business. If you’re just getting started with building upsell programs and campaigns, our tips are laid out in our suggested order of operation.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceSeema Rizvi![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/09/Untitled--1200---630px---4---1-.png)](https://www.gotomarketalliance.com/top-ten-best-practices-for-driving-customer-demand/) ## Account-based An account-based go-to-market strategy uses one-to-one marketing aimed at a single company or buyer. These target accounts are large enterprise deals that your marketing and sales team will work to build a relationship with. This involves identifying target accounts that fit your ICP, identifying key decision-makers, and creating personalized content for each account. The account-based approach is resource intensive as each account you chase will have their own dedicated team, but this pays off when you secure large high-margin deals. Account-based GTM works best for companies: - Marketing to a small group of enterprise buyers. - That don’t require a high sales volume to succeed. - Looking to build [close relationships](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/) with long-term clients. - Selling high-margin products. [Account-based marketing at LSEGABM expert Marquis Green outlines how the London Stock Exchange partners with the strategic account and sales teams to build a customer and data-led ABM strategy.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceMarquis Green![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/09/Screenshot-2023-09-08-at-13.06.07.png)](https://www.gotomarketalliance.com/account-based-marketing-at-lseg/) ## Which GTM strategy should you use? As we’ve discussed, there are lots of different types of go-to-market strategies you could implement at your company. But that likely leaves you with a burning question: Which one should you use? There’s no one-size-fits-all when it comes to GTM strategy (that’s why there are so many in the first place!). But there are some ways to decide which strategy is best for your business. Your company’s goals, values, ideal customers, and product can all influence which strategy will work best. --- [How to build a GTM strategy: Steps, tools, and best practicesLaunching a new product can feel a little daunting. How can you ensure you get your product offering to the right customers at the right time? That’s where a solid GTM strategy comes in. Follow this step-by-step framework for continued GTM success!![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceAmelia Wilson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/12/bw_dartboard--1-.jpg)](https://www.gotomarketalliance.com/ultimate-guide-to-building-a-gtm-strategy/) --- **Sometimes one strategy isn’t enough** – you can also experiment with mixed or hybrid strategies to better suit your objectives. While it may be difficult to use opposite approaches such as sales-led and product-led, you could utilize complementary approaches like inbound and community-led to strengthen your GTM strategy. Using a combination of approaches in your GTM plan will allow you to cover more ground and tailor these strategies to the unique needs of your business and product. ## Looking for more insight into GTM motions? Discover comparisons of the most popular GTM motions, actionable advice for choosing the best motion to support your business, and expert advice from GTM leaders in our [**Go-to-Market Motions Playbook**](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/)**.** Get your copy now! 👇 [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_-5.png)](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) ### The $100 million ARR blueprint: Crafting a successful B2B SaaS go-to-market engine URL: https://www.gotomarketalliance.com/crafting-a-successful-b2b-saas-go-to-market-engine/ Last updated: 2024-08-02T16:00:03.000Z This article comes from **Robert Gimbel**’s insightful talk, ‘*100M ARR: How to build a B2B SaaS GTM engine that gets you there*’, at our **#GTM24** event, check out his full presentation [**here**](https://www.gotomarketalliance.com/gtm24-online-ondemand/). --- Ever wondered what it takes to build a $100 million ARR [go-to-market](https://www.gotomarketalliance.com/the-go-to-market-framework/) engine? If you're reading this, chances are you're on that very mission. Well, you're in the right place! I'm Robert Gimbel, and I've seen B2B SaaS companies from almost every perspective. My last five years were spent as a Chief Revenue Officer, working on the very mission we're talking about today. Before that, I served as Chief Operating Officer and Head of Product. So, I've got a real 360-degree view of the [B2B SaaS](https://www.gotomarketalliance.com/how-to-launch-a-saas-product-your-saas-go-to-market-strategy/) world. Here's the thing: I'm not an inventor; I'm not the person who comes up with innovative new ideas; I’m the one scaling those ideas as the operator and structure builder. My passion is complementing a great strategy with strong execution. So in this article, we'll explore some of the key ingredients you'll need to scale as fast as possible. From understanding what [product-market fit](https://www.gotomarketalliance.com/defining-and-measuring-product-market-fit/) really means, to designing your go-to-market strategy, all the way through to execution – we'll cover it all. Are you ready to build that $100 million ARR go-to-market engine? Let's dive in! ## **Understanding product-market fit** Before we talk about scaling, let's quickly touch on product-market fit. After all, you need to have something worth scaling before you start revving up that go-to-market engine. There's no one-size-fits-all definition of product-market fit, but here are some indicators I look for: ✅ A strong product with a clear value proposition ✅ 50+ customers ✅ Customers with similar problems that you're solving consistently ✅ Customer reference stories ✅ $1 million+ in ARR ✅ 80%+ customer retention rate That last point is crucial. If you're losing customers as quickly as you're signing them up, you need to take a hard look at how sustainably you're delivering value. A high [retention](https://www.gotomarketalliance.com/a-step-by-step-guide-to-retention-renewals-and-expansion/) rate is a true indicator that you're not just good at selling, but you're actually delivering value over time. [Product-market fit vs go-to-market fitWhat’s the difference between product-market fit and go-to-market fit? Discover the answer and learn how to achieve these milestones in your GTM product launch.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/07/product-market-fit-vs-go-to-market-fit-social.png)](https://www.gotomarketalliance.com/product-market-fit-vs-go-to-market-fit/) ## **Crafting your monetization strategy** Once you've nailed product-market fit, it's time to think about your monetization strategy. Let's use an example: say you're selling to large enterprises, like global banks. In most cases, they won't adopt your solution across the board from day one. Typically, you'll land somewhere small – maybe a team in one country, bringing in about $20k ARR. Not earth-shattering, but it's a foot in the door. If you do well there, you can leverage that success to expand into other areas. More people sign up in that country, then other countries start adopting, and you can sell additional add-ons as you become more critical to their operations. This land-and-expand approach means your [pricing model](https://www.gotomarketalliance.com/tag/pricing-strategy/) needs to be flexible: 1. **Land**: You need a simple, easy-to-say-yes-to offering. Don't try to maximize value here; focus on minimizing risk for the customer. 2. **Expand**: Have a clear path to capture more value as you grow within the organization. This is where your real growth will come from. 3. **Add-ons**: Optional extras that become more relevant as your footprint in the organization grows. Don't be afraid to revisit and adapt your pricing. Many companies focus too much on landing customers and give away too much of their product. Without a path to expansion, it's going to be incredibly hard to keep up with growth numbers. [The challenges of global Go-to-Market strategiesThe last mile of Go-to-Market. You’ve done all the product market fit, all the planning, the messaging and the positioning, and you want to get them in the hands of your sales team. Obviously, there are many challenges when you’re thinking about doing this globally.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/07/globalgtm.jpeg)](https://www.gotomarketalliance.com/the-challenges-of-global-go-to-market-strategies/) _This post is for paying subscribers only._ ### What are the stages of a go-to-market strategy? [Video] URL: https://www.gotomarketalliance.com/stages-of-a-gtm-video/ Last updated: 2024-11-01T10:46:44.000Z ### More from us... [Roles and responsibilities of your go-to-market team \[Video\]Discover the key responsibilities of each member of a successful GTM team. Include product, marketing, sales, customer success, and more. Watch now.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/11/roles-and-responsibilities-of-a-go-to-market-team.png)](https://www.gotomarketalliance.com/role-of-your-gtm-team-video/) [What are the stages of a Go-to-Market strategy?All products are unique, and no GTM strategy is the same. In this article, we share some tips and tricks to see you through every stage of your Go-to-Market strategy.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/09/volodymyr-hryshchenko-L0oJ4Dlfyuo-unsplash--1-.jpg)](https://www.gotomarketalliance.com/what-are-the-stages-of-a-go-to-market-strategy/) [How do you relaunch a product that failed? \[Video\]Product Marketing Director at Salesforce walks us through how to relaunch a failed product. From improving your mistakes and gaining trust. Watch now.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/11/Relaunch-a--failed-product.png)](https://www.gotomarketalliance.com/relaunch-a-failed-product-video/) ### Sprint backlog vs. product backlog: A guide URL: https://www.gotomarketalliance.com/sprint-product-backlog/ Last updated: 2024-08-01T15:38:59.000Z ## **Where do these terms come from?** Sprint and product backlog are terms that come from the *agile* project management methodology. *Agile* is a popular methodology in SaaS companies, particularly where the development and product teams overlap. The name of the game is all about going-to-market with features quickly and efficiently. ### **What is the agile methodology?** Agile splits, more or less, into two camps: *scrum*, and *kanban*. If you’ve used any project management software before, you’re probably familiar with the *kanban board*, where tasks form ‘cards’ that move from right to left through a series of stages, visualizing progress across a project. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/mostOfBoardLarge.png) **Project management boards help to visualize the flow of tasks across the lifetime of the sprint.* *Scrum*, however, is the specific [agile methodology](https://www.gotomarketalliance.com/top-agile-frameworks-and-methodologies/) that the terms sprint backlog and product backlog come from. Scrum is concerned with projects of a *fixed length*, while Kanban is concerned with *continuous release* projects. (Tasks are continually fed into the left-hand side of the kanban board, and moved towards the right as the team progresses them.) Product and sprint backlogs are ways for teams to figure out what tasks they’ll work on during a fixed length project. This information helps us to understand each type of backlog, what it is, and what it’s for. ## **What is a product backlog?** A product backlog is a wishlist of improvements for a product that haven’t been implemented yet. These improvements can include new features, bug fixes, improvements to user experience (UX), tweaks to functionality, or even full-scale redesigns of parts of the product. The product manager for a given product is in charge of the product backlog. They’ll keep this list up to date, wishlisting improvements in accordance with the wider business strategy, which in turn ties into the organization’s goals for the product. Crucially, they’ll prioritize the list according to certain conditions, including: - Effort vs. impact. - Value to the customer. - Product roadmap and wider business goals. Product backlog items are visible to the product and development teams, who work on realizing the improvements and changes. ### **Example of a product backlog** Items in a sprint backlog are sometimes presented in the *user story* format. User stories tie back to your ideal customer profile (ICP) and user personas, as well as real customer feedback and feature requests. They are not, themselves, feature requests or specific items of feedback. Rather, they’re larger goals to work towards. While that might seem arbitrary, in practice, it’s useful. It ensures your product team is focused on delivering *user* *benefits* rather than *features*. Here’s an example of a user story: “As a user, I want a beautiful, elegant, and responsive user dashboard.” **The following might be a wishlist of product improvements to a note-taking app:** - Bug fixes to image annotation. - 2FA implementation for sign on. - Note encryption. - Bug fixes to cart and checkout processes on the website. - Faster, smarter note search. - *And so on…* ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/productBacklog.png) **The sprint team moves items from the product backlog to the sprint backlog for the upcoming sprint.* **Here’s what that list might look like as user stories in a product backlog:** 📷 • As a user, I want an enjoyable buyer experience with a seamless checkout process. • As a user, I want to feel that my notes are organized, and that I can find what I’m looking for quickly and easily.As a user, I want my notes to be secure, with higher levels of security for sensitive notes. • As a user, I want my notes to feel intuitive and powerful to fill up and work with. ## **What is a sprint backlog** The sprint backlog is a separate list of product improvements, taken from the product backlog. The product and development teams hold a sprint planning meeting towhittle the product backlog down to only those things they’ll commit to tackling in an upcoming sprint, with the aim of achieving defined *sprint goals*. The sprint backlog is limited by *sprint capacity*, which is the maximum amount of work a team can handle in a single sprint. To create the sprint backlog from the product backlog, the team will take the highest priority, deliverable items from the product backlog and fill up their plates until they reach sprint capacity. The work is often visualized in a *scrum board* in your project management software of choice. ### **Example of a sprint backlog** From the user stories in the product backlog, your sprint team might take the following items: 🏃‍♂️ • As a user, I want an enjoyable buyer experience with a seamless checkout process. • As a user, I want to feel that my notes are organized, and that I can find what I’m looking for quickly and easily. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/sprintBacklog.png) **During the sprint tasks, or user stories, are moved through the flow from left to right as the team makes progress.* It’s crucial for the business that prospective clients are actually able to convert, and that conversion rates aren’t held down by a tricky checkout process. This is pretty crucial for the success of the business, so the team commits to handling it during this sprint. Also high up on the list of priorities is that the user experience within the app is solid. The leadership team is concerned that, from recent feedback on the existing note search, people can’t find what they want fast enough. Newly converted customers might therefore be at higher risk of churning than they would otherwise be. For these reasons, these two user stories need significant improvement within this sprint. --- [What is portfolio roadmap prioritization?Portfolio roadmap prioritization is the crystal ball that guides the path to stay focused on the right projects and priorities. In this article, I’ll be discussing how, when, and where to bring prioritization for the portfolio roadmap with RICE score, team capacity, and RAPID.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceDiv Manickam![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/07/Screenshot-2023-07-19-at-14.10.44.png)](https://www.gotomarketalliance.com/what-is-portfolio-roadmap-prioritization/) --- ## **7 Key differences between a product backlog and a sprint backlog** To make things even clearer, here are seven of the main differences between product backlogs and sprint backlogs: 1. A different stakeholder owns each backlog 2. Product backlogs are comprehensive 3. Sprint backlogs last the lifetime of a single sprint 4. Both have different capacities 5. Product backlogs are strategic 6. Different criteria determine what's added to each type of backlog 7. Sprint backlogs are iterative ### **1) Each backlog is owned by a different stakeholder** The product owner/manager owns the product backlog. They keep it filled up according to the product roadmap, and prioritize the requests within it. Meanwhile, it’s the development team, or product team, that owns the sprint backlog. They’ll commit to a number of tasks from the product backlog they’re confident they can deliver within the scope of a single sprint. ### **2) Product backlogs are more comprehensive** Product backlogs are, in more ways than one, more comprehensive than sprint backlogs. A product backlog is like a wishlist of everything (features, improvements, tweaks, full scale redesigns, rethinks about functionality) it makes sense to improve about a product. ### **3) The sprint backlog is sprint-specific** A sprint backlog is a subset of the product backlog, since it’s derived *from* the product backlog. The sprint team chooses items from the product backlog and populates the sprint backlog *with* those items. A new sprint backlog is created for each sprint, pulling the most highly prioritized items from the product backlog, meaning any given incarnation of the sprint backlog survives only so long as the sprint for which it’s created. The product backlog persists across sprints. ### **4) Different backlog capacity** Sprint capacity affects how much can be loaded into a single sprint backlog, while the product backlog can feasibly hold an infinite number of product improvement requests. 🚨 Warning: While a product backlog can hold infinite items, it shouldn’t. The more items in a product backlog, the more unmanageable it becomes, and the lower the probability you’ll be able to accurately identify high priority, high impact items for your sprint team. ### 5) Product backlogs are more strategic A product backlog is strategic in that it forms part of the product team’s wider product strategy, and is informed by the product roadmap. By contrast, a sprint backlog is more tactical, as it focuses on the work that can have the greatest possible impact on satisfaction on a short time horizon. ### **6) They’re determined by different things** Wider business priorities determine the items on a product backlog, while the sprint team’s capacity and current priorities determine which items they’ll transfer over to the sprint backlog. ### **7) Sprint backlogs can be more informative** While the product backlog is like a big bucket that holds a bunch of requests and possible improvements for your product, each sprint backlog helps provide valuable feedback to the team and the business. With each sprint, you’ll learn more about how much can be achieved in a single sprint. You’ll also learn which types of tasks the team can complete most quickly, and which are most likely to put the sprint schedule at risk. --- [The why, when and how of cross-functional strategy.Cross-functional teams can revolutionize the way your company goes to market, but it’s one thing to have multiple teams working on a project and an entirely different thing to have strategized organizational alignment.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2022/05/waldemar-brandt-MjsIHh1rFkM-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) --- ## **Tips for working with sprint and product backlogs** ### **• Ruthlessly prioritize** Don’t include absolutely everything in the product backlog. One of the best and fastest ways to do this is to deprioritize certain items the minute they’re put to you, and to not include them in the backlog at all. Also, be brutally honest about what’s a priority. This can get difficult, as it can be unclear which of 10 great ideas should come first. But you have to do it. If you’re struggling to prioritize items in your product backlog, remind yourself of the business’ OKRs (objectives and key results), and ask yourself which items in the backlog would drive these forward. ### **• Visualize with scrum boards and timelines** There are a number of benefits to visualizing your sprints and other projects using visual boards and timelines. They keep people accountable, make it clear at-a-glance where given members of the team might need support, and give you insight into which types of task might take the longest to complete. They also keep you informed at every stage of the product sprint, enabling you to react to, and fix, issues as they arise. ### **• Gather feedback from each sprint** The sprint is an iterative process. Each sprint can, and should, inform future sprints. Hold sprint reviews to gather information and feedback in preparation for the next sprint, so you can improve processes and turn your scrum team into a well-oiled machine. How a sprint backlog looks before and after a given sprint is telling. At the end of the sprint, your team should have been able to check off all items that were on the sprint backlog at the start. When this doesn’t happen, you have an opportunity to learn and improve for next time. When it does, you can learn more about what went right, and use this information to improve your chances of successfully completing future sprint backlogs. --- ## Looking for next steps? ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/GTM_Motions_Playbook_2023_Posts_.png) #### Go-to-Market Motions Playbook 🚨 ****Warning: May cause disruptive demand for your products.** Think bringing a product to market is challenging? Wait 'til you have to deal with the demand using the right Go-to-Market Motion will generate. ****In this playbook:** - Discover the building blocks (motions) that’ll help you craft a successful Go-to-Market strategy wherever you’re working, ****whatever you’re selling.** 🧱 - Stop struggling with the wrong methods. Start bringing your products to market in the way that’s ****right for your product** and your org. ✅ - We unveil methods that’ll get your user base ****growing organically,** as if on its own. 🌳 Are you ready to deal with the demand? 🫵 [I promise, I'm ready!](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) --- ### Product-market fit vs go-to-market fit URL: https://www.gotomarketalliance.com/product-market-fit-vs-go-to-market-fit/ Last updated: 2024-08-22T08:30:16.000Z When starting your start-up journey, working out your next milestone can be tricky. Should you reach product-market fit or go-to-market fit first? And what’s the difference between the two? > In case you’re in a rush, **product-market fit** is where your product fills a gap in the market for your customers, whereas **go-to-market fit** is selling your product in the right way for your audience. Ready to learn more about these differences? This article covers: - [What product-market fit is and why it’s important](https://www.gotomarketalliance.com/product-market-fit-vs-go-to-market-fit/#what-is-product-market-fit) - [What go-to-market fit is and why it’s important](https://www.gotomarketalliance.com/product-market-fit-vs-go-to-market-fit/#what-is-go-to-market-fit) - [How to achieve product-market fit](https://www.gotomarketalliance.com/product-market-fit-vs-go-to-market-fit/#4-steps-for-achieving-a-product-market-fit) - [How to measure product-market fit](https://www.gotomarketalliance.com/product-market-fit-vs-go-to-market-fit/#how-to-measure-product-market-fit) - [How to achieve go-to-market fit ](https://www.gotomarketalliance.com/product-market-fit-vs-go-to-market-fit/#5-steps-for-achieving-a-go-to-market-fit) - [How to measure go-to-market fit ](https://www.gotomarketalliance.com/product-market-fit-vs-go-to-market-fit/#how-to-measure-go-to-market-fit) ## What is product-market fit? [Product-market fit](https://www.gotomarketalliance.com/how-to-scale-with-product-market-fit/) means there’s market demand for your product and your offering will satisfy your target customers’ needs better than alternatives. While product-market fit is a simple concept in theory, in practice, it can be hard to define exactly what it means for your business. Although some go-to-market (GTM) veterans can sometimes “just know” when they’ve achieved product-market fit. > *“In the early stages, pre-product-market fit, founders push their product into the market. But then, at some point, the best companies achieve product-market fit, which is characterized by a pull from the market.* > *“This pull manifests in several ways. Customers start demanding your product. They come to you. They tell their friends about it. Many who have experienced this will tell you it’s a feeling, but there are ways to quantify this pulling force.”* > – **Egan Montgomery**, Co-Founder and VP of Marketing at Backstroke. Some indicators you may have reached product-market fit include: - Customers want to buy your product and are ***pulled*** toward your solution. - Customers **rave** about your offering unprompted, sharing the word with peers, friends, and online. - Your product **fills a gap** in the market and solves your target audience’s pain points. - Your product is generating **organic growth** without much effort. ### Why is achieving product-market fit important? Without product-market fit, your company can’t grow. It’s really that simple. Product-market fit allows you to: - **Grow rapidly.** Customers will see the value in your offering and flock to purchase from you. - **Low customer acquisition cost.** Your product has a pull factor that means your customer will purchase without flashy marketing campaigns. - **Keep customers happy and loyal.** The product fills a gap and is the best solution for your target market’s problem. Many say they can’t live without it! - **Gain recognition in the market.** The buzz you’ve created can’t be ignored - with so much positive word of mouth, people start taking notice. [4 proven growth hacking Go-to-Market strategiesGo-to-Market (GTM) strategies have proven to be a bona fide means for tech startups to grow from zero to billions of US dollars. Executing the right types of Go-to-Market strategies could even be considered a do-or-die for early-stage tech startups and companies desperate for growth.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AlliancePatrick Stéphane Awana Onguene![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/04/gotomarketgrowth.jpg)](https://www.gotomarketalliance.com/what-types-of-go-to-market-strategies-hack-growth/) ## What is go-to-market fit? Go-to-market fit is about ensuring your product is being sold and marketed in the right way for your prospects. A strong GTM fit ensures you’ll acquire and retain customers consistently and can scale up your organization with ease. Essentially go-to-market fit is the next step in your company’s journey towards becoming a category leader. This means solidifying your sales strategy, defining your ICP and buyer personas, and *improving* your product-market fit. [Pricing](https://www.gotomarketalliance.com/why-pricing-based-on-value-is-better-than-pricing-on-cost/) also plays a role in go-to-market fit. While working towards product-market fit, most pricing will be custom while you nail down your offering. Once you start moving toward GTM fit it’s crucial to formally define your pricing strategy. This will allow your sales team to get contracts out the door quicker, ramping up your sales cycle, and allowing your sales organization to scale sustainably. ### Why is achieving go-to-market fit important? After achieving product-market fit, many organizations start rapidly ramping up their sales and marketing efforts and spend, without laying down the foundations. AKA skipping GTM fit. This is a huge mistake as skipping GTM fit will lead to stagnated growth as your [sales strategy](https://www.gotomarketalliance.com/how-to-get-salespeople-excited-about-your-launch/) isn’t up to par. These increases in sales rep headcount, won’t turn into increased revenue without a strong go-to-market fit. Achieving go-to-market fit will mean your organization is ready to scale up sustainably since the correct frameworks have been laid out. ## What’s the difference between product-market fit and go-to-market fit? In case it isn’t already clear what the difference is between product-market fit and GTM fit, here’s a quick summary. Product market fit is the first key milestone in your start-up journey as you successfully fill a gap in the market and pull in customers. Whereas, go-to-market fit is the next stage in your start-up journey when you solidify your sales and marketing strategies. This allows you to sell in the right way and scale effectively. ![Product-market fit: First milestone in start-up journey. Focus on getting the right offering in the right market. Pull customers in using product offerings. Rapid organic growth. //Go-to-market fit: Comes after product-market fit. Focus on getting the marketing and sales strategy right. Attract customers through marketing and sales. Attracting and retaining customers consistently.](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/Product-market-fit-vs-go-to-market-fit.png) ## 4 steps for achieving a product-market fit Now that we’ve cleared up the difference between these terms, how do you achieve product-market fit? We’ve outlined four key steps. ### Determine target customer and pain points The first step on your journey to product-market fit is understanding your potential customers. Because let’s face it, you can’t create a product they’ll love without knowing anything about them. Utilize [market research](https://www.gotomarketalliance.com/how-to-conduct-market-research-for-go-to-market/) to discover insight into your target customer and create buyer personas to help you keep your audience in mind when creating your product. These personas should provide your team with detailed information about your ideal customer. Some questions to consider are: - What job do they do? - Which industry do they work in? - What problems or challenges do they have? - What’s their biggest pain point about existing solutions? For a deeper understanding of your specific market, you can also document the demographic, [geographic](https://www.gotomarketalliance.com/why-geographic-segmentation-is-a-crucial-part-of-your-marketing-strategy/), psychographic, and behavioral characteristics of your ideal buyers. ![Steps for achieving product-market fit Determine target customer and pain points Define value proposition Build and test MVP Iterate and refine](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/Steps-for-achieving-product-market-fit.png) ### Define value proposition Your [value proposition](https://www.gotomarketalliance.com/how-to-create-value-propositions-that-actually-sell/) details what value your solution will provide to your customers. Essentially, this is what separates you from your competitors and makes your customers want to buy from you rather than anyone else. To build your value proposition consider: - What features and benefits will your product offer? - What makes your product stand out from other products offering the same solution? - Which of your features addresses the customers' pain points? - Why should your customers buy from you over your competitors? Your product *could* address loads of problems, but the key here is to focus on a few features that’ll make the biggest impact for your target audience. Boil your offering right down to: what makes your product better than everything already on the market? [The role of value propositions in Go-To-Market successCreating a clear, concise, and compelling value proposition is perhaps the most critical component of your go-to-market strategy. Without a well-developed value proposition, your marketing materials and product messaging risk contradicting each other or failing to hit the target audience’s needs.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceAleksandr Seygarov![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/04/anne-nygard-SM8XB01NGjQ-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-role-of-value-propositions-in-go-to-market-success/) ### Build and test MVP Once you’ve defined your value proposition, you can start product development. This involves building out your minimal viable product (MVP) – the minimum number of features your product will require in the first rollout. This method allows you to build only what is essential to your customers, allowing you to provide value while maintaining low cost and production time. However, you should ensure to test and iterate on your MVP before launching it fully to ensure the product meets expectations. To test your MVP, ask a few members of your target audience for feedback on the prototype. During this process observe how the customer interacts with your product and ask non-leading open questions to get their feedback. Aim for around eight interviews then iterate your prototype based on the feedback. ### **Iterate and refine** After each round of [customer feedback](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/), it’s important to iterate and refine your MVP to fit customer expectations and needs. Eventually, you’ll be left with the perfect MVP for your product and can start promoting your offering to your target audience. 💬 Connect and share ideas with GTM leaders in our [Slack community](https://www.gotomarketalliance.com/join-the-gtm-slack-community/). ## How to measure product-market fit As we mentioned earlier, knowing *exactly* when you’ve reached product-market fit can be challenging. However, a few metrics can help you keep track of your progress. These include: - **Customer retention rate.** The higher your customer retention rate the more your customers are sticking around, which is a sign of brand loyalty. - **Growth rate.** How quickly is your business growing in different areas? Fast growth can be a predictor of product-market fit. - **Market share.** An increased market share over time can be a sign you’ve reached product-market fit as you start outcompeting your competitors. - **Net promoter score (NPS).** How many of your customers would recommend your product? A high NPS may indicate your product is targeting the right audience. - **Referrals and WOM.** Keep an eye on any mentions of your brand from customers as this can also indicate product-market fit. - **Media coverage.** Publicity and attention in the media is a sign you’re gaining recognition in the market which is linked to product-market fit. [How to calculate your customer retention rate (and increase it)Repeat business is where you’ll make the real money. It doesn’t matter if you’re a B2B consultancy with a handful of major clients or a FMCG brand with millions- if you can’t get people coming back for more then you won’t be around for long.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/07/mediamodifier-I3HPUolh5hA-unsplash.jpg)](https://www.gotomarketalliance.com/how-to-calculate-your-customer-retention-rate-and-increase-it/) ## 5 steps for achieving a go-to-market fit Once you’ve achieved product-market fit it’s time to set your sights to your product’s next milestone: achieving a go-to-market fit. Here are five steps to continue your company’s journey to success. ### Refine buyer persona While building your product-market fit you should’ve already determined your target audience. The next step is to refine this into a detailed persona that you can use to target specifically. You may have some additional customer data you can use to inform your new [buyer persona](https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/). This can make your target customer more precise and accurate, leading to better targeting. Some additional questions to consider are: - What channels are they active on? - Which marketing campaigns or brands do they interact with? - How do they prefer to be marketed to? - Which benefit of your product will appeal to them most? ![Steps for achieving go-to-market fit Refine buyer persona Curate buyer journey Determine pricing strategy Create a sales and marketing strategy Measure and iterate](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/Steps-for-achieving-go-to-market-fit.png) ### Curate buyer journey The next step on your path to GTM fit is streamlining your buyer journey. Have you ever had misaligned conversations with multiple reps at the same organization? Doesn’t leave you with much trust, does it? The path your customers take towards purchase needs to be clear and streamlined to create an excellent customer experience and reduce drop-off along the sales cycle. Understanding your [buyer’s journey](https://www.gotomarketalliance.com/your-ultimate-guide-to-improving-customer-journeys/) allows you to tailor the marketing and sales messaging they receive at each stage. Meaning you’re always targeting the right pain points as your customers move from awareness to consideration to purchase (and beyond). ### Determine pricing strategy A pricing strategy is also a key variable in go-to-market fit. Your customers should believe they’re getting a good deal when purchasing your product, this means offering the right level of value at the right price. Having a standardized pricing strategy that suits most of your customers is a sign you’ve reached GTM fit, so it’s important to refine. [How to choose the best pricing strategy for your Go-to-Market launchIt can be really easy to shy away from the numbers side of things, especially when budget normally feels like a limitation on your creativity. But your pricing strategy is a really important part of your Go-to-Market. Pay attention to it, and it can be a tool to propel your launch forwards.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/05/GTM_Framework_Pre-Launch_2.jpg)](https://www.gotomarketalliance.com/how-to-choose-the-best-pricing-strategy-for-your-go-to-market-launch/) ### Create a sales and marketing strategy GTM fit is all about how your product is sold, so your sales and [marketing strategy](https://www.gotomarketalliance.com/effective-industry-marketing-strategies-for-enterprise-saas/) is key to success. When developing your go-to-market fit it’s important to define the messaging your sales and marketing teams will be using to attract and sell to your customers. This messaging should be convincing and highlight the benefits of your offering. You should also consider which marketing channels will be most effective when driving awareness for your product. And which [sales methodology](https://www.salesenablementcollective.com/what-is-a-sales-methodology/) will be most effective when selling to your target audience. It may take some trial and error to discover the perfect sales and marketing strategy but it’s important to build the foundations of this strategy to set your company up for growth. ### Measure and iterate As with any strategy, it’s important to measure your progress and use those insights to iterate and improve upon your strategy. GTM fit won’t come overnight, so it’s important to keep refining your buyer journey and checking in with your target audience. [The most essential Go-to-Market metrics and how to track themAny product launch depends on whether your teams can come together and establish where there’s space to improve. The best way to gauge if your teams are on track? Looking at the right metrics. In this article, we go through some of GTM’s essential metrics and why they matter when making decisions.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/05/GTM_Framework_Pre-Launch_8.jpg)](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/) ## How to measure go-to-market fit Again, measuring GTM fit isn’t a straightforward tick-box exercise, but there are a few metrics you can measure to see if you’re heading in the right direction. Such as: - **Annual recurring revenue (ARR).** An increasing ARR indicates a growing number of customers while retaining existing clients, which can signify GTM fit. - **Sales cycle length.** A reduction in sales cycle length may be a sign you’ve nailed your pricing strategy, especially if fewer custom deals are being sold. - **Conversion rate.** An increased conversion rate on sales and marketing activities suggests your GTM strategy is on the right path. - **Retention rate.** Retaining your customers is another sign you’re offering the right value at the right cost. - **Growth rate.** Achieving GTM fit often causes another spike in growth, so keeping track of this across your org is important. --- **Want to learn more about product-market fit?** Check out this article from **Shishir Agrawal**, Product Management Lead at Google, and **Abhishek Bathla**, ex-Senior Product Manager at Amazon. 👇 [Defining and measuring product-market fitIn this exclusive article, Senior Product Marketers Shishir Agrawal and Abhishek Bathla tackle the delicate art of product-market fit: From how to define it, to recognizing its importance, and utilizing it to give your product a solid, value-based foundation.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceAbhishek Bathla![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/09/edge2edge-media-x21KgBfOd_4-unsplash--1-.jpg)](https://www.gotomarketalliance.com/defining-and-measuring-product-market-fit/) ### Cracking the product launch code: Research-driven strategies for go-to-market success URL: https://www.gotomarketalliance.com/product-launch-research-driven-strategies-go-to-market-success/ Last updated: 2024-07-23T17:33:37.000Z This article comes from **Prak Swamy**’s insightful discussion on our [**GTM FM** **podcast**](https://alliance.ghost.io/podcast/gtma-gtm-fm/), check out the wisdom-packed episode [**here**](https://alliance.ghost.io/podcast/gtma-gtm-fm/?wchannelid=dmf15kwmj1&wmediaid=pvb3q11dwb). --- Ever wondered what makes or breaks a [product launch](https://www.gotomarketalliance.com/tag/product-launch/) in the world of PropTech? As a product marketing manager with over five years of experience in the PropTech and real estate space, I've been at the forefront of numerous launches, and I can tell you one thing: **research** is the key to success. From my time at Rentley, where we pioneered the software corridor space, to my current role at Hemline, a property management software startup, I've seen firsthand how *crucial* [research](https://www.gotomarketalliance.com/how-to-conduct-market-research-for-go-to-market/) is in shaping successful product launches. So, let's dive into the world of research-driven product launches and explore how we can set ourselves up for success! - [**The role of research**](https://www.gotomarketalliance.com/p/ce4e35b1-2993-4f1b-bec2-a43a084e0747/#the-role-of-research) - [**Key strategies for a successful GTM plan**](https://www.gotomarketalliance.com/p/ce4e35b1-2993-4f1b-bec2-a43a084e0747/#key-strategies-for-a-successful-gtm-plan) - [**Measuring launch success**](https://www.gotomarketalliance.com/p/ce4e35b1-2993-4f1b-bec2-a43a084e0747/#measuring-launch-success) - [**The importance of competitive intelligence**](https://www.gotomarketalliance.com/p/ce4e35b1-2993-4f1b-bec2-a43a084e0747/#the-importance-of-competitive-intelligence) - [**Conclusion**](https://www.gotomarketalliance.com/p/ce4e35b1-2993-4f1b-bec2-a43a084e0747/#conclusion) ## **The role of research** ### When it comes to product launches, I really can't stress enough how important research is. It's truly the foundation that everything else is built upon! Let me break it down further: ### **1\. Understanding your target audience** First and foremost, you need to know who you're [targeting](https://www.gotomarketalliance.com/market-segment-vs-target-market-whats-the-real-difference/). In my experience, this has ranged from property managers and management companies, to small business owners and landlords. Research helps you identify your primary audience and understand their specific needs and pain points. For example, when I was at Rentley, we focused on property managers for both single-family and multi-family properties. We had to really dig deep to understand the different [use cases](https://www.gotomarketalliance.com/the-role-of-use-cases-in-product-marketing/) and situations where our product could solve their pain points. This knowledge is *invaluable* when you're positioning your product and crafting your messaging. ### **2\. Defining product positioning** Once you understand your audience, research plays a critical role in defining how you [position](https://www.gotomarketalliance.com/positioning-finding-a-place-for-your-product/) your product and craft your messaging. It's not just about what your product does, but *how* it solves specific problems for your target audience. I've found that conducting buyer research is crucial at this stage. We need to understand not just why someone might use our product, but **why they would buy it**. This insight helps shape our value proposition and differentiates us from competitors. ### **3\. Driving launches through channels** Research also informs how we drive our launches through different channels. Depending on your target audience and the nature of your product, you might need to use different approaches. For B2B products with longer buying cycles, we might focus more on enabling our sales team and creating in-depth materials for each stage of the buying process. For more B2C-oriented products, we might lean more towards product-led growth strategies and focus on quick adoption and user retention. [What makes a successful product launch?A product launch feels like a huge undertaking, but without enough planning, customer and market research and overall preparation, it’s impossible to expect anything to happen.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceCharley Gale![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2022/04/nasa-dCgbRAQmTQA-unsplash--1-.jpg)](https://www.gotomarketalliance.com/what-makes-a-successful-product-launch/) ## **Key strategies for a successful GTM plan** ### Now that we've covered the importance of research, let's talk about some key strategies that can make or break your go-to-market plan. ### **🚀 Implementing a structured launch process** One of the most important things I've learned is the value of having a structured launch process. At Rentley, we used what's called a Stage Gate process. This approach breaks down the launch into several stages, from initial ideation all the way through to implementation and enablement. Having a clear process helps ensure that everyone is aligned and that we're covering all our bases. It also allows us to bring in the right stakeholders at the right time. For example, in the early stages, we might work closely with product managers on ideation. As we move further along, we'll bring in sales, client success, and implementation teams to ensure they're fully enabled and ready for the launch. ### **🤝 Cross-functional collaboration and stakeholder alignment** Speaking of stakeholders, [cross-functional collaboration](https://www.gotomarketalliance.com/five-actionable-strategies-for-collaborating-more-effectively-with-sales-teams/) is absolutely crucial for a successful launch. As a product marketing manager, I see myself as a partner to various teams across the organization. In a sales-led organization, I work closely with the sales team to ensure they have everything they need to position and sell the product effectively. This might involve creating enablement materials, conducting training sessions, or even joining sales calls to gather insights. But it doesn't stop there. Depending on the product and the stage of the launch, I might also be working closely with: - **Client success:** Enable them to upsell and inform existing clients about new solutions and functionality. - **Implementation team:** Critical in B2B contexts, where onboarding and implementation are key parts of the customer journey**.** - **Finance and data science teams:** Involve them when revamping pricing or launching features that will be sold within the product journey. The key is to have regular touchpoints with these teams. I used to run weekly go-to-market meetings, which were invaluable for keeping everyone aligned and addressing any blockers or issues quickly. ### **🛠️ Enabling sales teams with the right materials** For sales-led organizations, enabling your sales team is critical. They're on the front lines, interacting directly with potential customers, so they need to be fully equipped with the right knowledge and materials. One approach I've found effective is creating a comprehensive sales playbook. This is especially useful for annual sales kickoffs, where you can provide an intensive training on your persona, the buying journey, competitive landscape, and specific talking points. The playbook might include: - **Detailed persona information** - **Typical buying process and timeline** - **Key competitors and how we compare** - **Internal stakeholders and their roles** - **Talking points and objection handling** Remember, your sales team's feedback is invaluable. If they're getting positive reception on calls or if certain materials are working well, that's a good sign your launch is on the right track! [Product launch metrics you can’t ignoreWithout clear metrics and goals, it can be challenging to determine the success of a product launch. Learn to navigate through six key metric categories, like business impact and market alignment, and master the art of post-launch evaluation with the ‘Start, Stop, Continue’ method.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceMeenal Relekar![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/12/markus-winkler-afW1hht0NSs-unsplash--1-.jpg)](https://www.gotomarketalliance.com/product-launch-metrics-you-cant-ignore/) ## **Measuring launch success** ### Of course, all this effort doesn't mean much if we can't [measure](https://www.gotomarketalliance.com/how-to-measure-the-success-of-your-product-launch/) our success. So, how do we know if our launch is actually working? It's crucial to have a North Star metric that your entire company is working towards. In B2B situations, this often revolves around metrics like average deal size or time to close. For B2C or product-led growth strategies, it might be about adoption rates or user retention. Whatever your North Star is, it's important to break this down into specific, measurable goals for each team that also align with the company's overall goals. We often use an OKR (Objectives and Key Results) process to do this, setting specific objectives for each half of the year (H1 and H2). It's also really important to be flexible and ready to pivot based on how the market responds to your launch. I've been in situations where we launched a product targeting both SMB and enterprise segments, only to find that we were getting much more traction in the SMB market. In cases like this, don't be afraid to shift gears. We ended up refocusing our efforts on the SMB segment, adapting our messaging and materials to better suit their needs. It's all about being responsive to what the market is telling you. [A guide to successful product launches through collaboration and positioningIn today’s competitive market, the success of a product launch hinges on a blend of collaboration and impactful positioning. This article provides insights into two key aspects: establishing transparent roles and responsibilities and fostering cross-team collaboration.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceTanwistha Gope![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/01/steven-lelham-atSaEOeE8Nk-unsplash--1-.jpg)](https://www.gotomarketalliance.com/guide-to-successful-product-launches-through-collaboration-and-positioning/) ## **The importance of competitive intelligence** ### Last but not least, let's talk about [competitive intelligence](https://www.gotomarketalliance.com/tag/competitive-intelligence/). Knowing your competitors is crucial for positioning your product effectively and staying ahead in the market. Competitive intelligence can start with simple Google research, but it shouldn't stop there. Depending on your resources, you might use tools like Klue or Crayon to track competitors in real-time. These tools can help you monitor changes in pricing, features, and positioning. Even if you don't have access to these tools, you can still stay on top of your [competitive landscape](https://www.gotomarketalliance.com/the-competitive-intelligence-playbook/). I've found that sending out monthly competitive intelligence newsletters internally can be really effective. This keeps everyone in the organization informed about what our competitors are up to. Competitive intelligence isn't just about knowing what others are doing – it's about using that information to refine your own positioning and messaging. It can give you insights into how to differentiate your product, how to price effectively, and even potential gaps in the market that you can fill. For sales teams, this information is gold. Creating and regularly updating battle cards with competitive information can give your sales team the edge they need in competitive situations. [Product launch and land: answering the what, why, when, and howProduct and feature launches are one of the best opportunities for a PMM to flex every muscle in their armory, truly showcase their abilities, and influence change and progress through the organization.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceSeiyonne Suriyakumar![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2022/04/spacex-OHOU-5UVIYQ-unsplash--1--1.jpg)](https://www.gotomarketalliance.com/product-launch-and-land-answering-the-what-why-when-and-how/) ## **Conclusion** ### Launching a product successfully is no small feat. It requires thorough research, careful planning, cross-functional collaboration, and a willingness to adapt based on market feedback. As product marketing managers, we play a crucial role in bringing all these elements together. By focusing on these areas spoken about in this article, you'll be well on your way to driving successful product launches that make a real impact in the market! --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/07/GTM_Membership_Email_Banner_.png)](https://www.gotomarketalliance.com/go-to-market-blueprint/?%5Fgl=1%2A1wngw1x%2A%5Fup%2AMQ..%2A%5Fga%2AMzA5MTg3OTgwLjE3MjE3NTU2MjU.%2A%5Fga%5F71Y0NDLSJW%2AMTcyMTc1NTYyNS4xLjAuMTcyMTc1NTYyNS4wLjAuMA..%2A%5Fga%5FGPF9MRY79N%2AMTcyMTc1NTYyNS4xLjAuMTcyMTc1NTYyNS4wLjAuMA..) ### From churn to earn: Master renewals with your Go-to-Market approach URL: https://www.gotomarketalliance.com/master-renewals-with-your-go-to-market-approach/ Last updated: 2024-07-19T16:00:33.000Z This article comes from **Vas Gambhir**’s insightful talk, ‘*Maximize renewals with omnichannel GTM*’, at our **#GTM24** event. --- Are you leaving money on the table with your renewals strategy? With the subscription-driven nature businesses today, renewals aren't just a metric – they're the *lifeblood* of sustainable growth. As the **VP of Customer Success & Renewals Transformation** at **Cisco**, I've seen firsthand how a well-crafted [renewals](https://www.gotomarketalliance.com/a-step-by-step-guide-to-retention-renewals-and-expansion/) function can take a company's go-to-market success to the next level. But here's the kicker: most organizations are barely scratching the surface of their renewal potential. What I've learned is that creating an effective renewals strategy isn't just about hitting targets – it's about synchronizing your entire [go-to-market](https://www.gotomarketalliance.com/go-to-market-best-practice-and-strategy-tales-from-the-greats/) approach. So today, I'll walk you through the key elements that can help you maximize your renewal potential and capture more value from each channel that matters to your business. Whether you're a seasoned GTM professional looking to fine-tune your renewals strategy or a leader aiming to build a renewals function from the ground up, this guide will provide you with practical, battle-tested insights. Let's dive in! ## **Key design decisions for your team** ### Once you've mapped out your roles, there are three key design decisions to consider: ### **1\. Incentives** Incentives are crucial for aligning your team's actions with your business goals. Consider the key collaboration points you need between different roles in your go-to-market strategy. 💡 For example, at Microsoft, technical selling roles are paid on license consumption for some products, encouraging collaboration between sales and technical teams. Also, think about how you want to handle migrations or portfolio transitions. Who should lead these conversations? Your trusted advisor in [customer success](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/), or the person driving the renewal? There's no one-size-fits-all answer, but it's a critical decision that can significantly impact your renewal rates. Finally, consider whether your customer success team should have a quota or revenue-generating role. In some cases, particularly in consumption models, this might overlap with your account management function. In other environments, it might make sense for customer success to lead both value realization and closing deals in certain segments. ### **2\. The role of partners** Partners are increasingly looking to add value beyond just helping you scale. Defining how big a role you want partners to play in your ecosystem is one of the most critical decisions you can make. If partners lead, you're implicitly saying that your direct relationship with the customer is in support of the partner. If you want to own the direct relationship, you need to explicitly define the services those partners will provide. _This post is for paying subscribers only._ ### How do you relaunch a product that failed? [Video] URL: https://www.gotomarketalliance.com/relaunch-a-failed-product-video/ Last updated: 2024-11-01T10:46:19.000Z ### More like this... [How to define your ICP for GTM \[Video\]How do you define your ideal customer persona? A GTM expert explains how to use data to target your ideal customer and generate growth. Watch now.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/11/How-to-define-your-ICP.png)](https://www.gotomarketalliance.com/how-to-define-your-icp-for-gtm-video/) [Product launch metrics you can’t ignoreWithout clear metrics and goals, it can be challenging to determine the success of a product launch. Learn to navigate through six key metric categories, like business impact and market alignment, and master the art of post-launch evaluation with the ‘Start, Stop, Continue’ method.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceMeenal Relekar![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/12/markus-winkler-afW1hht0NSs-unsplash--1-.jpg)](https://www.gotomarketalliance.com/product-launch-metrics-you-cant-ignore/) [What are the stages of a go-to-market strategy? \[Video\]Discover the three stages of GTM strategy: pre-launch, execution, and post-launch. Ready to unlock the secrets to GTM strategy? Watch now.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/11/3-stages-of-a-go-to-market-strategy.png)](https://www.gotomarketalliance.com/stages-of-a-gtm-video/) ### How to define your ICP for GTM [Video] URL: https://www.gotomarketalliance.com/how-to-define-your-icp-for-gtm-video/ Last updated: 2024-11-01T10:46:07.000Z ### More from us... [The future of go-to-market and AI \[Video\]How can you use AI to take your GTM strategy to the next level? Two experts discuss AI’s role in better serving your customers. Watch now.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/11/The-future-of--GTM-and-AI.png)](https://www.gotomarketalliance.com/future-of-go-to-market-and-ai-video/) [Ideal customer profile (ICP) vs buyer persona: explainedDevelopers are a unique audience, and your developer marketing strategies need to reflect that. This is where segmentation comes into play! Take a look at what ideal customer profiles and buyer personas are, their benefits, and how to create them.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceTeresa Garanhel![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/07/Screenshot-2023-07-17-at-17.42.41.png)](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/) [How do you relaunch a product that failed? \[Video\]Product Marketing Director at Salesforce walks us through how to relaunch a failed product. From improving your mistakes and gaining trust. Watch now.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/11/Relaunch-a--failed-product.png)](https://www.gotomarketalliance.com/relaunch-a-failed-product-video/) ### Sales confidence: 6 steps to measure and improve it URL: https://www.gotomarketalliance.com/measure-and-improve-sales-confidence/ Last updated: 2024-08-16T11:47:23.000Z *This article is based on a presentation given by* [*Aleksandra Mitroshkina*](https://www.linkedin.com/in/aleksandra-mitroshkina-31a777bb/) *at #GTM24 Online. Catch up on* [*this presentation*](https://www.gotomarketalliance.com/gtm24-online-ondemand/?wchannelid=ttykibk2hp&wmediaid=m3yf6ieioo)*, and others, with* [*GTM OnDemand*](https://www.gotomarketalliance.com/gtm-ondemand/)*. For more exclusive content, visit your* [*GTM Blueprint dashboard*](https://www.gotomarketalliance.com/gtm-blueprint-dashboard/). --- Get ready to dive into the world of [sales confidence](https://www.gotomarketalliance.com/shortening-salespeoples-time-to-confidence/) – specifically, how to measure and improve it. By the end of this article, you'll have a blueprint for running, analyzing, and presenting sales confidence survey results to stakeholders, as well as strategies for boosting your [go-to-market team](https://www.gotomarketalliance.com/the-roles-and-responsibilities-of-your-go-to-market-team/)'s confidence. Whether you're a seasoned pro or new to the game, we'll cover strategies that can help everyone boost their confidence and close more deals. ## Understanding and measuring sales confidence Let's start with what [sales confidence](https://www.salesenablementcollective.com/sales-confidence-sales-readiness-and-sales-enablement-whats-the-difference/) is and how we can measure it. At its core, the formula for sales confidence can be simplified to this: > **Knowledge + experience = confidence to lead.** [![The formula for sales confidence can be simplified to: knowledge + experience = confidence to lead. ](https://lh7-us.googleusercontent.com/docsz/AD_4nXfLcbGB6656qbS8sp3ROnA48OIiwBz--2Mqv7FYhn-w6TKwK-jPwWiiA9nskLYz-E_zNMQGSz-KV6dwK_JM2I-ahS2Fnqd-XDcHAec9g58XxuibujszUnTnFiWRrfYLXt7CCiDzMh8ZOsfW7LBmeddpGdl0?key=04KXm-gg_oNXfX74i_MZ5g)](https://www.gotomarketalliance.com/measure-and-improve-sales-confidence) While we can measure knowledge through tests and educational programs, and gauge experience by counting years in the field, confidence itself seems like a more abstract concept. It's hard to put a number on, right? Fear not – by the end of this article, you'll understand exactly how to measure it. There are various tools for assessing sales confidence, but I believe the easiest, most affordable, and most effective one is a sales confidence survey. This simple survey is run for your go-to-market teams to understand their level of preparedness to pitch your products or services, take on competitors, and assess their potential for success as salespeople. A sales confidence survey does more than just provide you with a baseline to act on and build a plan around. It also gives you valuable feedback on your current go-to-market activities – or highlights what you might be missing. But there are some less obvious long-lasting benefits: 1. Better relations between go-to-market teams and product marketing teams (or whichever team is running the survey in your organization). 2. Increased trust across the board. Since I started running this survey in my organization, I've seen sales, customer success, and other go-to-market team members come to us with their suggestions and frustrations. This openness has exponentially increased confidence and trust between our teams. [!["Sales Confidence surveys are an important tool for product marketing to collect valuable insights from sales, customer success, and our customers. This, in turn, helps the product marketing team know where to focus and helps them bring more value to the revenue teams, ultimately improving the customer experience." John Breitenfeld, Chief Revenue Officer @ Percona](https://lh7-us.googleusercontent.com/docsz/AD_4nXelKOB3nmcR9mWWHVqubVubfj-XWa5X1ERkrYy9B3zyXaL8eGAZz5h0AbLPg1SoCdkDipQFn_KkJcnW19R59UX8uPWnHYdg8hMBiSiJd9xVhVkOTH70vdNKPPyI-pPUsvHcY-wVw7oCjX2WWASYKbgUwW5m?key=04KXm-gg_oNXfX74i_MZ5g)](https://www.gotomarketalliance.com/measure-and-improve-sales-confidence) Essentially, conducting a sales confidence survey and research will make your team an indispensable part of the go-to-market function. I believe that initiatives like these will help bridge the gap between sales and marketing, potentially making the old sales-versus-marketing dichotomy obsolete. So, let's all contribute to that goal! ## Six steps to measure and enhance sales confidence Now, let's dive into the six easy steps to measure and enhance sales confidence, plus some pro tips I've picked up over the years. [![Step-by-step Process of Measuring and Enhancing Sales Confidence. Step 1: Define Your Goals, Step 2: Create the Sales Confidence Survey, Step 3: Launch the Survey and Get Answers, Step 4: Follow Up with the Respondents to Get Deeper Insights, Step 5: Write a Survey Report and Socialize It, Step 6: Start Acting on the Plan](https://lh7-us.googleusercontent.com/docsz/AD_4nXfDfUyUCll4lkYMdXe3J-YqtQyx1VDdV35WF9PoR8cud27z5fTCH7djqvAw28wUEf2u8z29ACAyoyM5ia9N8DGcVVTz7Qc-FTAI7-0DL9KjanASU7OT22HYFpAS8UutMTWiMKZ3U-Z5npM6QfNauSs9BQ4?key=04KXm-gg_oNXfX74i_MZ5g)](https://www.gotomarketalliance.com/measure-and-improve-sales-confidence) Before we start, I want to emphasize that this process is easily automated and scalable. My team of three people can complete this entire process – from setting up the survey to creating and socializing the plan – in less than 30 hours. So, if you follow these steps, you'll find the process quite quick and simple. ### Step one: Define your survey goals You might think that because it's called a "sales confidence survey," all you need to do is launch a survey, and the rest will take care of itself. Alas, that's not the case. Without laying the right foundation, you're unlikely to get the results you need. The first step that's often skipped is goal definition. It's crucial to keep your goals top of mind throughout the entire process. By clearly defining your goals at the outset, you'll ensure that your survey is focused and effective, providing you with the insights you need to enhance your team's sales confidence. As you start this process, chances are you’ll be in one of these two situations: - **Situation A:** You have no prior data about sales confidence, or your team has changed significantly, affecting their needs and competence levels. - **Situation B:** You've already run some surveys and have established benchmarks. For Situation A, your primary goal for the first survey should be to establish benchmarks. For Situation B, you'll want to see how your team has progressed since the last survey. You might also need to adjust the strategy you created for the previous survey, as needs tend to change over time. When establishing benchmarks, I typically measure three key areas: 1. Team confidence across all stages of the sales process (e.g., outreach, demoing, closing deals) 2. Satisfaction with current enablement assets 3. Knowledge of the product or service your team is selling 4. Competitive intelligence and ability to outmaneuver competitors #### **Pro tips for defining your sales confidence survey goals** 1. **Timing is crucial:** Conduct your sales confidence research at the start of the sales cycle. Running it at other times may conflict with the team's goals, such as closing deals to meet quarterly targets. Ensure your survey gets the attention it deserves by conducting it at the beginning of a new quarter when the previous sales cycle has just ended. 2. **Frequency matters:** While industry best practice suggests running surveys every six months, at my company we do it annually. This gives us time to roll out new initiatives and allows the sales team to adapt and feel the impact before the next survey. Feel free to experiment with different frequencies and adjust based on your specific needs. 3. **Update your benchmarks when necessary:** If your team has changed significantly (over 30% employee turnover since the last survey), conduct a new benchmarking survey. New team members may have different needs and confidence levels. 4. **Set a target survey completion rate:** I usually aim for 85%. I have a GTM team of about 60-80 people, so getting responses from around 50 is statistically significant. If you have a smaller team – say, 10 people – you might need to set a higher target to see clear patterns and trends. For larger teams, a 60% completion rate might suffice. Remember, these benchmarks and completion rates should be tailored to your specific situation. The key is to gather enough data to identify meaningful patterns and trends that will inform your sales confidence enhancement strategies. Once you start seeing repeating trends, it's time to wrap up the survey and move on to the next steps. _This post is for paying subscribers only._ ### The future of go-to-market and AI [Video] URL: https://www.gotomarketalliance.com/future-of-go-to-market-and-ai-video/ Last updated: 2024-11-01T10:07:39.000Z ### More from us... [Adopting AI into your go-to-market tech stackDiscover the best practices for implementing AI into your go-to-market tech stack. With insights from experts in GTM.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/Adopting-AI-into-your-go-to-market-tech-stack--share.png)](https://www.gotomarketalliance.com/adopting-ai-into-your-go-to-market-tech-stack/) [Get buy-in for a messaging and positioning strategy \[Video\]Looking to validate your positioning and messaging to gain executive buy-in? We’ll guide you through gathering the crucial research and data. Watch now.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/11/Get-buy-in-for-your-messaging-and-positioning-strategy.png)](https://www.gotomarketalliance.com/buy-in-for-messaging-and-positioning-strategy-video/) [How to define your ICP for GTM \[Video\]How do you define your ideal customer persona? A GTM expert explains how to use data to target your ideal customer and generate growth. Watch now.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/11/How-to-define-your-ICP.png)](https://www.gotomarketalliance.com/how-to-define-your-icp-for-gtm-video/) ### Improving the customer journey with affiliate marketing URL: https://www.gotomarketalliance.com/improve-the-customer-journey-with-affiliate-marketing/ Last updated: 2024-08-16T11:48:31.000Z Did you know affiliate marketing now makes up [16% of all online orders](https://blog.uniqodo.com/affiliate-marketing-statistics-every-marketer-should-know#:~:text=Affiliate%20marketing%20is%20currently%20to,techniques%20such%20as%20email%20marketing.)? This statistic shows how powerful affiliate marketing is in today's customer journey. Why’s that, you ask? Well, affiliate marketing is a neat way to enhance the customer journey by tapping into trusted influencers and content creators. Affiliates are usually content creators who really know their audience. They share product suggestions that feel personal. By subtly adding affiliate links into their content, they help customers make smart buying choices. This builds trust and loyalty toward the brand. Since customers today are bombarded with choices, giving them a smooth ride is crucial. By blending affiliate marketing into your overall strategy, you can craft a cohesive, engaging experience that guides customers from awareness to purchase and beyond. Let’s explore some ways this is true. ## Grasping the customer journey ![](https://lh7-us.googleusercontent.com/docsz/AD_4nXfeo0kNLs49BY3oHBct9KKn3CmJpt_NxSXAMToof870prTR699bfQf0C7JatTNAIlI3Je9UkFBi7KeXLZNInBq0BhhrUb06yKyjCKOWNGTp5eGRhBOLlNFYmGFnGNEwQznaY_XgYAY1rmxl-pPoAZMEI-uy?key=aTgx-Zd1hGfYSalpo0uStA) The customer journey covers all the steps a customer goes through when interacting with a brand, from first discovering you to sticking around post-purchase. Each stage has its own challenges and opportunities to connect with your audience and deliver a top-notch experience. We’ll go through each stage of the journey in more detail and discuss how affiliate content can help customers navigate through each one. ### Awareness This is where potential customers first learn about your brand, products, or services. Savvy [affiliate marketing](https://www.shopper.com/blog/the-ultimate-guide-on-how-to-start-affiliate-marketing/) raises awareness through influencer tie-ups, sponsored content, and targeted ads. For example, fashion brands often collaborate with style influencers to showcase their latest collections, piquing interest among their followers. ### Consideration During this research phase, customers weigh their options. [Affiliate content](https://www.bigcommerce.com/articles/ecommerce/affiliate-marketing/#how-affiliate-marketing-works) like product reviews, comparisons and tutorials provides valuable info to help them decide. Tech companies frequently partner with bloggers and YouTubers to create in-depth product reviews and comparisons, helping customers make informed purchasing decisions. ### Purchase Once a customer is ready to buy, a seamless, [user-friendly experience](https://www.gotomarketalliance.com/design-thinking-crafting-seamless-design-led-customer-experiences/) is key. Affiliate links and integrations streamline purchasing to seal the deal. Many e-commerce sites integrate affiliate links directly into product pages, allowing customers to complete their transactions with just a few clicks. ### Retention But the journey doesn't end at purchase. [Keeping customers loyal](https://www.gotomarketalliance.com/how-to-increase-your-customer-retention-rate-and-boost-loyalty/) is crucial. Affiliate marketing nurtures relationships through ongoing content, exclusive offers, and personalized recommendations. Subscription box companies often collaborate with influencers to create unboxing videos and product tutorials, fostering a sense of community and encouraging repeat purchases. ### Advocacy Satisfied customers can become powerful brand advocates. Affiliate marketing incentivizes them to share positive experiences and recommend you. Brands frequently offer affiliate programs that reward customers for referring new business, turning them into brand ambassadors. Understanding the customer journey and how affiliate marketing fits in at each stage allows you to craft a cohesive, engaging experience that drives conversions and fosters lasting customer relationships. ## Integrating affiliate marketing into the customer journey To create a seamless customer journey through affiliate marketing, you need to strategically blend affiliate partnerships and content into your overall marketing efforts. Here are some key strategies: ### 1\. Identify relevant affiliates First up, find affiliates who align with your brand values, target audience and product offerings. Look for influencers, bloggers, and content creators with a strong presence in your industry and a loyal following. These affiliates can raise awareness and build trust with potential customers. When selecting affiliates, consider their engagement rates, content quality, and audience demographics. Tools like Influencer Marketing Hub and Upfluence can help you identify and evaluate potential affiliates. ### 2\. Develop compelling content Team up with affiliates to create high-quality, engaging content that resonates with your audience. Think product reviews, tutorials, comparisons and other informative stuff that tackles customer pain points and provides value. Optimize the content for search and seamlessly incorporate affiliate links. Collaborate with affiliates to develop content calendars and ensure a consistent flow of fresh, relevant material. Provide them with product samples, brand assets, and guidelines to ensure their content aligns with your messaging. ### 3\. Leverage social media Social media is a powerhouse for affiliate marketing: - Encourage affiliates to share content and [promote your products on their channels](https://www.gotomarketalliance.com/5-actionable-tips-to-boost-your-product-awareness/). This boosts brand awareness, drives traffic to your site, and can lead to conversions. - Leverage social media tools like Hootsuite or Buffer to schedule and manage your affiliate content across multiple platforms. - Engage with your affiliates' audiences by responding to comments and fostering a sense of community. ### 4\. Optimize the purchase experience When customers are ready to buy, make sure the process is seamless and user-friendly. Integrate affiliate links directly into your website or e-commerce platform for easy transactions. Consider exclusive discounts or incentives through affiliate links to encourage conversions. Regularly test and optimize your checkout process to eliminate friction and reduce abandoned carts. Implement features like guest checkout, saved payment methods, and progress indicators to enhance the purchasing experience. ### 5\. Foster customer loyalty Affiliate marketing can also nurture customer loyalty and advocacy. Encourage affiliates to create content providing value to existing customers, like product tips, tutorials or exclusive offers. This strengthens customer relationships and encourages repeat purchases. Implement a loyalty program that rewards customers for their continued engagement and purchases. Offer exclusive perks, early access to new products, or special discounts to your most loyal customers. ### 6\. Measure and optimize Continuously measure and analyze your affiliate marketing performance. Track metrics like website traffic, conversion rates, and [customer lifetime value](https://www.gotomarketalliance.com/customer-lifetime-value-how-to-calculate-and-increase-it/). Use this data to optimize strategies, refine affiliate partnerships and improve the overall customer experience. Invest in robust analytics tools like Google Analytics or Kissmetrics to gain insights into your customers' behavior and preferences. Use this data to refine your targeting, messaging, and overall affiliate marketing strategy. By integrating affiliate marketing into the customer journey, you can create a cohesive, engaging experience that drives awareness, consideration and conversions, while fostering long-term customer relationships and advocacy. ## Best practices for a seamless ride To ensure a smooth customer journey through affiliate marketing, it's essential to follow best practices and keep the customer front and center. Here are some key considerations: ![](https://lh7-us.googleusercontent.com/docsz/AD_4nXdJ8kkbZGTsZ6Sibtry2PiWYSg5D9DEw9aBNiKrt7o9ZAIzS_vp_0VWqJtUrAxyaLXhS5qW0YoiKmpQu0_1_sLQ9H7r1Oz-8r2QL-kuReW70lOSBrzBSig82LL2ZwYK9GR1i6gOKhaXmnlUGnVDsuFL4ug?key=aTgx-Zd1hGfYSalpo0uStA) ### 1\. Prioritize transparency Transparency builds trust with customers. Clearly disclose affiliate partnerships and ensure all sponsored content is properly labeled. This isn't just a legal requirement, but shows your commitment to ethical practices. Implement clear disclosure policies and guidelines for your affiliates to follow. Encourage them to be upfront about their partnerships and sponsored content to maintain transparency and credibility. ### 2\. Provide valuable content The content you and affiliates create should be informative, engaging and relevant to your audience. Avoid promotional fluff that provides little value. Instead, focus on addressing their pain points, answering questions and providing actionable insights. Conduct customer research and gather feedback to understand their needs, preferences, and pain points. Use these insights to develop content that truly resonates and provides value to your target audience. ### 3\. Optimize for mobile With more folks using mobiles, ensure your website, affiliate content and purchasing experience are optimized for mobile users. Think responsive design, fast loading times and a seamless checkout process. Implement Accelerated Mobile Pages (AMP) and Progressive Web Apps (PWAs) to enhance the mobile experience for your customers and affiliates. Regularly test and optimize your mobile experience to ensure a seamless journey across devices. ### 4\. Personalize the experience Use data and customer insights to personalize the journey. Tailor content, product recommendations and offers based on preferences, behavior and purchase history. This creates a more engaging, relevant experience. Leverage customer data platforms and personalization engines to deliver tailored experiences at scale. Segment your audience and create targeted campaigns that resonate with their specific needs and interests. ### 5\. Cultivate collaboration Maintain open communication and collaboration with affiliates. Provide resources, guidelines, and support to create high-quality, on-brand content. Encourage feedback and continuously refine strategies based on their insights and customer feedback. Host regular meetings or webinars with your affiliates to share updates and best practices and gather feedback. Foster a sense of [community and collaboration](https://www.gotomarketalliance.com/aligning-gtm-teams-for-better-customer-experience/) to ensure a cohesive, consistent customer experience. By following these best practices and keeping the customer front and center, you can leverage affiliate marketing to create a seamless, engaging customer journey that drives conversions, fosters loyalty and contributes to long-term success. ## Conclusion Providing a top-notch customer experience is make or break in this era of endless choices. Affiliate marketing offers a brilliant way to elevate the customer journey by tapping into the influence and audiences of trusted content creators and influencers. By thoughtfully weaving affiliate partnerships and content into your overall marketing approach, you can craft a cohesive, engaging experience that shepherds customers from their first awareness of your brand all the way through to becoming vocal advocates. ### Leveraging ChatGPT for comparative analysis of GTM software solutions URL: https://www.gotomarketalliance.com/leveraging-chatgpt-for-comparative-analysis-of-gtm-software-solutions/ Last updated: 2024-07-03T16:47:44.000Z Finding the right solutions for your [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) tech stack can be a challenge. Painstakingly reviewing each and every solution takes a lot of time and patience. Luckily, [AI](https://www.gotomarketalliance.com/ai-in-gtm-opportunities-challenges-and-best-practices/) can be used to speed up this process. In this article, I will explain how to effectively use ChatGPT to help you decide which GTM solution you should have, using the decision for a marketing system as an example. I'll cover: - Key features to look for in GTM software - Comparative analysis using ChatGPT - Use case example: Choosing a marketing software [The AI for Go-to-Market PlaybookThrough discussions with industry leaders and what they think automated tools will bring to the GTM space, we’ve created a comprehensive guide to help future GTMs embrace change and discover new ways of engaging with AI.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/11/GTM_AI_Playbook_Meta_--1-.png)](https://www.gotomarketalliance.com/the-ai-for-go-to-market-playbook/) ## First things first: Key features to look for in GTM software When assessing [GTM (go-to-market)](https://www.gotomarketalliance.com/the-go-to-market-hub/) software solutions, several critical features must be considered to ensure the tool aligns with your business's needs. These features are central to enhancing marketing efficiency, driving sales, and improving [customer relationships](https://www.gotomarketalliance.com/what-is-customer-relationship-marketing/). For the marketing system example I’m using here, these features could be: - **CRM-like capabilities:** It should efficiently manage lead interactions, maintain detailed lead profiles, and streamline communication across all stages of the lead journey. - **Automation:** Capabilities that can handle marketing campaigns, including email marketing, social media outreach, and targeted content distribution, with minimal manual intervention. - **Lead management:** Effective marketing tools should offer comprehensive lead management features, including [lead generation](https://www.gotomarketalliance.com/a-comprehensive-guide-to-demand-vs-lead-generation-in-marketing/), scoring, [segmentation](https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/)be able to, and nurturing, to convert prospects into customers effectively. - **Analytics and reporting:** High-quality analytics are essential for measuring marketing campaign effectiveness, lead conversion, and attribution. - **Integration with other** [**tools**](https://www.gotomarketalliance.com/the-go-to-market-tools-of-choice/)**:** The marketing system should have a solid integration with the sales CRM, social media platforms, and email services. - **Customization and scalability:** It should be customizable to fit specific business requirements and be scalable to accommodate growth and changing market demands. - **User-friendly interface:** Admins and end-users should feel comfortable using the tool and be able to find what they need easily. - **Cost-effectiveness:** It should offer a good balance of features and affordability, with transparent pricing plans to suit different business sizes (without breaking the company bank). ## Comparative analysis using ChatGPT ChatGPT serves as a dynamic research assistant, offering unique capabilities for that matter: - **Data aggregation:** ChatGPT can gather and summarize information from a wide range of sources, including technical documents, user reviews, and industry reports. - **Custom queries:** Users can ask specific questions about features, [pricing](https://www.gotomarketalliance.com/how-to-choose-the-best-pricing-strategy-for-your-go-to-market-launch/), and more. - **Comparative insights:** By feeding ChatGPT details about the desired features and priorities, it can generate side-by-side comparisons, highlighting the strengths and weaknesses of each software solution to the others. - **Scenario-based recommendations:** Users can present hypothetical scenarios to ChatGPT, asking how each software might perform under certain conditions or within specific constraints, which aids in understanding real-world applicability. - **Latest updates and trends:** ChatGPT stays updated with the latest changes in software solutions, ensuring the comparative analysis includes the most current data and trends.\* However, as powerful as ChatGPT is, I strongly recommend doing a traditional Google search first, as generative AI can have unpredictable behavior and provide misleading information. It should be used as an assistant to help you work faster. *\*To request “latest updates”, you need ChatGPT 4 as it involves internet browsing capabilities.* ## Use case example: Choosing a marketing software Here is an example of a process I recently used to help the RevOps and marketing teams to decide which marketing system we should choose with the best pricing. Also, I’ll use ChatGPT 4, due to the web browsing capabilities. ### 1\. Choosing the marketing system At this point, I suggest a mix of Google Search and ChatGPT. Search for a marketing system as you would normally do on Google. If you already have an option in your mind, you can search for each directly or use it as a reference (such as “System X Alternatives”). ![A screenshot of a computer Description automatically generated](https://lh7-us.googleusercontent.com/6xQ-B_8hn5gnEzc4uHXc6Sb0Khd5wQapMxXd31xt8JGEFO5LIG_BcGGCnvy1F0iJWWvUgZ7wkdlKwTGf7lWtjvYCiknYMJT0OFKjzUn0kWLmYDpv8d28YoyDuMvtk0x74w9K6o2APS9KgJ-GpIvluw) As Google doesn’t take context into account, you might be prompted with results that are not what you are looking for (someone who wants something like HubSpot will not compare it with Canva, for example). So, in parallel, you can ask ChatGPT for suggestions based on your specific needs and context. > Ask for ChatGPT to assume a persona using a trick called “Act as” at the beginning of the prompt. In this case, we can ask it to act as a Marketing Operations Specialist with 5 years of experience in SaaS startups. For example: ![A black screen with white text Description automatically generated](https://lh7-us.googleusercontent.com/qzx3t8eCsJVf-bt7-7xbZ8klqZmzHCw7ceCi6JVmIoti_lTK3PinGi4TLVxZI3xk-HavjDXKALs9nxad14U9CiipgxPZTZAhz9eTgFMFgDhWtR2fWJcWc6NzTL5hHYtIDkGiVKIhuT6Npnvxr7TSbA) 💡 ****Pro Tip:** ChatGPT can be extremely wordy, like a student who wants to show off to a teacher. To avoid that, use the prompt “Don’t give explanations about (…)” and complete the sentence. The result might be something like this: ![A screenshot of a black screen Description automatically generated](https://lh7-us.googleusercontent.com/41ed_p5SNAZ_iCuqdfynDFedzKrGuxbibVAc3DzUJQYtFdIM6WvvrLV4R6UY-7R_AQFN2voTHqTgw-Prp5VeQjs2BT59rx_omBd3deTmA6maPmcDTziIfOSuwwor7vFRKxVZIUWzMdMN17uZMYCDBw) ### 2\. Comparing the systems To simplify, let’s compare HubSpot and Marketo. Besides the basic list of features, you can ask ChatGPT to compare the core features and capabilities side by side. ![A screenshot of a black screen Description automatically generated](https://lh7-us.googleusercontent.com/mvKIXjiwIuMe4bIo-B_cHv4UxGQ5ZuCqmCJ7M7x3YPcMI3pMg9K0B89H76joALv-uzCsOq2js98bm0NgeWEI14NlKLpED_QxS3kvdSzTs3ZEbf0Bcv-XVfwcUsC5NnduUqLr0zVtUkYsVX-WfwfwLw) It is good practice to compare the features listed here with the information on their websites or to confirm them during a demo. Next, you can ask ChatGPT to search for reviews on the web. Not only will it list them for you, but it will also include the link with the source of the information (the blue quotes at the end of each sentence). 💡 ****Pro Tip:** Be specific about which information you want to see from the reviews and how many you want to see generated. Otherwise, ChatGPT might give you generic summaries. ![](https://lh7-us.googleusercontent.com/C-NYQ8IXftXan7VsluaW0LCjmgIFzqrumiDTvaFna4346nuAJeTKIoCYKQHmjkp-hUiz2K9V4hrwf1C4HnnviQNExoxOkeAroiacrzL4uEDu1iGXrUB6HfFkB4BBavpMAPc6N5o3h5pLWMewtBoq3A) Now, repeat the same prompt for Marketo: ![A screenshot of a black screen Description automatically generated](https://lh7-us.googleusercontent.com/ZQYJcybZmrIRTs_JCpfFaqgbVdaf-AEyljjeRTzmzZB6vnKKLgOatDoonbhhZLr5GWfTRQnjeEoFbtCjQ3PH0RXgq8UUEIVixL6jnzJahWXvxzLjaKDDrXdgrQs_uzaPhD9ifd2ssBgU3OGlOIYh6g) You might notice that the format of the response generated changed a bit. That’s because there is some randomness in ChatGPT responses, so even if you use the exact same prompt I shared here, chances are that the response you see will be, at least, slightly different. You can also ask how each system would perform a task that is not explicit in the list of traits or on the company website. Just remember to check information with the account executive who is guiding you with the purchase or in forums, and communities, as ChatGPT can hallucinate and make up things that are not real. ![A screenshot of a computer Description automatically generated](https://lh7-us.googleusercontent.com/CsShUJJ9NanL9mzyx_y26jD0cW7x3gp02Q3rYgEs4fL8mr6xsRsmqHgeVwcG8DT2SxRhXHp0DBmLsL45RllzfE3vzjFRDgHldDcqWqxcnzuf8nRr_V8vgAwFcPULzIIRh6TW0MvGPs_n-CVG3QQMdg) ### 3\. Pricing and negotiation Now, one of the most important parts: pricing and negotiation! ChatGPT can be an amazing guide on how to get the best price and contract conditions for distinct systems. Let’s say I stick with HubSpot. Although you can have an idea about its pricing on their website, you can ask ChatGPT for insights and tips to negotiate better terms, considering the structure of your company (corporation or startup, number of users, budget constraints, etc.): ![A screenshot of a computer screen Description automatically generated](https://lh7-us.googleusercontent.com/U_isLBR5Gg51fjeIN0ljxL67W18p_Cr_MfOHuJ3Q-VT2y5-PaEEJlorjhlUaTdwVjhwM_tCj6jbZnqHWSEdIpQN4eR3FSRrCtjnSe5MiYhhVaQMGDAaoZ7VwrCKBfz8INDBRRwrn4ahhV7oJeIx4Dw) One smart thing you can do is to ask it to give you a list of questions you should make to help you achieve a certain goal in the negotiation process: Finally, once you receive the order form you can upload or copy and paste non-confidential parts of it to ChatGPT, so it can help you identify red flags or details you missed. ![A screenshot of a black and white screen Description automatically generated](https://lh7-us.googleusercontent.com/M96GwnTy-t9L4i4UClgDCvwZ_GzwOmXhHSMwWvysZeMxSmifsO0UpOc177TIDl00Z6kdgXB98TnaTBym6Prj6JczDrsJypkNos51Bnn5rMCQSad7VNf6DSLaYE4KfB5yYZwPfdqiVoWQUTJ77_ha9A) 💡 ****Pro Tip:** Never send sensitive data to ChatGPT! If necessary, use synthetic data or fake names. ![A screenshot of a computer Description automatically generated](https://lh7-us.googleusercontent.com/reylvfMjj3hM6JYUgTSEBzY8p7NSDHJfWQU4GgGqaHKvNYy1wS_JPdatRjtM99YcXZhRibBiTRpqwNS6k9rEgczgBUjQewY8eDPRn3Z9CK0qUItBkE4qvRNjJOTgDW5hxER1GEBHD1A8UM22Xekhnw) **P.S.** The order form I used here as an example, is a fake one generated by ChatGPT itself. ## Final thoughts In conclusion, leveraging ChatGPT for the comparative analysis of leading GTM software solutions like HubSpot, and Marketo offers an innovative and efficient approach to decision-making in revenue operations. This article is a high-level guide on how to perform this comparison and, depending on the size of your business and team, you might need to make more or less prompts and questions. Be creative and use tools you have in your favor! ### AI in GTM: Opportunities, challenges, and best practices URL: https://www.gotomarketalliance.com/ai-in-gtm-opportunities-challenges-and-best-practices/ Last updated: 2024-07-01T11:00:24.000Z *This article is based on part two of Ken Roden’s insightful interview on GTM-FM. Check it out* [*here*](https://alliance.ghost.io/podcast/gtma-gtm-fm/?ref=gotomarketalliance.com&wchannelid=dmf15kwmj1&wmediaid=rho84lkqoq)*!* --- Welcome back to our exploration of AI's impact on [go-to-market strategies](https://www.gotomarketalliance.com/the-go-to-market-hub/)! In [the first part of this series](https://www.gotomarketalliance.com/leading-in-the-age-of-ai-the-qualities-of-a-great-go-to-market-leader/), we delved into the qualities of great GTM leaders in the age of AI. Now, we're taking a deeper dive into how AI is reshaping the GTM landscape. In this article, we'll cover the growing [role of AI in GTM](https://www.gotomarketalliance.com/the-ai-for-go-to-market-playbook/), from personalization to leadership coaching. We'll explore AI's exciting possibilities, but we won't shy away from the challenges either. You'll learn about best practices for [ethical AI usage](https://www.aiacceleratorinstitute.com/an-introduction-to-ethical-considerations-in-artificial/), [why some businesses are hesitating to adopt AI](https://www.aiacceleratorinstitute.com/why-companies-arent-using-generative-ai/), and what separates the winners from the losers in this new landscape. Whether you're an AI enthusiast or a skeptic, you'll find practical insights on how to leverage AI to improve your work and life. By the end, you'll have a clearer picture of what an ideal world with AI might look like – and how we can work towards it. Let's dive in! ## AI's growing role in go-to-market strategies In [go-to-market roles](https://www.gotomarketalliance.com/the-roles-and-responsibilities-of-your-go-to-market-team/), AI is already starting to become a kind of professional sidekick. It's helping with things like task automation, check-ins (so you don't have to go to every person who’s working on a project and say, “Hey, did you do that task?”), and keeping projects on track. However, I'm most excited about the possibilities that AI will soon offer for [personalization](https://www.productmarketingalliance.com/how-to-use-personalization-tactics-in-your-product-marketing-strategy/), coaching, and how we operate our go-to-market strategies within a business. Let me tell you what I mean. ### Personalization According to [Salesforce](https://www.salesforce.com/content/dam/web/en%5Fus/www/documents/research/salesforce-state-of-the-connected-customer-fifth-ed.pdf), 56% of B2B buyers expect personalized offers. Now, I don’t know about you, but I've done a few product launches where [customer success managers](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/) (CSMs) or account executives (AEs) have asked for messaging tailored to specific verticals or regions, and I’ve been like, “We don't have time, sorry, it can't happen.” Well, AI is going to help us out here. Thanks to these new capabilities, it’ll soon be a lot easier to personalize messaging and offers by [persona](https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/), level of seniority, and location. ![AI for personalization in GTM. "I've done a few product launches where CSMs or AEs have asked for messaging tailored to specific verticals or regions, and I’ve been like, ‘We don't have time, sorry.’ Well, AI is going to help us out here. It’ll soon be a lot easier to personalize messaging and offers by persona, level of seniority, and location." – Ken Roden Director of Product Marketing at Infor](https://lh7-us.googleusercontent.com/docsz/AD_4nXdHQfbDrMI0A50UpIoASfzY6izlXIYescGxjGUpO3NLswcaxKZZgJiUm_rVbbjDlWGhw26MvUcn_-kN_L4dxYa89ZrYvVKbiGhNAOGbE8rrQxSNW6UujYW3--c8Egua6crsCH2YrWLKSkXMFRHB5A?key=S5u1Ij9eMYtyLEC6aZ_-LA) This is going to help make the experience more connected to buyers, so they feel like it's for them. That's a growing demand by buyers - they want a product that's for them, that knows their industries and pains, that's actually going to help them solve their specific problems. [The difference between B2B and B2C Go-to-MarketWhen we’re talking about products, how can we not talk about the consumer? Who you’re selling to has an impact on every step in your Go-to-Market strategy from how you position the product to your, messaging, pricing and yes, even your sales strategy.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/06/alice-yamamura-iAVTikZXqR0-unsplash--1-.jpg)](https://www.gotomarketalliance.com/whats-the-difference-between-b2b-and-b2c-go-to-market/) ### Strategy Imagine having an AI bot that's proprietary to your company, but that can look at all your data across Salesforce, Pendo, Highspot, and beyond. It could analyze how customers are using your product, how that's leading to the growth of specific SKUs, and maybe how that is leading to what content is being pitched by your sellers. It could actually analyze your entire go-to-market strategy, poke holes in it, and recommend improvements. We're not there now - but it will be almost like having a coach who has an MBA, is a bit of a futurist, understands go-to-market, and can guide you through that journey. ### AI-powered leadership coaching The changes that AI will enable in the world of business go beyond just personalization and go-to-market strategies. I foresee a future in which AI revolutionizes company leadership. Imagine you're a CRO or CMO with a philosophy on how sales should be done, as well as how to show up as a person and what the culture of your team should be. What if you… 1. Uploaded all that information to a GPT meant only for your organization 2. Input your best advice and how you'd handle certain situations 3. Created a digital assistant for your frontline to ask questions like: - “What should I do in this situation?” - “How do we handle competitive pressures?” This could take coaching to a completely different level. It's still human because it's coming from a person guiding the business strategy, but it's scaled so each individual can get insight around specific topics they need. This concept could extend beyond organizational leaders. Executive coaches could create their own GPTs. Imagine if thought leaders like Brené Brown had a GPT where you could describe a situation and get an answer back – that would be incredible! ## The pitfalls of using AI in GTM While I want my team to use tools like ChatGPT to help with their work and free up time for strategic thinking or a better work-life balance, I have some real concerns about this: 1. **Data privacy:** If teams put proprietary information into [ChatGPT](https://www.aiacceleratorinstitute.com/ais-future-unfazed-the-rise-dip-and-persistence-of-chatgpt/) or Claude, that information could be available to unknown parties. Organizations need to create and align on policies, but it'll still be hard to manage given how differently we all work. 2. **Quality of work:** If everyone's using the same GPT or digital assistant for messaging or email sequencing, we'll get generic answers and we won’t stand out. Organizations are looking for vendors with unique, differentiated perspectives. 3. **Data quality:** The more advanced applications of AI (personalization, data analysis, coaching) require huge amounts of clean, reliable data. Many organizations struggle with this. Remember: the quality of your input data determines the quality of your AI output. These are some of the key issues I'm aware of as we navigate this new world of AI in go-to-market strategies. ## Best practices for ethical AI usage We're at a stage now where ChatGPT and other AI tools can provide high-quality information for tasks like research or even vacation planning. However, it's becoming clear that AI is sometimes less than 100% honest – unintentionally, of course. Due to copyright restrictions, it might - for example - summarize based on reviews or existing summaries rather than directly referencing what you've asked about. When my team asks about using AI for work, I'm usually very much in favor of that idea, but I also want to know when and how they're using it so that we can be a little bit critical of that output. We need to ask: 1. Does the output actually make sense? 2. Is it fact-based? 3. Is there any bias, and if so, where's it coming from? Currently, there are no national or global policies on AI ethics. That means it’s on us, as leaders and individuals, to think critically about AI's output. 😌 ****A fundamental best practice for using AI at work is transparency.** Don't claim AI-generated work as your own. Also, be aware that AI-sourced information may not be 100% accurate or properly sourced, so we need to be extra critical. ![AI best practices in GTM. "A fundamental best practice for using AI at work is transparency. Don't claim AI-generated work as your own. Also, be aware that AI-sourced information may not be 100% accurate or properly sourced, so we need to be extra critical." – Ken Roden Director of Product Marketing at Infor](https://lh7-us.googleusercontent.com/docsz/AD_4nXdqbuFWMDJd3m-eoDNZT4rf8cpOz-ZLCxcyH7tLipNOQ5m6IyciyZtNxpVMHkuIq163LDJaviWGub5PC2h_6wUs0B3rjlGtS2YQHVXdcBWIReS7AXTNvSzC6CM7ms72sMKN5pQCFl-b2uWWnYONfA?key=S5u1Ij9eMYtyLEC6aZ_-LA) While chatbots aren't acting maliciously, they might be programmed or use algorithms that don't always provide accurate answers. When I use AI tools, I always ask for source citations. If the bot can't provide a link, I assume it's not a real stat. As Ms. Frizzle wisely said, “Take chances, make mistakes, get messy.” This is the attitude you should take as you use AI. We should: - Critically think about the outputs we're getting - Consider how this information could affect others if shared broadly - Refine outputs, pointing out inaccuracies and suggesting changes to the bot It's crucial to encourage people to be scientists and experiment with AI. This approach will help improve AI algorithms. As we invest more in this and other technologies, we need to lean into our human skills, often called “soft skills,” though they're actually quite durable. The more we invest in AI and other innovations, the more we need to hone these human skills. By being transparent about AI use, critically evaluating its outputs, and using it as a tool for exploration rather than a source of absolute truth, we can harness its potential while mitigating its risks. ## Why some businesses are hesitating to adopt AI Over the past couple of months, I've had the opportunity to talk with go-to-market leaders and professionals focused on marketing, sales, customer success, or product about AI and how they want to use it. Honestly, I'm still a little shocked to hear people say, “I'm waiting to see if it becomes a thing,” because it's already a thing—it's already part of so much of what we do. ChatGPT and Claude made AI accessible to the average consumer, but organizations have been using AI and machine learning for a decade or more. This isn't new technology; it's established technology. It’s just how we're using it that’s being fine-tuned. ![Ai is established tech. "I'm a little shocked to hear people saying, ‘I'm waiting to see if AI becomes a thing.’ It's already part of so much of what we do. ChatGPT and Claude made AI accessible to the average consumer, but organizations have been using AI and ML for a decade or more. This isn't new technology; it's established technology. It’s just how we're using it that’s being fine-tuned." – Ken Roden Director of Product Marketing at Infor](https://lh7-us.googleusercontent.com/docsz/AD_4nXdpy5H6hd9BGs2NWkPZD4jvhSCjtMYaxGUoDQDUCQmfZr1QtlUSDnoLDiJMnOhaS9Xgx3xUht0nNuYgK1oPYnVemy8N85rBPGbzVeYPMV82KgDpDfwomqwHjsPhaRL9vgbvGJlLnz0WsadvdJAg?key=S5u1Ij9eMYtyLEC6aZ_-LA) Some people fear that AI will create a world where everything is super generic, and creative outlets like art, writing, and even graphic design are just used to feed an AI bot that will then mass-produce everything. That's a valid concern. We should have standards around how arts and writing are used for AI and how those outputs are used for TV, entertainment, or the fine arts. However, rather than resisting AI's rise, we need to start defining parameters for its use. AI is very much here, and it's part of our lives. Let's figure out an ethical way to use it that makes sense *for us*. ## Investing in AI: Winners and losers Whenever organizations invest in anything new, there are always costs, pros, and cons to consider. You can see that in how AI is being adopted – some companies are investing heavily in AI, but many are more hesitant. Interestingly, many small startups and solopreneurs are investing heavily in AI. This will allow them to launch their businesses faster than their predecessors, using AI for marketing, CRM, product enhancements, and the voice of the customer. We're going to see an explosion of small companies with maybe 10 or 20 employees operating with the efficiency and reach of an organization with hundreds or even thousands of staff. There will be some winners and losers from all this. The organizations that win will be those that experiment with AI and learn what works for their business. These winning organizations will be focused on [upskilling](https://www.gotomarketalliance.com/go-to-market-blueprint/), [enhancing their buyer's journey](https://www.gotomarketalliance.com/buyer-journey-frameworks-the-key-to-focusing-your-gtm-strategy/), and building agile teams. !["The organizations that win will be those that experiment with AI, and learn what works for their business. These winning organizations are going to be focused on upskilling, enhancing their buyer's journey, and building agile teams." – Ken Roden Director of Product Marketing at Infor](https://lh7-us.googleusercontent.com/docsz/AD_4nXdmJ3St238-mYO7r30ioDCwTb9cY7sZkkhp4ahWoviYRqKYGf2nGThePQO0fECsgtBIn9fxo-h7Z7hha19Jy2wDvI5-01sGqNOK1OqwxHoLUxFwVl6pzD5RDEpOzhp1_pMdmO5ykiSwqrQdkZpFtA?key=S5u1Ij9eMYtyLEC6aZ_-LA) The companies of the future are evolving their go-to-market strategies, evolving the skills of their employees, and rethinking their leadership approach to go-to-market. It's a mix of tech and human, and the people who aren't doing that will fall behind. ## Making your life better with AI As we’ve seen, there are some totally valid concerns about AI. However, I've found some really fun and practical ways to engage with AI that have genuinely improved my life. For instance, my boyfriend and I were planning a trip recently. He wanted to go to the beach, while I was more interested in a Zen yoga wellness retreat. We tried to use Google to find a destination that would suit us both, but we were getting nowhere. So, I turned to ChatGPT. I told it what we were looking for and asked for recommendations. Not only did it provide six great options with links, but it also drafted an email in my voice and tone summarizing the findings, which I then sent to my boyfriend so he could pick his favorite one. This saved us a ton of time and made the planning process much smoother. From a professional standpoint, I've used ChatGPT as a career coach. I'll prompt it by saying, “You are a coach with 20 years of experience. Here's what I'm thinking. Let's have a conversation about it.” The amazing thing about it is that it accesses information from some of the best coaches in the world. Is it perfect? Probably not. Still, it gets me thinking about the issues I want to focus on, sparking creativity and providing valuable insights. ![Ai for professional development. "I've used ChatGPT as a career coach. I'll prompt it by saying, ‘You are a coach with 20 years of experience. Here's what I'm thinking, let's have a conversation about it.’ The amazing thing about it is that it’s accessing information from some of the best coaches in the world. Is it perfect? Probably not. Still, it gets me thinking about the issues I want to focus on." – Ken Roden Director of Product Marketing at Infor](https://lh7-us.googleusercontent.com/docsz/AD_4nXcojyV5Sp-E5NQFAyZzQhLTDknUxS6CUWH71GHLujIkEs39tTpIT0MCOPDRrzn8PiJHMPyhqqT8sjBVQOn_xYN85VcMfkfRglpDklwVl_sEqg5TNaLn8qZLAKO2FGxjiHmbFV4Ev812MTRHCDSUKw?key=S5u1Ij9eMYtyLEC6aZ_-LA) Here’s another example: I'm currently exploring starting a podcast with a friend. I can ask ChatGPT, “What do we need to know to start a podcast?” and get a comprehensive answer without having to dig through countless websites. One of my favorite techniques is to ask about a complex topic and then say, “Explain it to me as if I'm an eighth grader.” The AI breaks it down in a way that's easy to digest and understand. This approach has been incredibly helpful for grasping difficult concepts. ## Closing thoughts: An ideal world with AI While it’s hard to imagine what a perfect world will look like with AI, I have a clear vision of what I hope to see. Essentially, I want humans to remain at the center of it all. AI should enhance our capabilities, not replace our essential human qualities. Ideally, AI will take over the repetitive, joy-sapping tasks that often keep employees working late into the night. No more struggling until 11 PM to get that Excel formula just right for a report due the next morning. Instead, AI could handle these tedious tasks, freeing up employees to focus on more meaningful work. ![Benefits of AI. "Ideally, AI will take over the repetitive, joy-sapping tasks that often keep employees working late into the night. No more struggling until 11 PM to get that Excel formula just right for a report due the next morning. Instead, AI could handle these tedious tasks, freeing up employees to focus on more meaningful work." Ken Roden Director of Product Marketing at Infor](https://lh7-us.googleusercontent.com/docsz/AD_4nXdUOWA3BjTbTvGhaK7zoNJt2FZiZNDQ1F6uMrKsqSEWRc5hvKcFKlkrofFtH0xAFAwRPWXsmOMmdVJfZlb64V-IqkoVxd5ybwO3Ews8yDPi1yHXZaujCZYxZr_cJronUPPtgsjYty2pyEgDjPJy?key=S5u1Ij9eMYtyLEC6aZ_-LA) The ultimate goal is to use AI to improve work-life integration. By offloading time-consuming, repetitive tasks to AI, we can create space for more human connection and allow employees to engage in work that feels truly meaningful. 🫶 In this ideal world, AI doesn't just make businesses more efficient – it makes work more fulfilling for the people doing it. AI is already a part of many people's lives, and its influence is only going to grow. However, it's crucial that we use it in the right way - a way that allows us to be more human than we perhaps have been in the past, especially given the isolated, digital life many of us experienced a few years ago during the pandemic. As we continue to integrate AI into our personal and professional lives, we need to ensure it enhances our human qualities rather than diminishing them. Used thoughtfully, AI can free us from mundane tasks, spark creativity, and give us more time for meaningful human interactions. That's the potential I see, and that's the future I'm excited about. ### Aligning GTM, product, and community teams for a better customer experience URL: https://www.gotomarketalliance.com/aligning-gtm-teams-for-better-customer-experience/ Last updated: 2026-01-08T13:26:15.000Z A “good” product is set apart by your customers' belief that it is actually helping them solve their problems. If your customers are unsure what to do with your product, it’s time to use that [feedback to improve your current offering](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/). And there’s a really effective way to translate [customer feedback](https://www.gotomarketalliance.com/the-power-of-customer-feedback-leveraging-feedback-for-saas-product-development/) into actionable insights: the collaborative efforts of your [Go-to-Market](https://www.gotomarketalliance.com/the-go-to-market-hub/), product, and community teams. When these teams are aligned and clear on the goals that need to be delivered, they’ll be able to innovate and enhance the customer experience. In this article, I’ll share some strategies for bridging communication gaps and fostering a collaborative environment among these critical teams, as well as how doing so can get your customers to vouch for your product. If that sounds good, why don’t we jump right in? ## **Why team alignment is important** Smooth collaboration between GTM and product teams, especially when working on the [target audience or market](https://www.gotomarketalliance.com/market-segment-vs-target-market-whats-the-real-difference/), starts with aligning both teams around shared goals and objectives. [The why, when and how of cross-functional strategy.Cross-functional teams can revolutionize the way your company goes to market, but it’s one thing to have multiple teams working on a project and an entirely different thing to have strategized organizational alignment.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2022/05/waldemar-brandt-MjsIHh1rFkM-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) Identifying key stakeholders from each side who possess subject matter expertise and are involved in decision-making processes is essential. Team alignment may often feel tricky - with so many stakeholders tracking different [key metrics](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/) or prioritizing other aspects of a [product launch](https://www.gotomarketalliance.com/guide-to-successful-product-launches-through-collaboration-and-positioning/). ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/06/GTM-Alliance-in-article-quote-images.png) But start simple. Establishing recurring calls between these stakeholders is an easy way to check in with teammates. These calls facilitate brainstorming sessions and keep everyone updated on market dynamics. For instance, at my current organization, the product team conducts weekly calls with [Customer Success Managers (CSMs)](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/) to address customer feedback. These sessions involve check-ins, reviews, discussions on challenges, and realignment of priorities if necessary. [Why your customer success and product teams need to communicate to elevate the customer experienceThe symbiotic relationship between customer success and product management teams is not just a “nice-to-have”. It’s a necessity. The key to elevating the customer experience lies in the seamless integration of these two vital departments.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceJess Galenski![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/04/aaron-burden-h7wpIMY3O3E-unsplash--1-.jpg)](https://www.gotomarketalliance.com/why-your-customer-success-and-product-teams-need-to-effectively-communicate-to-elevate-the-customer-experience/) Similarly, stakeholders from the GTM and product teams can conduct regular calls, either weekly or bi-monthly, to share insights on the target market or audience. Additionally, conducting [regular enablement calls with the sales team](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) can help keep them informed about product launches and beta releases is crucial. These calls should focus not only on the benefits but also on the features that address specific use cases. In short, these calls should help arm [your teams](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/) with the knowledge necessary to work better together and deliver on what your unique customers need. ## **How to facilitate communication with your teams and community** First and foremost, if you want your teams to communicate effectively, you need to establish a clear and streamlined channel specifically for communication. More importantly, these channels should be in place to help bridge the gap between your teams and your customers. So, where do you start? Accessible, easy-to-use tools are the way forward. Think Slack channels or a community forum. You want both team and customers to understand the channel they’re using to reach you. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/06/GTM-Alliance-in-article-quote-images--1-.png) Similarly, a designated community group or forum means everyone in the GTM and product teams is aware of its importance and can return to it if there are any concerns or questions. Now, a lot of these responsibilities might fall on the community manager. And it’s this individual’s responsibility to: 1. **Carry out regular cross-functional meetings**: These sync-ups between the GTM, product, and community management teams should focus on discussing feedback trends, prioritizing issues, and aligning action plans. 2. **Aggregate, categorize and analyze feedback with the GTM and product teams.** This helps identify recurring themes, prioritize issues, and provide actionable insights. 3. **Integrate selected community feedback into the product roadmap based on priority**. This not only highlights the importance of community input but also ensures that the product team is aligned with customer needs. 4. **Promote collaboration between the GTM and product teams through joint initiatives**, such as customer feedback-driven campaigns, feature launches, or beta testing programs. This fosters a shared understanding of customer needs and priorities. 5. **Conduct training and awareness sessions on the importance of community feedback**, effective feedback collection methods, and best practices for incorporating feedback into decision-making processes. 6. **Leverage technology solutions** like customer feedback management platforms, analytics tools, and collaboration software to streamline the feedback collection, analysis, and dissemination process. ## **How to overcome common challenges in aligning** [**community initiatives with GTM objectives**](https://www.gotomarketalliance.com/community-led-go-to-market-a-case-study-with-rebecca-boucher/#what-is-community-led-go-to-market) Aligning community initiatives with GTM objectives often presents several challenges. But that’s not to say you can’t overcome them! Let’s look at some examples and possible solutions: 1. Sometimes, the community and GTM teams have **different goals**. To address this, clarify how both teams' efforts contribute to the bigger picture. 2. **Insufficient communication** can be a major hurdle. Regular meetings, shared documentation, and collaboration tools can improve communication and ensure everyone is on the same page. 3. **Limited time, budget, or resources** can hinder alignment efforts. Prioritize actions that will best help achieve GTM goals. 4. The community team may focus on engagement and relationship-building, while [GTM teams](https://www.gotomarketalliance.com/the-roles-and-responsibilities-of-your-go-to-market-team/) prioritize sales. Despite the **difference in priorities**, aim to find a balance so you can make sure your customers are satisfied. 5. Accurately **measuring the impact of community initiatives** on GTM objectives can be challenging. Develop KPIs aligned with both community engagement and GTM goals and use analytics tools for valuable insights. 6. As the community grows, **keeping up becomes harder.** To manage growth effectively, invest in automation, scalable processes, and community management tools. ## **A case study in successful collaboration** Let’s quickly look at a real-world example from my organization. We organize a weekly call named the Product Update Forum, attended by Product Managers, Solution Engineers (SEs), and Implementation Engineers (IEs). During these calls, the Product Manager responsible for the feature gives a demo, covering points of interest to SEs and IEs. As a [Product Marketing Manager (PMM)](https://www.gotomarketalliance.com/the-difference-between-a-product-manager-and-a-product-marketing-manager/), I highlight the benefits of each feature and discuss achievable use cases. Relevant supporting documents are shared with CSMs to facilitate better [adoption](https://www.gotomarketalliance.com/5-ways-csms-can-drive-product-adoption/). The leadership team mandates that SEs, IEs, and CSMs attend these calls. Following this, I lead a Sales Enablement call focusing on the business objectives and use cases achievable with the feature launch. We also discuss [pricing aspects](https://www.gotomarketalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/) during these calls. One notable instance of this collaborative approach was with a recent client, a global gaming company, which encountered challenges with its previous vendor. A successful collaboration between Business Development Representatives (BDRs), Sales, SEs, IEs, CSMs, and the Product Team led to a swift closure of the deal. Their use cases were comprehensively documented, and the Statement of Work (SOW) was concise and specific. Every aspect of their challenges was properly documented, discussed, implemented, and executed. This achievement was made possible by the regular sync-up calls that the team ensured. ## **Conclusion** So, we've covered a bit, but let's remember some of the key takeaways here: 🤝 **Team alignment is crucial!** Effective collaboration between the GTM, product, and community teams is essential for leveraging customer feedback, driving innovation, and ensuring customer satisfaction. 📣 **Facilitate communication through regular meetings**. Organizations can bridge the gap between these critical teams and achieve their shared objectives by implementing clear communication channels, regular cross-functional meetings, and leveraging technology. 💡 **Gather all the feedback you can** from customers and internal teams. This will help you and your teams stay creative, innovate, and incorporate those insights into your product roadmap. 📈 **Overcoming common challenges** and maintaining alignment will lead to a more cohesive and effective strategy, ultimately benefiting the company and its customers. ## Want to connect with other GTM pros? If anything you find has worked for you and your teams while developing your go-to-market strategy, why not share it with our [Slack community](https://www.gotomarketalliance.com/join-the-gtm-slack-community/)? This is a great opportunity to meet, connect, and chat with GTM pros worldwide. Or, if you're aiming to upskill, our [Insider Membership](https://www.gotomarketalliance.com/insider-membership-plan/) or [GTM Blueprint](https://www.gotomarketalliance.com/go-to-market-blueprint/) can offer you the skills and learnings necessary to really up your GTM game. And if you want to [contribute to our community](https://www.gotomarketalliance.com/create-and-contribute/), get in touch with anyone from [our lovely team](https://www.gotomarketalliance.com/meet-the-team/)! We'd love to hear from you. ### Mastering GTM: 3 tips for leveraging consumer and market insights URL: https://www.gotomarketalliance.com/mastering-gtm-3-tips-for-leveraging-consumer-and-market-insights/ Last updated: 2024-06-21T14:30:30.000Z Hi! I’m Mirze Rey, and I’m a [Go-to-Market Manager](https://www.gotomarketalliance.com/the-importance-of-hiring-a-go-to-market-manager/) for Microsoft’s cyber security business. Today, I’m delighted to share how you can achieve GTM success through consumer and market insights. Here’s a taste of what we’ll cover: - First, I'll give you my forecasts for the major [market trends](https://www.gotomarketalliance.com/building-business-strategies-around-market-trends/) we'll see this year related to taking products to market. - Second, I'll outline some challenges associated with these trends that customer and [market research](https://www.gotomarketalliance.com/how-to-conduct-market-research-for-go-to-market/) can help you overcome. - And third, I'll leave you with three tried-and-tested tips for leveraging customer and market insights to ensure a successful go-to-market motion. ## Fearless forecasts for 2024 Let's dive into my fearless forecasts! First up, it'll be another year where companies and individuals look to do more with fewer resources. In 2023, this trend weighed heavily on customers' minds amid budget cuts, layoffs, high inflation, hiring freezes, and generally unfavorable economic conditions. Companies focused on how they could tackle the same tasks – or even more – with fewer resources. Unfortunately - [according to the World Economic Forum survey](https://www.weforum.org/press/2024/01/wef24-chief-economist-outlook-january-2024/) \- this outlook seems set to continue, as **56%** of chief economists worldwide believe the global economy will keep weakening. Not an ideal situation. My second fearless forecast is the explosion of content, thanks to [generative AI](https://www.gotomarketalliance.com/the-future-of-gtm-using-predictive-and-generative-ai-to-accelerate-your-go-to-market-strategy/). You've likely seen and even played around with this tech, generating pretty good first drafts of emails, [PowerPoint decks](https://www.gotomarketalliance.com/the-problem-with-our-problem-slides-and-how-to-solve-it/), landing pages, and more with just a few prompts. Going forward, as more people get comfortable with AI, we can expect a flood of content competing for customers' attention across marketing channels. And for forecast number three: we'll see more products and solutions incorporate or highlight their AI capabilities. This is in response to customer expectations, market demands, and competitive pressures. The experts say 2024 could be a watershed moment for [generative AI](https://www.aiacceleratorinstitute.com/generative-ai-2024-key-insights-emerging-trends/) as its capabilities continue to break boundaries. ### Tackling the challenges of an evolving market landscape Given those three big predictions, what are some of the key challenges we'll face in taking products to market? First, in an era marked by tighter budgets, there will be greater competition for customers' resources. As someone right in the thick of a product launch, I've seen many customers become more averse to trying new tech unless there's [a clear, quantifiable cost benefit](https://www.gotomarketalliance.com/redefining-roi-for-b2b-marketers/#the-five-types-of-roi). As owners of the go-to-market strategy, this presents us with some significant challenges. If you’re taking [a sales-led approach](https://www.productledalliance.com/from-sales-led-to-product-led-the-evolution-of-go-to-market-strategies/), how can you better equip our sales teams to address the heightened fears, uncertainties, and doubts customers will understandably have, with every purchase under greater scrutiny? And if you're taking [a product-led approach](https://www.productledalliance.com/what-is-product-led-growth/), how can you position your product to overcome increased friction in the purchase process? Second, considering the content explosion, as customers get inundated with content (much of it low-quality), there will likely be more fatigue and increased scrutiny around online content. Thanks to [generative AI](https://www.aiacceleratorinstitute.com/the-5-primary-generative-ai-applications-and-how-they-work/), competitors can even copy entire websites or create content in your tone, driving customers to seek out more authentic, personalized voices. The challenge then is how do we cut through the noise and communicate our value in a way that fosters real authenticity and trust? Third, we're living in an “AI-plus” world now. Many of us are either launching AI products or competing in categories where AI is a highlighted integrated feature. If you're launching an AI product, the challenge is driving adoption – ensuring your solution will stick in the market and customers will embrace this new tech opportunity. If you're competing where AI is a factor, the question is how to [protect against churn](https://www.gotomarketalliance.com/what-is-customer-churn-how-to-calculate-and-fix-it/) and keep communicating that your solution is still the best fit. ## The power of consumer and market research While there's no silver bullet for any of the challenges I’ve outlined, investing in truly knowing our customers and markets will help us all successfully navigate product launches. If your customers have tight budgets, deep customer understanding helps you equip sales to address fears and lower friction. If you’re struggling to thrive amid content saturation, that bedrock of customer insights lets you communicate as a trusted, authentic voice that resonates. And if you’re competing in a sea of AI-driven products, putting customers first ensures adoption, differentiation, and retention. With that in mind, let me share my top three tips for leveraging [customer and market research](https://www.gotomarketalliance.com/what-is-market-and-customer-research/) to drive go-to-market success: _This post is for paying subscribers only._ ### 7 ways competitive analysis can help you start a business URL: https://www.gotomarketalliance.com/7-ways-competitive-analysis-can-help-you-start-a-business/ Last updated: 2024-06-19T12:47:02.000Z Starting a business involves numerous challenges, and understanding the [competitive landscape](https://www.gotomarketalliance.com/how-to-perform-a-competitive-landscape-analysis-in-5-easy-steps/) is crucial for success. Competitive analysis provides valuable insights into market dynamics, customer preferences, and strategic opportunities. By studying competitors, entrepreneurs can make informed decisions that make their market [positioning](https://www.gotomarketalliance.com/competitive-positioning-and-what-its-and-why-its-important/) more effective and increase their chances of long-term success. In this article, I look at the importance of competitive analysis in starting a business and seven ways it can improve your strategic decision-making when doing so. ## 1) Identifying market opportunities Competitive landscape analysis helps entrepreneurs identify untapped market opportunities. By examining existing competitors and their offerings, you can find [gaps](https://www.gotomarketalliance.com/how-to-use-a-competitive-gap-analysis-to-blast-past-your-competitors/), or underserved areas, in the market. This knowledge allows you to develop innovative solutions or target specific customer segments not adequately addressed by your competitors. Understanding the market landscape helps you shape your business ideas and create unique [value propositions](https://www.gotomarketalliance.com/the-role-of-value-propositions-in-go-to-market-success/) that resonate with customers. ## 2) Understanding customer needs and preferences Studying competitors provides valuable insights into customer needs and preferences. When you analyze your competitors’ products, services, and customer experiences, you can gain a deeper understanding of what customers want and expect. [The role of customer personas in a winning GTM strategyIf you hope to sell your product, you need to intimately understand your target customer and market. That’s where personas come in. In this article, we’ll explore why personas matter for GTM and how to leverage them for success.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceAmelia Wilson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/01/Screenshot-2024-01-02-at-09.12.53.png)](https://www.gotomarketalliance.com/the-role-of-customer-personas-in-a-winning-gtm-strategy/) Such knowledge helps you tailor your products and services to better meet those customer expectations, and deliver a better customer experience. By aligning their business strategy with customer preferences, entrepreneurs build stronger customer relationships, enhancing their competitive edge. ## 3) Benchmarking offerings Competitive analysis allows entrepreneurs to benchmark their offerings against competitors. By evaluating factors such as product features, [pricing](https://www.gotomarketalliance.com/the-price-is-right-pricing-and-packaging-to-win-in-a-competitive-world/), quality, customer service, and marketing strategies, entrepreneurs can identify areas where they can differentiate themselves. This analysis helps entrepreneurs identify their unique selling points and make necessary improvements to outperform competitors. By continuously monitoring the competition, entrepreneurs can stay ahead of market trends and consistently refine their offerings. ## 4) Pricing and positioning Examining competitors' pricing strategies helps entrepreneurs determine the optimal pricing for their own products or services. By analyzing how competitors price themselves in the market, entrepreneurs can identify areas where they can stand out by offering more value. Differentiating with pricing or brand positioning strategy allows entrepreneurs to attract customers who perceive greater value in their offerings. Understanding the competitive pricing landscape helps entrepreneurs make informed decisions about pricing strategies that are competitive yet profitable. ## 5) Identifying industry trends and best practices When you perform competitive analysis regularly, you stay up to date with industry trends and best practices. By monitoring competitors' activities and strategies, you’ll identify trends as they’re emerging, and you’ll discover innovative approaches and successful tactics. Such knowledge is invaluable when it comes to creating business strategies, implementing new technology, or exploring alternative marketing channels. Staying up-to-date with industry trends ensures entrepreneurs remain relevant and can proactively respond to market changes. ## 6) Anticipating challenges and threats Competitive analysis enables entrepreneurs to anticipate potential challenges and threats in the market. By identifying the [strengths and weaknesses of competitors](https://www.competitiveintelligencealliance.io/competitor-swot-analysis/), entrepreneurs can proactively address potential threats to their business. Furthermore, they can capitalize on their competitors' weaknesses by offering superior products, services, or customer experiences. Anticipating challenges allows entrepreneurs to devise contingency plans and maintain a competitive advantage. ## 7) Strategic decision-making Competitive analysis also provides entrepreneurs with the necessary information for strategic decision-making. A deeper understanding of the competitive landscape helps entrepreneurs make more informed choices regarding market positioning, target markets, product development, and marketing strategies. The insights gained from competitive analysis serve as a foundation for well-informed decisions that drive business growth and profitability. Competitive analysis is a critical component of starting a business. By examining competitors, entrepreneurs can gain valuable insights into market opportunities, customer preferences, and industry trends. This knowledge allows them to differentiate their offerings, make informed pricing decisions, and proactively address potential challenges. Competitive analysis also provides the information necessary for entrepreneurs to make solid strategicdecisions, increasing the likelihood of long-term success. Entrepreneurs should view competitive analysis as an ongoing process and continually monitor the data. ## Books to help you raise your competitive game 1. **Competitive Strategy: Techniques for Analyzing Industries and Competitors** by Michael Porter 2. **Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant** by W. Chan Kim and Renee Mauborgne 3. **Playing to Win: How Strategy Really Works** by A.G. Lafley and Roger L. Martin 4. **Successful Business Intelligence: Unlock the Value of BI & Big Data** by Cindi Howsen 5. **Business and Competitive Analysis: Effective Application of New and Classic Methods** by Craig Fleisher and Babette Bensoussan 6. **Sun Tzu and the Art of Business: Six Strategic Principles for Managers** by Mark McNeilly ### B2B and B2C Go-to-Market: Know the difference URL: https://www.gotomarketalliance.com/whats-the-difference-between-b2b-and-b2c-go-to-market/ Last updated: 2024-10-18T13:16:02.000Z When we’re talking about products, how can we *not* talk about the consumer? Who you’re selling to has an impact on [every step in your Go-to-Market strategy](https://www.gotomarketalliance.com/what-are-the-stages-of-a-go-to-market-strategy/) from how you [position the product](https://www.gotomarketalliance.com/everything-you-need-to-know-about-product-positioning/) to your [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/) and how you develop your [pricing](https://www.gotomarketalliance.com/how-to-choose-the-best-pricing-strategy-for-your-go-to-market-launch/) and sales strategies. But what are the different types of audiences? And how do you change your strategy to suit your target market or customer? Well, keep reading if you want to know more about - What the difference between B2B and B2C is, - How to market for B2B vs B2C, - And how your audience affects your Go-to-Market strategy. ## **B2B and B2C: what’s the difference?** Though both these terms relate to how businesses sell, there’s a slight difference in customers. 🤝 B2B means ‘business to business,’ i.e., your business sells to other businesses. And B2C means ‘business to customer,’ so companies selling solutions or products directly or indirectly to consumers. But how exactly are these two selling techniques different? - **Different approaches to customer relationship building:** B2B and B2C businesses have different priorities, sell different products, and, therefore, require different selling and marketing methods. For example, in B2B, you’ll want to focus on clear product positioning and branding to really speak to your [customers' pain points](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/). It’s about developing deeper customer relationships. On the other hand, B2C is more concerned with marketing directly to the individual customer (as B2C is more transactional). - **Different focus on buyer decision-making process**: an extension of the above point, because both selling approaches target different aspects of the buyer journey, the customer decision process will vary. So, for B2B, sales cycles might take a lot longer than in B2C, where companies focus more on making the buyer decision-making process a lot simpler and straightforward. - **Target audiences**: B2B selling will typically be companies that are selling software solutions to other businesses. Or they might be selling physical products, but at a wholesale level. So, customers are usually looking to make purchases on behalf of an entire business. B2C, on the other hand, involves a more traditional business-to-consumer, funnel-focused selling where the individual buyer is at the center of the selling method. [How brand messaging changes for B2B and B2C companiesThis article looks at how messaging changes in both B2B and B2C companies, from the tone of voice to platform choice.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceCharley Gale![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/07/Screenshot-2023-07-21-at-16.09.20.png)](https://www.gotomarketalliance.com/how-brand-messaging-changes-for-b2b-and-b2c-companies/%C2%A0) We’ll dive a little deeper into each of these points now, so let’s get into it. ### **B2B** It's not just about one-off purchases. [B2B businesses have to prioritize ROI](https://www.gotomarketalliance.com/redefining-roi-for-b2b-marketers/). It’s crucial for B2B businesses to think not just about long-term relationships with buyers and the [customer’s lifetime value](https://www.gotomarketalliance.com/customer-lifetime-value-how-to-calculate-and-increase-it/) but also how much money a decision will bring back to the company over the next few years. At the heart of good B2B marketing and selling is your positioning and your brand’s ability to sustain healthy customer relationships. To elevate the customer voice in your sales strategy, consider conducting a [SWOT analysis](https://www.competitiveintelligencealliance.io/swot-analysis-marketing-plan/) or setting up feedback loops. Why? Well, your customers will typically be doing a lot more research into you and your products before a decision is made. And, likely, there won’t just be one decision maker. Instead, a series of people will have to agree before a purchase is made. [Your guide to customer activationUnderstanding the value of your customer lifecycle is crucial to getting your go-to-market strategy right. As with most things inherent to GTM, your customers’ journeys will look different case by case. Read on to learn about customer activation, best practices, and mistakes to avoid.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/05/GTM_Framework_Launch_5.jpg)](https://www.gotomarketalliance.com/guide-to-customer-activation/%C2%A0) And that means your business must hold up against a certain level of scrutiny. Unsurprisingly, this also affects how you sell. The more expensive a product, the more thought is given to whether a business will purchase the product or not. Another reason why customers might take a while coming to a decision is that, with B2B, products are rarely one size fits all. There should be room for custom packages and a negotiable price point even though this results in a longer sales cycle. Now, B2B SaaS companies often sell products that are suited to subscription-based models that keep customers coming back year after year. But to keep them coming back, you have to make sure you keep making those products worth it. If you don’t, your customers will look elsewhere. [Our top five tips for customer retentionCustomer retention means keeping customers using and buying your products after the initial sale. But more importantly, it’s the strategy you’ll use to keep them there.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2022/07/customerretention.jpg)](https://www.gotomarketalliance.com/our-top-five-tips-for-customer-retention/%C2%A0) ### **B2C** B2C businesses have to sell their product to hundreds and thousands of individuals and find a way to make their brand resonate with all of them. Unlike B2B - where business can take their time building lasting relationships with users - B2C needs to be more careful with the product branding. Marketing needs to be razor-sharp and memorable so customers can easily spot a brand they trust from ones they might not be familiar with. So it really comes down to (a) how you market your business in a B2C model and (b) how you build a brand that customers resonate with at an individual level. When trying to come up with inventive copy, ads, or marketing campaigns that resonate with your buyers, remember: 1. **Customers research products before they buy them**, but they also make impulse purchases or purchases based on gut feelings rather than logic. B2C marketing has to appeal to that impulsive, emotional side of the buyer, which means your marketing can be more playful. However, getting this right comes down to your tone of voice and a market position that appeals to what your buyers care about. 2. **Individual buyers are far less willing to sit through a sales call**, so B2C selling works better with self-serve models. In other words, your marketing needs to take the buyer through the stages of the sales funnel in a clear and concise way. 3. **Business jargon will typically alienate B2C customers**. Although people often assume it's best to be colloquial with B2C and formal with B2B, nothing’s ever that black and white. For example, if you’re selling life insurance, your message should be clear, accessible, and professional. You want buyers to understand your product always. Keep things simple where possible! ## **How to market for B2B vs B2C** You might be wondering how to specifically market to customers or finetune your go-to-market approach based on your unique audience. Ultimately, how you’ll market your product to users (irrespective of approach) requires different marketing strategies and channels. When it comes to B2B, your main marketing channels will be: - Email campaigns. - Sales calls. - Freemium trials. - White papers. - Webinars. - Case studies. - Demo calls. And, for B2C, the most popular are: - Social media content. - Infographics. - Videos. - Buyer guides. - Product demos. - Reviews. - Posters/billboards. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/06/GTM_Infographics_B2B_B2C.jpg) How to market for B2B v B2C go-to-market Although social media is usually associated with B2C marketing, that doesn’t mean B2B companies should look the other way. Often these two might intersect and one marketing approach could very well apply to B2B as much as B2C. When developing a clear marketing strategy, ask yourself: - How can I effectively carry out social media marketing for B2B? - How do I use social media to reach businesses, or balance my positioning and messaging with the style of content social platforms demand? - How do I make sure I match the increasing demands of today’s modern buyer, or pivot my strategies to speak directly to my customers’ needs? 💡 An important thing to remember is when you’re selling to businesses you’re still selling to people. [B2B go-to-market strategy: A comprehensive guidePicture this: You have an amazing product that could completely change how businesses operate. But here’s the million-dollar question – how exactly will you do that?![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/10/B2B-go-to-market-strategy-A-comprehensive-guide-1.png)](https://www.gotomarketalliance.com/b2b-go-to-market-strategy-a-comprehensive-guide/) ## **The impact of B2B and B2C selling on your Go-to-Market strategy** How you launch your products is directly influenced by who they’re for. Let’s look at a few GTM essentials and how your audience can affect the whole or parts of your launch strategy. ### [**Product roadmaps**](https://www.gotomarketalliance.com/why-you-need-an-outcome-driven-product-roadmap/) If you’re selling to a business, remember that they’re going to be doing a lot of research about you and asking questions about the future of your product: - What features will you be adding? - When will updates be rolled out? - Is your product going to be the best solution for their problems? A product roadmap shows them where you’re headed and how you’ll continue to deliver value for them. An individual buyer isn’t going to be researching your product plans years into the future; they’re more likely to be focused on the here and now. But they will want to know they’re getting a product that isn’t going to be outdated in the next year, so try and think ahead with your products and make sure you’re not launching something soon to be obsolete. ### **Positioning and messaging** When it comes to positioning, you need to consider your customer needs. Do users want you to be authoritative? Climate-friendly? Tech-savvy? 🤔 Whether you’re in B2B or B2C, your positioning boils down to one thing: what your customer's problem is and how you will solve it. Once you’ve got your positioning nailed down, think of how to distribute your messaging. You’ll want to use different channels for different audiences. B2B businesses have to provide a lot of technical information, so they’re better off with marketing formats that make it easy to get a lot of information across. Meanwhile, with B2C, you’re speaking to an individual and often to that gut feeling that tells them this product will make their lives better. More specifically, you’re showing customers the life they’ll have with your product and asking them to buy that fantasy. This is why the most effective channels for B2C marketing are social media, video content, and influencer marketing. But for the more discerning consumer who is weighing up their options, buyer guides and digital/video brochures are also effective. Again, it’s important to remember the more a product costs, the more time a customer will spend on the decision. What it usually boils down to is value for money. And, as always, bear your specific audience in mind. Work out where your audience is and meet them there through appropriate marketing campaigns. ### **Pricing strategy** For B2B businesses, pricing can be more tailor-made for customers, especially if you’re using a[ sales-led Go-to-Market strategy](https://www.gotomarketalliance.com/sales-led-go-to-market-a-case-study-with-jarod-greene/) where the sales team is getting a lot of face time with the prospective buyers. You can negotiate with the individual client and make sure you’re getting the most out of deals without alienating customers with a smaller budget. For B2C, your pricing isn’t going to be negotiable, so you need to find other ways to be tactical. There’s a lot of psychology behind your pricing. Go too high and people will think it's a rip-off, go too low and you may be perceived as tacky or low quality. It’s important to pick a price point that consolidates your positioning and feels worth it to your customers. ### **Distribution** Back in the good ol’ days, you walked into the store, picked the product you wanted from the two or three options available, and that was that. Now, there are infinite options and we increasingly order online. And there are more and more products that have gone digital, which means customers interact with them very differently. So, what is the best way to distribute your product? One of the most important things for all of us is convenience. If you’re in B2C, what’s the easiest way to get a product in the hands of your buyer? If you’re exclusively selling online, find ways for customers to try before they buy with demos or offer trial periods (which are especially good for digital products). A lot of B2C brands now use social media to share demo videos of their products, presented as ‘unboxings,’ so customers can feel confident in what they’re getting. Plus, when customers purchase products, they’ll usually want to solve problems for themselves rather than spend hours on hold, so make it easy for them to get answers to questions with FAQ pages. And if they do need help, chatbots or customer service teams that can be accessed via email are a lot more convenient for most people. The key takeaways are to ensure information about products is easy to access, ordering and returning products is straightforward and customer service is effective. ### But what about B2B? Well, it does still come back to convenience. If you’re selling digital products, you'll probably do so online. Freemium models work well because clients can try the product out and then upgrade to the premium option. If they do need a nudge in the right direction, making answers to questions and sales reps readily available is still key. With B2B, we’re increasingly seeing distribution strategies that allow you to get more creative. For example, you can build [a Go-to-Market ecosystem](https://www.gotomarketalliance.com/ecosystem-go-to-market-vs-partnership-go-to-market/). In an ecosystem model, you team up with other businesses that provide services you can’t but are complementary to your service. You build out an ‘ecosystem’ of services where customers can find all the parts they need in one neat package rather than having to piece solutions together for themselves. This is far more convenient for the customer and gives you a [competitive edge in terms of pricing](https://www.gotomarketalliance.com/competitive-pricing-intelligence-can-boost-your-bottom-line-heres-how/) (if you can offer bundle deals). [Ecosystem vs Partnership Go-to-Market \[Video\]In this video, we explore what an ecosystem-led motion is and how, with the right network of companies, it can help you build better products.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/06/GTM_Content-Hub-Go-to-Market-Simplified_Youtube_Thumbnail_Template_--15---1-.png)](https://www.gotomarketalliance.com/ecosystem-vs-partnership-gtm-video/%C2%A0) Customer service is also a big part of B2B distribution, although in this context it's more commonly referred to as a [customer success function](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/). B2B products are typically more complex and technical than B2C so, for customers to get the most value out of them, they’ll need to be onboarded. If someone buys an iPhone, you can pretty much leave them to figure it out on their own. And if they get stuck, they’ll just pester the nearest Gen Z family member to set it up for them. But if you’re selling a complicated SaaS product that’s being rolled out across a whole company, that probably won’t cut it. Having a customer success team to carry out an [onboarding strategy](https://www.gotomarketalliance.com/why-you-need-to-nail-your-customer-onboarding-process-and-how-to-do-it/), monitor retention and churn, and check in on customer satisfaction at pinch points (like when a subscription needs renewing) is crucial for most B2B customers. As we’ve said, B2B businesses tend to build relationships with clients when they’re negotiating on price and product offerings. To maximize customer lifetime value, that relationship has to continue into the distribution and customer success stages of Go-to-Market. ## **To sum up** When it comes to B2B and B2C Go-to-Market, each customer will have different needs, problems, and priorities. But the core values of the customer, like wanting to get a fair deal, convenient solutions, accessible information, and a seller they can trust, are applicable to both these models. Whichever market you’re catering to with your Go-to-Market strategy, the most important questions to ask yourself are: 1. What does this customer want? 2. How do I solve their problem? You’ll find that knowing the answers to these core questions can inform and help you conceptualize go-to-market strategies that’ll succeed. ### Leading in the age of AI: The qualities of a great Go-to-Market leader URL: https://www.gotomarketalliance.com/leading-in-the-age-of-ai-the-qualities-of-a-great-go-to-market-leader/ Last updated: 2024-06-11T18:37:00.000Z *This article is based on part one of Ken Roden’s insightful interview on GTM-FM. Check it out* [*here*](https://alliance.ghost.io/podcast/gtma-gtm-fm/?wchannelid=dmf15kwmj1&wmediaid=3uq4q5g7u8)*!* --- [AI](https://www.gotomarketalliance.com/analysis-of-go-to-market-for-top-ai-first-products/) is an undeniable force shaping the business landscape. Leaders across industries are having more conversations about what the future of AI means for their organizations. With [new AI tools](https://www.gotomarketalliance.com/the-future-of-gtm-using-predictive-and-generative-ai-to-accelerate-your-go-to-market-strategy/) emerging all the time, we're spoiled for choice and have the opportunity to learn how to effectively implement these tools to facilitate, automate, and improve existing processes. What once took hours can now take minutes. However, more importantly, the team leaders guiding these AI-driven changes can create a meaningful and lasting impact on the overall business strategy. In this evolving landscape, where does [go-to-market](https://www.gotomarketalliance.com/the-go-to-market-hub/) (GTM) fit? What can [leadership](https://www.gotomarketalliance.com/gtma-contributor-case-study-with-anne-hunter/) do to ensure teams adapt to changes in healthy, meaningful ways? As a marketing leader with over 10 years of experience in B2B marketing, I'm here to help answer these questions and more. [The AI for Go-to-Market PlaybookThrough discussions with industry leaders and what they think automated tools will bring to the GTM space, we’ve created a comprehensive guide to help future GTMs embrace change and discover new ways of engaging with AI.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/11/GTM_AI_Playbook_Meta_--1-.png)](https://www.gotomarketalliance.com/the-ai-for-go-to-market-playbook) ## The qualities of a great GTM leader GTM needs strong leadership. It's a core part of any business – if you don’t succeed in GTM, you can’t succeed as a business. GTM leadership roles involve owning the team and strategy, which can only thrive with effective leadership. Great GTM leaders have to be able to see the big picture, inspire teams, and ensure value is delivered to customers. You also need a combination of hard (technical) skills and soft (human) skills. Essential hard skills include: - [Knowing your customers](https://www.gotomarketalliance.com/win-against-competitors-by-knowing-your-customers/) - Understanding which channels work for your business - Familiarity with your [partner ecosystem](https://www.gotomarketalliance.com/ecosystem-go-to-market-vs-partnership-go-to-market/) and products !["GTM needs strong leadership. It's a core part of any business – if you don’t succeed in GTM, you can’t succeed as a business." – Ken Roden, Director of Product Marketing at Infor](https://lh7-us.googleusercontent.com/docsz/AD_4nXfuVT2bHl2JoODMnvOPg0IYRaDeFoTU_xzhNYfruzNLlOT5DVqynReQtb1s2Ibk55x7fQ3lnj8cCj9V2oAZSx6_EImPuUs1hLf2WHdG2BzOLxr_BYkfl-R0SRyDGmjcIy6kw1jaqP5aUcJlWdEE_w?key=YXKqeUnO5ZcHymSMjTOTZw) However, as tech evolves and AI takes over more GTM processes, leaders will need to invest more in their soft skills. In fact, these soft skills are now referred to as “durable skills” due to their lasting value. Here are a couple of key ones to keep in mind: - Strong communication - Effective change management and [stakeholder management](https://www.gotomarketalliance.com/the-power-of-stakeholder-management-a-key-to-successful-product-marketing/) (especially in large organizations) - Empathy Employees are looking for leaders who not only 'talk the talk' and 'walk the walk' but also understand what's happening in the market and demonstrate empathy for their teams' day-to-day experiences. While hard skills are important for doing the job, soft skills are what make a good leader. People will remember the soft skills and how a leader builds trust and inspires people to follow them. Learning the technical aspects is important, but to truly lead, you have to master the human skills. ## The leadership skills gap Today, there’s a disconnect between GTM leaders and their employees. 😟 In 2022, Gartner found that [****71%**](https://www.gartner.com/en/newsroom/press-releases/06-23-22-gartner-hr-research-identifies-human-leadership-as-the-next-evolution-of-leadership) of employees don't think their leaders have the right “human skills” – empathy, self-awareness, adaptability, and change management – to do their jobs effectively. For GTM leaders, these human and leadership skills are core to the role. If your employees don't think you have these skills, there's a gap in your ability to lead the organization and connect with employees. As GTM leaders, we need to focus more on how we show up and what skills we lean into to connect with our employees authentically. ## The importance of care and authenticity in leadership One skill that has differentiated me as a leader is that I genuinely care. Early in my career, someone I considered a mentor told me I didn't have the "knack for business" because I cared too much and couldn't separate my feelings from my work. However, I've since managed over 100 people directly, and our success stemmed from the fact that I care. There's nothing wrong with caring deeply about your work and your team. !["There's nothing wrong with caring deeply about your work and your team. Early in my career, someone I considered a mentor told me that I didn't have the "knack for business" because I cared too much and couldn't separate my feelings from my work. I've since managed over 100 people directly, and our success stemmed from the fact that I care. " Ken Roden, Director of Product Marketing at Infor](https://lh7-us.googleusercontent.com/docsz/AD_4nXeeXLRL2zbL1qoTseVuOCDavmxNYgLg_1eh0o2KbGBJ75rgo3bj3dXP0z_TUCTITpGsoSgjcvsoCUv2cTL7WF1xcnH6MfUwVvQQgNMC8IvO5VuZ7tRgWULk9oIOS1rbqzLSTbc78EpQ6mz5S_uaAw?key=YXKqeUnO5ZcHymSMjTOTZw) When I’m excited or distressed, I try to manage it appropriately for my team’s sake, but they don’t know what’s going on. They can feel that I care about the work we do and about them as individuals. My authenticity is part of that—they know they'll always get the real me, not a facade. Employees don't want to be misled or presented with only the best-case scenarios. They want the real deal, to know what's happening because they feel connected to their work. It’s important for them to feel that connection. Care and authenticity are crucial. ## Finding the right culture fit As a leader, you also need to pay attention to company culture. Culture fit is incredibly important, but we must have guardrails to eliminate bias and promote inclusive hiring practices. This goes beyond just hiring the types of people who fit your idea of what someone in a particular role is like, as that can lead to biased decisions. When done right, aligning on culture can create high-performing teams. 🙌 Culture is about attitudes – like a can-do spirit, honesty about what’s going on, and optimism about what's possible. Too often, I've seen senior leaders join a company and try to blow everything up. They’ll try to justify it by saying, “Well, I’m trying to make this change, and I’m very qualified to do so.” But the existing culture—whatever that looks like—needs to be respected and joined, not disrupted. ## Listening to the market and employees When we consider how vital GTM is to an organization's success, a key question arises: Should GTM as a whole inform leadership, or should it be the other way around? The answer lies in listening more to our employees and the market. 👀 Here's another eye-opening statistic: [****75%**](https://www.forbes.com/sites/forbescommunicationscouncil/2024/04/26/the-new-buyers-journey-how-to-win-over-informed-b2b-customers/#:~:text=The%20Empowered%20Buyer&text=Gone%20are%20the%20days%20of,a%20rep%2Dfree%20sales%20experience.) of B2B buyers prefer a rep-free sales experience. This figure might lead you to question whether you need as many sellers in your GTM strategy. However, the full picture is more nuanced. While buyers initially signal a preference for a digital-only experience, after shopping without a seller, they're [significantly more likely to experience buyer's remorse](https://www.gartner.com/en/newsroom/press-releases/2022-06-22-gartner-sales-survey-finbds-b2b-buyers-prefer-ordering-paying-through--digital-commerce). In other words, there’s a huge disconnect – buyers say they don't want sellers, but then they regret buying products through self-service. And we're seeing a major shift in how people make buying decisions. [From B2B to B2H: Building customer connectionOne of the biggest challenges facing companies today is standing out from the competition. Often, businesses forget they’re selling to actual humans when they look at marketing purely from a B2B lens. In this article, we’ll discuss one of the latest marketing approaches: B2H.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceCharley Gale![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/01/jackson-david-cIcBInoyb7U-unsplash--1-.jpg)](https://www.gotomarketalliance.com/from-b2b-to-b2h-building-customer-connection/) Peer reviews used to be all the rage, but they’re becoming less and less influential. Instead, people need to know the person making the recommendation. Plus, they want clear business impact and ROI information before they make a purchasing decision. All this means we need [a more human-led approach](https://www.gotomarketalliance.com/from-b2b-to-b2h-building-customer-connection/) to GTM. So, how do GTM leaders incorporate this insight into their strategy? It’s tricky, to say the least! !["Peer reviews used to be all the rage, but they’re becoming less and less influential. Instead, people need to know the person making the recommendation. Plus, they want clear business impact and ROI information before they make a purchasing decision. All this means we need a more human-led approach to GTM." – Ken Roden, Director of Product Marketing at Infor](https://lh7-us.googleusercontent.com/docsz/AD_4nXfvt59LuFi-WYcDROwn7BAfAafUhJP3zsFj5w99cNsPZQAcClqqm1N7lGDxkqyeN41E4X1xpe6Cl3CvvaER3D3w6T9pU9J8FMDA0JDLRrDdto4pVQ5SE554iI8K8Nc5f5LzCjWI2jdJuQGjd-Aq6Q?key=YXKqeUnO5ZcHymSMjTOTZw) To address all these changes, GTM leaders need to listen to the market and their employees. This means being in the field, talking to customers, and examining the data presented to us. The way forward can’t be dictated by leadership alone, nor by GTM teams. It's a two-way street, where GTM leaders listen to and incorporate insights from the market and their employees to shape an effective GTM strategy. ## Blending AI and human elements in GTM Humans are inherently inconsistent and emotional beings, so it's not surprising that our buying behaviors for software reflect those traits. While B2B buyers can certainly be very pragmatic, they often have an emotional need to solve their own problems – especially senior-level buyers who tend to be more solution-oriented. As AI tools grow ever more powerful, we can expect to see buyers turning to large language models (like ChatGPT or Claude) to find the best solutions, vendors, and ROI case studies for their needs. That means that we, as go-to-market leaders, need to ensure our solutions are well-represented within these AI tools. !["As AI tools grow ever more powerful, we can expect to see buyers turning to ChatGPT to find the best solutions, vendors, and ROI case studies for their needs. That means that we, as go-to-market leaders, need to ensure our solutions are well-represented within these AI tools." – Ken Roden Director of Product Marketing at Infor](https://lh7-us.googleusercontent.com/docsz/AD_4nXe_93dcmWQiPJFLYfB4x-4F5c8n9vi1rnfKWM7eQpNP7AJASk5XlQcuz5Xq-7Om3vtHGKQcN5aDtaPz8a8r3r0WR6Y5UswXpckpudTUhK61anqQ3xmOfd88Lw2JbKLLHuRl2w47QfNTbw4rjIYb?key=YXKqeUnO5ZcHymSMjTOTZw) However, the human element will still play a crucial role. Buyers will likely seek out genuine insights and stats from peers they trust, rather than relying solely on potentially incentivized reviews. [Research from Edelman](https://www.edelman.com/expertise/Business-Marketing/2024-b2b-thought-leadership-report) has also found that thought leadership from reputable sources is a powerful tool for helping B2B buyers select software or reconsider existing solutions. That’s interesting because it shows that, while we’re seeing more and more content being mass-produced by AI, there’s still a demand for high-quality, educational [content](https://www.gotomarketalliance.com/content-led-go-to-market-a-case-study-with-gaston-tourn/) that can inform buying decisions. > We're seeing a shift in buying behaviors and patterns, but the overall buying process remains inherently human. ## Key takeaways To wrap up, great go-to-market leadership in the age of AI requires a blend of hard skills, soft skills, market awareness, and the willingness to embrace change. It's all about striking the right balance between human elements and AI-driven efficiencies. Here are the some key things to remember: 💡 **Balance hard and soft skills:** Effective GTM leaders must see the big picture, inspire their teams, and ensure customers get real value. Hard skills like product knowledge are table stakes, but mastering “durable” soft skills like communication, empathy, and change management is crucial. 👉👈 **Bridge the leadership gap:** There's a major leadership skills gap – most employees don't think their GTM leaders have the human skills needed to lead effectively. Leaders need to focus on authentically connecting with their teams. ❤️ **Lead with authenticity:** Caring about your work and your people, and showing that care through authenticity, is a critical leadership skill. Employees want the real deal, not some sanitized version of you. 👂 **Pay attention to the market and your employees:** Buyer preferences are shifting rapidly, so you need to gather customer insights and incorporate employee feedback to shape an effective GTM approach. 🤖 **Blend AI and human touches:** AI tools like ChatGPT will play a big role, but human elements like trusted peer recommendations and thought leadership remain vital for B2B purchasing decisions. Blend AI and human touches for maximum impact. 🧭 **Get culture fit right:** Getting the culture fit right for your teams is essential. Focus on aligned attitudes and mindsets over narrow role definitions. I'll be back soon to dive deeper into how AI is transforming the go-to-market landscape and what it means for marketing leaders, so stay tuned! Can’t wait? Check out part two of my interview on GTM-FM [here](https://alliance.ghost.io/podcast/gtma-gtm-fm/?wchannelid=dmf15kwmj1&wmediaid=rho84lkqoq). ### How to get buy-in for your messaging and positioning strategy [Video] URL: https://www.gotomarketalliance.com/buy-in-for-messaging-and-positioning-strategy-video/ Last updated: 2024-11-01T10:45:45.000Z ### More from us... [Craft your brand identity with messaging and positioning \[Video\]Crafting a brand identity is about clarity, creativity, and strategy. This video explores how positioning and messaging can captivate your audience. Watch now.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/11/craft-your-brand-identity-with-messaging-and-positioning.png)](https://www.gotomarketalliance.com/craft-your-brand-identity-video/) [3 benefits of outcome-driven roadmaps \[Video\]Discover three key benefits of an outcome-driven roadmap in your go-to-market strategy. Watch the video.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/11/3--benefits-of-outcome-driven-roadmaps.png)](https://www.gotomarketalliance.com/3-benefits-of-outcome-driven-roadmaps-video/) [The future of go-to-market and AI \[Video\]How can you use AI to take your GTM strategy to the next level? Two experts discuss AI’s role in better serving your customers. Watch now.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/11/The-future-of--GTM-and-AI.png)](https://www.gotomarketalliance.com/future-of-go-to-market-and-ai-video/) ### Craft your brand identity with messaging and positioning [Video] URL: https://www.gotomarketalliance.com/craft-your-brand-identity-video/ Last updated: 2024-11-01T09:51:47.000Z ### More from us... [3 benefits of outcome-driven roadmaps \[Video\]Discover three key benefits of an outcome-driven roadmap in your go-to-market strategy. Watch the video.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/11/3--benefits-of-outcome-driven-roadmaps.png)](https://www.gotomarketalliance.com/3-benefits-of-outcome-driven-roadmaps-video/) [Get buy-in for a messaging and positioning strategy \[Video\]Looking to validate your positioning and messaging to gain executive buy-in? We’ll guide you through gathering the crucial research and data. Watch now.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceRebecca Stewart![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/11/Get-buy-in-for-your-messaging-and-positioning-strategy.png)](https://www.gotomarketalliance.com/buy-in-for-messaging-and-positioning-strategy-video/) ### Ideal customers, ideal messaging: Getting started with ICPs URL: https://www.gotomarketalliance.com/ideal-customers-ideal-messaging-getting-started-with-icps/ Last updated: 2024-06-07T14:30:48.000Z *This article is based on a presentation given by* [*Sandeep John*](https://www.gotomarketalliance.com/gtma-event-case-study/) *at #GTM24 Online. Catch up on* [*this presentation*](https://www.gotomarketalliance.com/gtm24-online-ondemand/?wchannelid=ttykibk2hp&wmediaid=y6e96canub)*, and others, with* [*GTM OnDemand*](https://www.gotomarketalliance.com/gtm-ondemand/)*. For more exclusive content, visit your* [*GTM Blueprint dashboard*](https://www.gotomarketalliance.com/gtm-blueprint-dashboard/)*.* --- Your [ideal customer profile (ICP)](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/) should be at the heart of everything your business does. However, companies get it wrong all the time – often because [internal teams](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/) are misaligned on who the ICP actually is. Today – drawing from my experience of working with ICPs of all shapes and sizes at DataTracks, FreshWorks, and Prismforce – I’ll walk you through how to get it right. Here's a taste of what I'll cover: 1. Why you really need to nail down your ICP 2. How to build a great ICP 3. How to map your messaging to your ICP 4. Examples of effective ICP messaging Let’s get into it. ## Why you need an ICP An interesting stat: [**74%**](https://instapage.com/blog/personalization-statistics) of customers feel frustrated when [content](https://www.gotomarketalliance.com/content-led-go-to-market-a-case-study-with-gaston-tourn/) feels irrelevant. [![74% of customers feel frustrated when content is not relevant.](https://lh7-us.googleusercontent.com/docsz/AD_4nXfs-V63yHg-athCKsIzIMk5fu8Od7sl_D3GPIkg1mhBr3dwSoxmAT_zEWb4cWjkpsliQWGclTGiumH4ZRR4fBri1ctnTF0USR-fmESVHj_Y9NkXh5Se0t3wYZgdfVOgQ0abYulC5BI1aByO7a3j38oeAVo?key=JZ8AFFSreDnG8rmpqnxK_g)](https://www.gotomarketalliance.com/ideal-customers-ideal-messaging-getting-started-with-icps) That means we need to push for personalized experiences across the board – from [customer support](https://www.customersuccesscollective.com/the-complete-guide-to-how-customer-support-customer-success-and-product-development-work-together/) to marketing and sales. If you're not speaking your customers' language about their pains and benefits, you'll lose them right off the bat. That's why truly understanding your ICP is so crucial. It’s also why we need [tighter alignment](https://www.gotomarketalliance.com/how-to-achieve-better-alignment-between-product-marketing-and-sales/) between product, marketing, and sales teams. Each of these groups can benefit from a clearly defined ICP in its own way. For product teams, the rewards for getting the ICP right are obvious – they can build products and features based on what customers actually want, not just what the competition is doing. For marketing teams, nailing the ICP translates to [spot-on messaging](https://www.gotomarketalliance.com/top-10-messaging-examples-and-what-we-can-learn-from-them/) and content. You don't want to burn marketing dollars on generic messaging that doesn't land with your potential customers. Similarly, a watertight ICP will help sales teams to [nail their pitch](https://www.salesenablementcollective.com/how-to-make-virtual-sales-pitches-as-effective-as-face-to-face/). You can't just walk into sales conversations with generic chat – you need to appeal to prospects’ [pain points](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/) and desires. We've all made these mistakes before - going into marketing or sales conversations thinking we know the ICP, only to waste tremendous time, effort, energy, and money on the wrong targets. Getting laser-focused on our true ICP from the start is paramount across product, marketing, and sales. Otherwise, we're just throwing darts in the dark. ## Why you need to tailor your messaging to your ICP Let's look at some well-known companies' early messaging – not their current positioning, but rewind to when they were just starting out. Think Salesforce, Slack, HubSpot. We all know what these companies do now, but how well did their initial messaging resonate? [![Three examples of generic messaging. Salesforce: "Access your CRM anywhere with our cloud platform". Slack: "Helps eliminate email culture". Hubspot: "Attract more visitors with inbound marketing".](https://lh7-us.googleusercontent.com/docsz/AD_4nXdgB83gLjLCSq2pIyoZjfwEJ6kaVt_ZCafzRL3RvTx2V3Xn8lj_8F1MJ51-mHlsV_D3Tj4slHiet0lUQOXKJQct7FHmU2KC8uH06w2_3T1g5xelufh60z1HBeVtv6Z1oAAIAlRsj7z8OxCl1FXkwr0DYq_R?key=JZ8AFFSreDnG8rmpqnxK_g)](https://www.gotomarketalliance.com/ideal-customers-ideal-messaging-getting-started-with-icps) Salesforce's old messaging was “Access your CRM anywhere with our cloud platform.” The cloud angle made sense back then as companies moved off legacy systems, but is that punchy enough today? Slack’s initial messaging was “Slack helps eliminate email culture.” That’s true, but does it truly capture the immense value that Slack offers teams? [HubSpot](https://www.gotomarketalliance.com/how-to-master-narrative-design-q-a-with-hubspot/) started as an inbound marketing tool, so their line was “Attract more visitors with inbound marketing.” Sure, but is that the core value they provide now? Here's my take: for a sales team, Salesforce's mobile cloud access is nice, but the true benefits are closing deals faster and getting full visibility into what to do next. They're missing that practical sales performance angle. Similarly, Slack is hugely powerful for collaboration, but that “no more [email](https://www.gotomarketalliance.com/email-that-captivates-and-converts/)” messaging fails to capture all the richness of how it transforms teamwork. And for marketing these days, it's not just about top-of-funnel visitors. Marketers are held accountable for real leads and pipelines, so HubSpot's visitor focus seems too narrow for the modern marketing remit. Clearly, that generic messaging worked okay at the time these platforms first appeared on the scene, but would it resonate with modern buyers? I don’t think so. So, how has these companies’ messaging evolved? [![Updated messaging. Salesforce: "We help growing businesses grow". Slack: "Made for people. Built for productivity". HubSpot: "Grow better with HubSpot."](https://lh7-us.googleusercontent.com/docsz/AD_4nXdtP76oDJ6ZSwYsviJcuYfftohA6cONPRlX99huOCXIggFVJSWxy7ElhPXhfdPyJm2hpnVm9zYYa_s_QI-46ClyIIAaVKVYxfxyy0U92atKPOg2n4WhveOdG0xwfkfzFcDgvE_05ALu68MJk6i1t8_jnRJq?key=JZ8AFFSreDnG8rmpqnxK_g)](https://www.gotomarketalliance.com/ideal-customers-ideal-messaging-getting-started-with-icps) Salesforce now says, “We help growing businesses grow.” This better reflects the enterprise-level businesses they’re targeting today. Slack switched to “Made for people, built for productivity.” This makes sense given their broad customer base—they’re focusing on productivity for all kinds of teams. HubSpot has a similarly broad line: “Grow better with HubSpot.” While all these messaging examples are undoubtedly better than their earlier iterations, they still feel pretty generic to me – like they could apply to almost any business. Are they really nailing who their ideal, best-fit customers are? ## The elements of a great ICP Let’s define what we actually mean when we talk about an ideal customer profile. To me, it's your best-fit potential customers. There are a few key elements to consider as you set about identifying these ideal customers for your business: _This post is for paying subscribers only._ ### 3 benefits of outcome-driven roadmaps [Video] URL: https://www.gotomarketalliance.com/3-benefits-of-outcome-driven-roadmaps-video/ Last updated: 2024-11-01T09:27:28.000Z ### More from us... [Why you need an outcome driven product roadmapa product roadmap can be so much more than a timeline. It can be an agile and strategic tool to help you not only keep up with a rapidly changing market, but to have the adaptability you need to get ahead of competitors.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/05/GTM_Framework_Post-Launch_8.jpg)](https://www.gotomarketalliance.com/why-you-need-an-outcome-driven-product-roadmap/) [How to build an outcome-driven product roadmap for GTM \[Video\]Building an outcome-driven roadmap means you can more effectively get to market. In this video, we explore how this tool can keep you on track.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/05/GTM_Content-Hub-Go-to-Market-Simplified_Youtube_Thumbnail_Template_--12---1-.png)](https://www.gotomarketalliance.com/how-to-build-an-outcome-driven-product-roadmap-video/) ### What is revenue enablement? URL: https://www.gotomarketalliance.com/what-is-revenue-enablement/ Last updated: 2024-06-05T14:42:32.000Z Revenue enablement is a strategic function in an organization dedicated to supporting and enabling revenue-generating teams to perform efficiently and effectively. What began as [sales enablement](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) \- a function dedicated to ensuring sales teams were equipped to succeed, meet their quotas, and generate more sales - has **evolved** **into expanded forms**. > *Seeing the benefits of having a sales enablement team reflected in sales teams’ results, organizations began to expand sales enablement’s remit to include all revenue-generating, customer-facing teams.* It’s already best practice to align sales teams, marketing teams, and [customer success](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/) teams, so expanding enablement to *support these interlinked teams* just makes sense. With that said, in this article we’ll take a deeper look at: - What is revenue enablement - What teams are supported by revenue enablement - What is a revenue enablement strategy - What is go-to-market (GTM) enablement If you’ve ever had any questions about revenue enablement’s definition, they’re about to be answered. ## What is revenue enablement? As described by [Gartner](https://www.gartner.com/en/articles/what-shifting-to-revenue-enablement-can-do-for-your-organization), revenue enablement “*expands sales enablement’s purview from sales-only to supporting all revenue-generating channels and customer-facing, revenue-generating roles*”. Sales enablement is effective in improving sales processes and driving revenue among sales reps within organizations through the provision of training, coaching, content, and technology to sales team members. **But the sales team is not the only part of the organization that contributes to generating revenue**. Any team with a customer-facing role is ultimately involved in helping companies reach their revenue goals. A potential customer’s buying journey won’t always start with an interaction with your sales rep. Nowadays, it’s much more likely that they’ve conducted their own research and found collateral created by your marketing team, for example. Similarly, there are more stages of the customer journey *after* your sales rep completes a sale. This new customer will have to interact with your customer success team in order to be onboarded and supported as a user of your product or service. 💡 **With a sales enablement setup, only the sales teams receive tailored support to help them achieve their goals. However, revenue enablement focuses on the entire customer journey and supporting anyone in your organization who focuses on that customer journey.* In short, **revenue enablement should be defined as a strategic function** which empowers and supports the entire customer-facing, revenue-driving part of the organization, including but not limited to sales, marketing, and customer success. ## What teams are supported by revenue enablement? To understand what teams are supported by revenue enablement functions, it’s important to remember the customer buying journey. The key part to wrap your head around is that closing a deal and keeping a customer happy all the way to a renewal/second purchase involves more than the sales team. ### Marketing 🗞️ Marketing teams are customer-facing and therefore supported by the revenue enablement team’s efforts.Revenue enablement will be involved in supporting these teams on ensuring the messaging used by marketing is echoed by and consistent across the buyer funnel, in addition to providing training and support in specific areas of weakness. ### Sales 💰 When it comes to supporting and empowering sales teams, revenue enablement functions largely in the same way as sales enablement - the sales teams receive training, coaching, content, and tech stack support from revenue enablement. Additionally, the sales team receives benefits from the fact that revenue enablement is aligned with the rest of the customer-facing side of the business, helping to ensure prospects and customers have a seamless experience as they progress through the funnel. ### Customer Success 🤝 Just because your sales team closed a deal doesn’t mean the job is done! That’s where customer success comes in, supporting newly converted prospects across the customer’s lifetime. The goal of your product or service is to eliminate [customer pain points](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/), but that’s much harder without the consistent support a customer success team offers. Revenue enablement can empower the customer success teams in the same way as it does for other departments, leading to increased revenue from recurring sales and [upsell opportunities](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/), as well as the opportunity to create long-lasting customer loyalty which results in case studies and testimonials. ## What is a revenue enablement strategy? Revenue enablement is about [breaking down silos between sales, marketing, customer success](https://www.revenueoperationsalliance.com/importance-of-reducing-silos-in-your-organizations-kristina-diederich-2/), and any other revenue-related functions, so that an organization can have a unified approach focused on driving revenue growth. It involves **equipping teams with the right knowledge, tools, and resources** to engage customers, close deals, and contribute to the revenue success. For this reason, a revenue enablement strategy looks much like a sales enablement strategy - but with a larger scope. Items to consider when building your revenue enablement strategy include: ### **Assess the landscape** Understand your revenue teams' current situation. Are they aligned? What needs addressing most urgently? Involve stakeholders like RevOps in this process to get a holistic view. ### **Be customer-centric** As we mentioned above, revenue enablement has the big advantage of covering a much larger portion of the customer’s buying journey. That means your strategies need to keep the customer front and center, uniting revenue-generating functions in how they support prospects and customers. ### **Enable and empower** Focus your energy on empowering not just the sales team but also marketing and customer success. Consider what team members in each function need in terms of tech stack, content, and training. ### **Measurement and reporting** There are dozens of metrics you could track to determine “success,” especially when dealing with multiple functions. It’s important to define what you'll use *before* starting any projects - as you’re planning, ask yourself what success will look like for that specific project or strategy. ### **Collaboration and alignment** As a role that oversees and supports multiple key functions, it’s critical that any revenue enablement strategy you implement has alignment between sales, marketing, and customer success at its core. Any project you implement with the marketing team should ideally be aligned with your sales team’s projects in regards to messaging, etc. ### Consider your organization's maturity Sometimes it can be easier to start your enablement journey as *sales* enablement, then evolve into revenue enablement as the organization's needs evolve and grow. You’ll often find more mature enablement functions dropping the “sales” label and going by revenue enablement, compared to smaller, less mature teams. While there’s so much more depth to the revenue enablement function, focusing on these key pillars will ensure your team is heading in the right direction to support and enable these teams. [Sales-led Go-to-Market, a case study with Jarod GreeneYour GTM motion is what drives your strategy, it’s the force behind your customer, revenue and business growth. In this article, we explore the how-tos of a sales-led Go-to-Market strategy, including when to use one, how to use one and what it looks like in practice.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/05/salesledgotomarket.jpg)](https://www.gotomarketalliance.com/sales-led-go-to-market-a-case-study-with-jarod-greene/) ## What is go-to-market (GTM) enablement? The origins of [go-to-market](https://www.gotomarketalliance.com/the-go-to-market-hub/) enablement lie much in the same place as with revenue enablement. > *Like when sales enablement evolved into revenue enablement because the benefits for the sales team needed to be shared across customer-facing teams, why stop with there?* Organizations that employ go-to-market (GTM) enablement extend that level of support to any department involved in the GTM process of launching a new product or service, including product and often engineering teams—in addition to the teams covered by revenue enablement. ### The top challenges in Go-to-Market URL: https://www.gotomarketalliance.com/top-challenges-in-go-to-market/ Last updated: 2024-06-05T17:19:34.000Z There are plenty of opportunities for your [go-to-market strategy](https://www.gotomarketalliance.com/the-go-to-market-hub/) to go wrong. That’s because go-to-market planning relies on many different teams and stakeholders working in alignment. However, [every team that contributes to GTM](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/) faces its own struggles. If you’re thinking, ‘well, sure - makes sense. But, what exactly are the top challenges in developing a go-to-market strategy?’ If we’re going to address that question properly, then there’s lots to consider. In this article, we’ll look at the following to help you find solutions to any potential launch roadblocks: - Why having a definable GTM strategy is important, - How to get the resources you need for a [successful launch](https://www.gotomarketalliance.com/guide-to-successful-product-launches-through-collaboration-and-positioning/), - How to best handle any post-launch activities, and - [How to work cross-functionally](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/). We’ll also include insights from individuals who have seen these struggles firsthand and what they believe would improve the go-to-market process. So, with that out of the way, how about we jump right in? ## **Understanding the value of a definable go-to-market strategy** As much as it’d be great to just come up with a product idea, dive in, and get it all done in a jiff - that’s not how go-to-market works. Without a clear, repeatable, and adaptable strategy or process, you’re essentially starting from scratch every time you launch. This means you’ll have no way of knowing what’s worked and what hasn’t in the past. Worse than this, you'll waste a lot of time and resources if you have to start over with each launch cycle. So, what do product marketers want from their go-to-market strategy? > “More formalization of process. This is a new thing for us, so we are working up the learning curve.” **Dennis Duckworth, Director of Product Marketing at Coming Soon** > “Think of go-to-market as a solution or industry. Individual product launches will not maintain exponential company growth nor [position confidently in competitive markets](https://www.gotomarketalliance.com/competitive-positioning-and-what-its-and-why-its-important/).” **Jamie Claeys, Director of Broker Segment Strategy at DAT Freight & Analytics** > “I’d close the loop and ensure that once activities are completed, the team is informed of how it went/whether we should do it again.” **Amanda Chagoya, Senior Product Marketing Manager at Polygence** > “A more reliable [product roadmap](https://www.gotomarketalliance.com/why-you-need-an-outcome-driven-product-roadmap/) so that GTM planning can be done more thoroughly.” **Aimen Chouchane, Head of Content at Uptick** Some important points have been brought up here, so let’s dive deeper into what this all means. As we’ve seen, you need a defined, repeatable process to progress and [measure your success](https://www.gotomarketalliance.com/how-to-measure-the-success-of-your-product-launch/). As our respondents suggested above, launches need a strategized process in place; otherwise, they won’t contribute to company growth. This is a big oversight because launches that support brand [storytelling](https://www.gotomarketalliance.com/podcast/storytelling-for-go-to-market-strategy-with-elliott-rayner/) and a succinct product narrative that adds value to the customer journey can be one of your leading sources of growth *and* revenue. ## **Getting the resources you need for a successful launch** In our [2023 State of Go-to-Market Report](https://www.gotomarketalliance.com/the-state-of-go-to-market-report/), we asked our respondents to share whether or not they had a GTM process in place or felt GTM received the right attention and investment at their company. 🫣 ****59%** of respondents said their company underinvests in both time and resources. Now, that’s quite a large number of respondents claiming GTM isn’t a priority when it comes to budgeting. But why exactly are companies underinvesting? Well, some of our contributors said the following regarding GTM resources for product launches: > “Small launches are harder to communicate because we don’t devote any PMM resources to help illustrate the value…I’d like to see a bit more resources devoted to launching.” **Steve Bozic, Senior Launch Readiness Manager at Seismic** > “At the enterprise level, it may seem like GTM resources abound…But aligning auxiliary resources on timing, budget, and core messaging can be tricky when there are so many different initiatives in flight.” **Lauren Moon, Co-founder at Trestle Marketing** > **"**Fewer people are aware of smaller launches, so we’re provided with fewer resources.” **Alyssa Lieberman, Senior Product Marketing Manager at ShootProof** As you can see, most express a need for more resources to support their go-to-market strategies. And we’ve already seen it’s not uncommon for go-to-market to lack sufficient investment, especially regarding budget and resources for launches. This is partly because launches can be expensive, and senior leadership doesn’t always see the link between GTM and revenue. However, product launches are one of your best tools for bringing in new customers and growing your company. ## **Supporting the customer journey** The customer journey is one of the most important aspects of go-to-market. It turns your leads into wins and your products into successes. Unfortunately, the customer journey can be a bit of an elusive creature: “From experience, I think that in B2C businesses, measurements are extremely easy to set and you generate immediate learnings on setting up targets and see what the outcome is…On the other hand, in B2B (e.g. when you’re organizing events) and want to measure revenue or direct product adoption metrics or scale these to different markets, that can be very tricky.” **Bettina Jakobsen, Senior Marketing Lead at Google** However, prioritizing customers should be a must in GTM: “For effective GTM, my number one tip is to understand your customer’s pain points so well it feels like you’re having those same frustrations \[as well\]. It’s the perfect way to ensure you’re crafting the right messaging.” **Lauren Moon, Co-founder at Trestle Marketing** If you’re thinking why that’s the case, most revenue comes from your existing customer base. [Your guide to customer activationUnderstanding the value of your customer lifecycle is crucial to getting your go-to-market strategy right. As with most things inherent to GTM, your customers’ journeys will look different case by case. Read on to learn about customer activation, best practices, and mistakes to avoid.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/05/GTM_Framework_Launch_5.jpg)](https://www.gotomarketalliance.com/guide-to-customer-activation/) However, the launches that benefit existing customers the most aren't fully resourced because they make less of a splash and don’t have the same obvious link to growth. But it’s really important to value your smaller launches and take them seriously, even if they feel less important to stakeholders. Many companies are still establishing their go-to-market strategies and post-launch metrics. Developing a [customer feedback](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) loop and focusing on customer data will enable product marketers to add value to the user journey through targeted and better-defined post-launch strategies. Enabling product marketers to spend more time on the customer journey and take the data they derive from it *back* to product and engineering will only serve to better your company’s growth. ## **Working cross-functionally** Cross-functional working is hard but crucial to a successful go-to-market strategy. For our product marketers, problems range from not having cross-functional teams invested in smaller launches to struggling to keep everyone aligned on larger products. > “More transparency is needed on product readiness.” **Michele Bové, Product Marketing Manager at Coursera** > “For large launches, I’ve got the buy-in from everyone. Everybody’s \[excitement\] is reflected in how the CSMs and Sales Reps communicate the release to the users. More budget is allocated and more marketing campaigns are executed. Additionally, there are also more resources created. On the other hand, with small launches, not many people are interested in equipping themselves with the nuts and bolts of the feature.” **Pavithra Sudhakar, Product Marketing Manager at Rocket.Chat** > “For large launches, more groups need to be involved. This complicates the process. Small launches are easier as there aren’t as many people to factor into the process.”**Jamie Claeys, Director of Broker Segment Strategy at DAT Freight & Analytics** For go-to-market to work, every team and stakeholder needs to be on the same page. This means understanding the product, having a clear timeline, and having unified messaging and communications. Cross-functional alignment is essential, but with so many people involved, it has to come from senior leadership. ## Want to connect with other GTM pros? If anything you find has worked for you and your teams while developing your go-to-market strategy, why not share it with our [Slack community](https://www.gotomarketalliance.com/join-the-gtm-slack-community/)? This is a great opportunity to meet, connect, and chat with GTM pros worldwide. Or, if you're aiming to upskill, our [Insider Membership](https://www.gotomarketalliance.com/insider-membership-plan/) or [GTM Blueprint](https://www.gotomarketalliance.com/go-to-market-blueprint/) can offer you the skills and learnings necessary to really up your GTM game. And if you want to [contribute to our community](https://www.gotomarketalliance.com/create-and-contribute/), get in touch with anyone from [our lovely team](https://www.gotomarketalliance.com/meet-the-team/)! We'd love to hear from you. ### GTMA Event Case Study with Samantha Rideout URL: https://www.gotomarketalliance.com/gtma-case-study-with-samantha-rideout/ Last updated: 2024-06-19T11:58:55.000Z In the pursuit of bringing our community the best and only the best, we host virtual and in-person events that attract some of the top go-to-market industry voices and leaders. At these events, members and attendees can participate in hyper-relevant discussions and learn from our event speakers, who share key learnings from their own work. Whether you're looking to understand [how to better work cross-functionally](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) or discover new [GTM tools](https://www.gotomarketalliance.com/the-go-to-market-tools-of-choice/) to use right away, our events leave you with actionable insights to confidently navigate any and all challenges. One event speaker, Samantha Rideout, speaks to the value she found in our Los Angeles event and why she found this opportunity enriching and exciting. Thanks, Samantha, and happy reading! ## **Can you tell us a bit about yourself and your work?** I love telling the story of influential and emerging brands. I’ve been a strategic marketing leader for 15 years across Fortune 500, Inc. 5000 fastest-growing, national media, and innovative tech brands. I’m currently the product marketing lead at a Series B health tech startup. I believe your health is your wealth, so getting to work in the health space for the past eight years has been important to me. ## **Why did you decide to join us as a speaker?** Earlier in my career, I was hyper-focused on deliverables and figuring it all out on my own. When I finally came up for air and started attending professional conferences, I realized how much easier it could be to see (and borrow) the blueprints of others in similar roles. Now, in the spirit of paying it forward, I love to share what I’ve learned along the way! ## **How’d you first hear about our community, and what attracted you to this opportunity?** I’m a superfan of The Alliance. I’ve attended three Product Marketing Summits and am active in the Product Marketing Alliance (PMA) Slack community. I couldn’t wait to get involved when I learned about the Go-to-Market Alliance. \[As to what attracted me to this opportunity, well\] cross-functional collaboration is a constant struggle for product marketers. > Bringing together a diverse group of GTM leaders has the power to break down silos between cross-functional groups. Leveraging up-to-the-minute insights and trends from a wide range of leaders has the power to redefine GTM standards and make it easier to go further together. ## **What did you enjoy the most about our LA event?** It’s all about the people! Go-to-Market Alliance attracts the most magnetic and well-versed GTM pros. #GTM24 was a cacophony of cross-pollination of ideas and strategies. The focus on the future of GTM from the people who are in the thick of it every day was incredible. I’m looking forward to more Go-to-Market Alliance events to learn more about emerging topics (AI and automation were big this year) and hot takes on core GTM subjects like product storytelling, cross-functional collaboration, and growth motions. [The AI for Go-to-Market PlaybookThrough discussions with industry leaders and what they think automated tools will bring to the GTM space, we’ve created a comprehensive guide to help future GTMs embrace change and discover new ways of engaging with AI.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/11/GTM_AI_Playbook_Meta_--1-.png)](https://www.gotomarketalliance.com/the-ai-for-go-to-market-playbook/) Whether it’s a new trend to unpack or new approaches to traditional elements of GTM work, I love the opportunity to challenge and transform my thinking. ## **And finally, what do you hope our community can learn from these events?** Remote work can sometimes lend itself to the traditional silos of the functional groups that contribute to GTM work. Listening to cross-functional leaders share their perspectives allows us to walk a mile in another department’s shoes. Understanding unique pressures and practices across teams creates more empathetic and comprehensive opportunities to work together. ## Not an ambassador but still want to [contribute to GTMA](https://www.gotomarketalliance.com/create-and-contribute/)? Well, good news - you absolutely can! We'd love to hear from you, so please reach out to [our lovely team](https://www.gotomarketalliance.com/meet-the-team/) and we can discuss next steps! Need some inspo? Take a look at some of our [articles](https://www.gotomarketalliance.com/articles/), [podcast episodes](https://alliance.ghost.io/podcasts/?filter=podcast-filter-community-gtma&ref=gotomarketalliance.com), or [videos](https://youtube.com/@go-to-marketalliance1743?si=4AHhSKU-EKxG2uYV&ref=gotomarketalliance.com). ### Going to market with your community URL: https://www.gotomarketalliance.com/going-to-market-with-your-community/ Last updated: 2024-05-24T15:41:20.000Z *This article is based on a presentation given by* [*Andrew Claremont*](https://www.linkedin.com/in/andymci/?originalSubdomain=ca) *at #GTM24 Online. Catch up on* [*this presentation*](https://www.gotomarketalliance.com/gtm24-online-ondemand/?wchannelid=ttykibk2hp&wmediaid=n6f74psch0)*, and others, with* [*GTM OnDemand*](https://www.gotomarketalliance.com/gtm-ondemand/)*. For more exclusive content, visit your* [*GTM Blueprint dashboard*](https://www.gotomarketalliance.com/gtm-blueprint-dashboard/)*.* --- Thanks for joining me today to discuss a topic that’s near and dear to my heart - [building a community](https://www.gotomarketalliance.com/community-led-go-to-market-a-case-study-with-rebecca-boucher/) around your business. As I started thinking about today’s topic, one quote really stuck out to me. It comes from the [Harvard Business Review in 1996](https://hbr.org/1996/05/the-real-value-of-on-line-communities): > “Businesses have been slow to make use of the Internet's community-building capabilities.” That was written quite a while ago. Yet, nearly 30 years later, we're still having those same conversations about leveraging community for business and [go-to-market strategies](https://www.gotomarketalliance.com/everything-you-need-to-know-about-go-to-market-strategies/). More people are discussing the implications of communities, but how do we [prove their business value](https://www.communityledgrowth.com/how-to-measure-community-success-know-your-kpis-from-your-okrs/)? That’s what we’re going to explore today. Firstly, let me introduce myself. I’m Andy Claremont, and I oversee our community and [ecosystem](https://www.gotomarketalliance.com/ecosystem-go-to-market-vs-partnership-go-to-market/) at Glide, a no-code, low-code platform for creating custom business apps without writing code. ## Defining community Now, before we go any further, let’s define what a community is. For me, communities are connected groups of people with something in common. They interact with each other, not just your brand. Communities are made up of people – real individuals – not companies. Their shared interests are the community’s focal point and reason for being. ## The rise of community-first platforms In recent years, we've seen a shift in consumer behavior, especially among [Gen Z](https://www.cmoalliance.com/getting-inside-the-minds-of-your-customers-especially-when-theyre-gen-z/), aka Zoomers. They’re gravitating to online communities. For a good chunk of their formative years, when they couldn't go to school or see friends, it was their only real social outlet. Gen Z is the most connected generation. This is a preview of where we're all headed. As more Zoomers enter the workplace and gain buying power, we can expect their community-driven behaviors to continue rising. [![Changing consumer behaviour. 24% of social media users have actively participated in an online community. A bar graph lists the top 7 benefits of online communities, with "Learn new things" at 39%, "Ideas and inspiration" at 31%, and other benefits following. 22% of Gen Z joined an online community in the past three months, and 36% actively participated, higher than other generations. Source: HubSpot.](https://lh7-us.googleusercontent.com/cTAPXxl6fDZ3zLDuYwJhsaAxLEB893XINNvgpxmY7XEzIXu1SNP9jSuczv5N-MOxpqt-Nb5H5X3SXwWw73xU8EenlnmXiapEdxCDsIZ4wR36cEYXeWKis-djjPqYP6WulRGZIgZ3bd0OAs9WmAdaSYU)](https://www.gotomarketalliance.com/going-to-market-with-your-community) Source: [Hubspot](https://blog.hubspot.com/marketing/online-communities) Alongside that, we've witnessed the rise of community-first [social platforms](https://www.communityledgrowth.com/building-thriving-social-media-communities-inspiring-examples-to-learn-from/) like Instagram, TikTok, X, and Reddit. Although Reddit has kind of a nerdy reputation, it’s worth paying attention to. In marketing circles, we’ve seen that more and more people are adding “Reddit” to their search queries because they crave peer conversations – not spammy SEO-driven blogs. People are moving away from traditional social networks for content consumption towards platforms like Discord for deeper connections – with Gen Z leading the charge. We also see this with WeChat, Messenger, and other “dark social” platforms where conversations happen in closed groups rather than in public. ## The value of community for [GTM teams](https://www.gotomarketalliance.com/the-roles-and-responsibilities-of-your-go-to-market-team/) The communities I’ve just described are largely what I like to call “communities of interest” – people coming together over shared hobbies or passions. I group these under external communities. For example, you might join the Succession subreddit if you're a fan of that show. Then, there are “communities of profession” where people connect over their job field, like the [GTM Alliance community](https://www.gotomarketalliance.com/join-the-gtm-slack-community/) for go-to-market professionals. These external communities aren't completely siloed, though – individuals can belong to multiple communities of interest and profession. In addition to these two types of communities, we have customer communities – that’s what we’re going to focus on today. [![Customer communities include more than just customers, offering value even to those without a community profile. Customers join for help or to be heard, but will need additional reasons to stay once their initial needs are met. A diagram on the right shows concentric circles labeled from outermost to innermost: Audience, Users, Customers, and VIPs.](https://lh7-us.googleusercontent.com/hSYg7HmokHJ2HbfoQwuglfwOkWTNTXbWRhmEsPVjn9cfEu_MnX9ukQ5pjqr-KZUyh-PSZ8NT_F5lemwTOx0LEGa5QV-2fQYZboTBc2SB6Iz-yT0EY4sRj1hM1WwM8ZDtbhOUz4P1xX6k_TJkIQcC050)](https://www.gotomarketalliance.com/going-to-market-with-your-community) Although we label them as “customer" communities, they include more than just customers. Within them, you'll find your VIP customers – the ones who spend the most or are top contributors, but you'll also have regular paid customers, free users taking advantage of a freemium model, and people who aren't direct customers but are users through a company account. Essentially, customer communities encompass anyone who crosses paths with the community, content, and work surrounding your customer base. These rising external communities and customer communities provide two key kinds of value for go-to-market teams: 1. **Context and insights:** You'll learn a ton just by lurking and listening to members discuss their interests, [needs](https://www.gotomarketalliance.com/what-are-customer-needs-5-steps-to-meet-them/), and their [pain points](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/). 2. **Awareness and** [**referrals**](https://www.gotomarketalliance.com/how-customer-referrals-can-drive-organizational-growth/)**:** You can share resources in your customer communities that will be valuable not just for existing customers but also for potential customers. Resources created by the community can also be great sources of inspiration for GTM assets and [sales enablement](https://www.gotomarketalliance.com/what-is-sales-enablement/) material. ## Working with external communities Now for the tactical side: how do you get value from external communities? Let me guide you through it step by step. ### Step one: Find the communities your customers are in You need to figure out which communities you should be paying attention to. So, ask your existing customers what communities they already belong to. A good rule of thumb is to go where your customers go. Reddit is another excellent resource for niche communities. You'll find subreddits for all kinds of industries and professions. As you explore different subreddits, check the sidebars and FAQs – they’re often packed with valuable information and links to off-site groups. [![Find the right communities. Talk to existing customers to find out which communities they belong to. Check Reddit for niche communities, exploring sidebars and FAQs for off-site group links. Use SparkToro and SimilarWeb to discover popular websites among specific audiences. A screenshot of the r/marketing subreddit is shown, highlighting its Discord server and links to related Reddit groups.](https://lh7-us.googleusercontent.com/B5Xf-qe6myGY2XpiWu-bepiOrXkxIb8qxOaQvl6w6Z_5mTEpgpE1waLXrRBVDloCWSO9LlBTUQxnozngP0SBqL1ySqLMjH2zgd-sv7PlsQ7-7NXgZPxcLa27w8HXpoaCKIQ1OnRC95PefzmcGHGN1Is)](https://www.gotomarketalliance.com/going-to-market-with-your-community) Another helpful tool is SparkToro. It’s an audience research platform that’s great for finding where your target customers hang out online. SimilarWeb can also surface more relevant websites once you have a few that resonate with your audience. Keep these platforms in your toolbox. _This post is for paying subscribers only._ ### All you need to know about customer acquisition URL: https://www.gotomarketalliance.com/all-you-need-to-know-about-customer-acquisition/ Last updated: 2026-01-08T11:59:17.000Z Objectives and key results (OKRs) are a pretty common talking point in the marketing field. Week in, week out, we see tons of people asking how they should, or could, measure their performance. [Customer marketing](https://www.gotomarketalliance.com/what-is-customer-marketing/) often supports and aids other business areas where they're not commonly involved. Although this role is most commonly referred to as a post-purchase position, customer marketers (especially those in B2B) need to have a basic understanding of the whole customer journey, including pre-purchase. So, if you’re new to customer acquisition and want to understand the math and strategies, stick with us until the end—this article covers it all. ## **What is customer acquisition?** At its most simple, it’s the process of acquiring new clients or customers, and whether you work for a scrappy, small-scale start-up or a huge, well-established corporation, gaining new customers is the aim of the game. It may sound as simple as its name. Still, the process of acquiring new customers is less of a side quest and more of a hero’s journey where the swashbuckling marketer returns victorious, ready to reap the rewards of everything you've learned along the way. This sounds a lot like [lead generation](https://www.gotomarketalliance.com/a-comprehensive-guide-to-demand-vs-lead-generation-in-marketing/) 😒 you're probably thinking, well, actually, there’s a difference, and that difference lies at the bottom of a funnel. ## **The customer acquisition funnel** Lead generation is the difference between the consumer who’s curious about a product or service and the consumer who’s ready to purchase. In the biz, we visualize the [customer journey](https://www.gotomarketalliance.com/your-ultimate-guide-to-improving-customer-journeys/) as a funnel (no one said we were normal) and as consumers move through the funnel to take on their final form as customers, they: - Gain awareness of your brand. - Move your product or service into the consideration pile in the filing cabinet of their brains. - And right at the bottom of the funnel, they shoot out, like tiny, thrill-seekers on a tunnel slide, arms up and ready to join the pool of happy customers you’ve already acquired. ## **Why is it important?** Customer acquisition is important as it helps businesses attract new customers, which can help maintain and grow a business. Marketing activities associated with customer acquisition, such as social media advertising, can also increase sales and brand awareness. ## **Customer acquisition strategies** So, we’ve talked a little about the customer's journey, but what about your journey as a product marketer? What do you need to do to entice customers into the funnel? We’ve got free strategies, paid strategies, inbound and outbound strategies and best of all, these methods can be used on a small scale or a much larger scale, the sky’s the limit. ### **Content marketing** Content marketing is a brilliant way to acquire new customers for all types of businesses. In a world full of false promises and dwindling consumer trust, it is a great way to share how authentic your business is. You love what you do and want to share your expertise and enthusiasm with everyone. Honestly, what is more wholesome than that? For this reason, blogging is a great option. It allows you to explore all kinds of different topics and, most importantly, engage with your audience. Whether that’s through an article they can share or bookmark for later or a question you can answer in the comments, blog posts can create an enticing, clickable call to action. If you already have a blog, you could generate more organic search traffic to your website by doing very little, seriously, the bare minimum; 😉 sounds good right? A lot of older blog content languishes at the bottom of a time-based feed, never to be read again, archived deep into the website's architecture. But what if we told you you could upcycle that content like an old chest of drawers and rebrand it as new? Older posts tend to get a lower share of internal PageRank unless they have a lot of backlinks from external web pages, they barely rank in a search engine. One quick solution is to change the date of the blog post and republish it, taking the post to the very top of the feed and giving it a significant boost, PageRank wise. If you add some extras or update any old stats or references, you can re-promote it on social media and earn even more backlinks from external websites. If you want to visualize an idea or a product demonstration for potential clients, video is the obvious route. With cheaper, higher-quality cameras more readily available, you don’t have to be Spielberg to make decent video content. Content is infinitely more important than quality. An interesting idea or creative, offbeat clip will ultimately generate more shares and engagement than a dry, corporate instruction video, no matter how much it costs to produce. ### **Social media** Social media marketing consists of two methods: organic and paid. Organic social media is most useful for boosting brand awareness, developing a company personality and sharing content you’ve published elsewhere (like from your blog or videos). When done right, social media can inspire customers to become one of your best marketing tools, sharing the company's content and recommending products or services to other users. It does have its drawbacks, though; posting organically can sometimes feel like yelling into the void, except that void is filled with 3.8 billion people who are simultaneously being yelled at by billions of other companies at the same time. This is why it’s absolutely vital you’re yelling at the right network of people - it’s that old adage of knowing your audience. If you’re targeting Millennials, you should definitely include Facebook and Twitter, if it’s Gen Z you’re after, head over to Instagram or TikTok and lip sync to some Drake while doing the toosie slide (don’t do that, we’re totally joking). Depending on your budget and audience, paid social media might be a better option for your business. It’s an easy way to get your content out there in front of an audience without having to build a following. While sponsored posts on Facebook, Twitter, or Instagram get your content out there, Facebook Lead Ads allow you to advertise on social media and gather customer’s email addresses and names. If you’re looking to compile a list of leads then this might be the method for you. ### **Search marketing** Organic search marketing, also known as search engine optimization (SEO), is available in two flavors: organic and paid. Optimizing your content makes it much easier for your target audience to find. Most people click on the first search results offered to them; after all, who has the time to scroll through pages and pages of results? By using SEO, you're creating content that appears right at the top of the search engine results page (SERP) so consumers can click on your content instantly. A lot goes into SEO, but these are a few basics to get you started. If you have the time to learn SEO strategies, stay up to date with trends, and optimize your blog posts — you’ll find your content ranking higher than ever before. On the other hand, if you have neither the time or the resources, paid search marketing (pay-per-click or PPC) is a great alternative, it’s basically advertising on a Google SERP itself. PPC allows you to create a search result and pay for it to show up with organic results, increasing your chances of being found by searchers. ### **Email marketing** Email marketing might seem a bit out of date, but it's actually still a really effective way to gain customers. It’s a great way to connect with your audience, you can promote events, offers and discounts, you could even wish customers a happy birthday and offer them a little discount for their special day. It's also a really helpful way to keep an eye on your recipient’s behavior, watch which links they click in the email, monitor which sections received the most engagement and you can learn what your subscribers are really interested in and tailor your campaign accordingly. And of course, there are a ton more options out there, too, like: - eBooks - White papers - Co-branded content - [Partnerships](https://www.gotomarketalliance.com/ecosystem-go-to-market-vs-partnership-go-to-market/) - Guest posting - Affiliate links - Answering questions on Quora/Reddit - Building custom tools/apps/quizzes. ## **Tips for a successful acquisition** Shirin Shahin, Founder, Product Marketing Leader & Consultant at Shirin Shahin and PMA Ambassador, shares her top tips for successful customer acquisition. **"My key tip in this phase is:** Engage your audience fast, learn fast and iterate fast." "There are a few critical pieces of product marketing work that needs to happen in this phase, including:" 1. "Test your messaging with your target audiences." 2. "Validate your personas." 3. "Continue your [positioning](https://www.gotomarketalliance.com/positioning-finding-a-place-for-your-product/) work!" 4. "Start to create a Customer Advisory Board." ### **Test your** [**messaging**](https://www.gotomarketalliance.com/what-is-product-messaging/) **with your target audiences** "Your key mission when you are starting to gain your first set of customers is to ensure that you communicate the right message to the right people at the right time. Ideally, you formulated your positioning and messaging during the Product Development phase. You likely did some [market research](https://www.gotomarketalliance.com/how-to-conduct-market-research-for-go-to-market/), talked to internal teams, identified what problems you are solving, and, in turn, created some customer-facing messaging." "However, until you really test this messaging out – you don’t know if it will resonate." "I recommend you categorize your messages based on goals. Without goals, how do we know if we are successful?" "Some categories of messages could be around: **"Product Usage:** Do these messages encourage someone to test out the product?" **"Increase Lead Gen:** Do these messages encourage someone to click your ads?" **"Website Engagement:** Do these messages encourage a path for your users on your website – i.e. they go beyond the homepage?" **"Sales:** Do these messages resonate in sales scripts/email communications?" "Once you establish the right categories, organize your messages in this way and test them out. Do some A/B testing. As an example, you can test by sending one message from your “lead gen” group to half of your audience and then another to the other half. See what happens." "This is crucial early on – identifying a few of your most resonating messages sets you up to develop and grow your messaging from there. Get your baseline ready to go." ### **Validate Your** [**Personas**](https://www.gotomarketalliance.com/the-role-of-customer-personas-in-a-winning-gtm-strategy/) "We talked about identifying your target personas in the first post. Identifying is one thing and then validating is a whole other thing." "Again, a persona is essentially a fictional character that resembles your target audience. As your audience starts to use your product you are going to confirm whether the personas you identified are accurate." **What could happen?** 1. "There could be new personas identified." 2. "There could be personas you envisioned as “users,” but they end up being your “buyer” 3. "You may completely even invalidate a persona – they aren’t a fit for your product. So valuable to know this!" 4. "Your personas are spot-on" "A key area of focus here is to watch WHO is using your product (user), WHO is engaging with sales messages (buyer), WHO is usually passing you to someone else (influencer), etc. Even better, gather a few of them and interview them to ask what features are resonating with them in the product, why they are engaging with your product, what messages resonated or why they may not be interested at all." "Learn as much as you can about them. This takes time but it is so crucial at this stage." ### **Continue and finish your positioning** "Positioning work should start from the product development phase, in that if you don’t know the problem you are solving, you wouldn’t even have a product. Therefore, positioning starts early and then rolls into this phase as well. And, it is never really done hence 'finish' Positioning is always a work in progress. When you launch new features, you need to update your positioning documents. When you identify new competitors, you may need to update your key differentiators." "However, in this phase, as you start to onboard customers to your product/service, it is a ripe time to complete this. Below, I have laid out the various sections of a positioning document." 1. "Key market dynamics" 2. "Target audience(s)" 3. "Pain points" 4. "Key competitors" 5. "Key differentiators" 6. "Features & benefits" 7. "Positioning statement" 8. "Sample customer-facing messages" ### **Start your first customer advisory board** "Your earliest set of users/customers (and I use these interchangeably because they may or may not be paying depending on how you launch) are unique and have very specific qualities. They are likely the most enthusiastic about your brand, they love trying new products and features, tend to be more technical and they are also typically the most vocal." "Therefore, this group is ripe to become the first set of customers in your Customer Advisory Group." "A Customer Advisory Board is a group of some of your most engaged customers, who represent your target personas and get together regularly to discuss a variety of topics." ## **How to optimize your customer acquisition strategy** So now you have some solid strategies under your belt, here’s some advice on optimizing them for maximum impact and longevity. ### **Think long term** A sustainable strategy is a wise investment. Whether you're investing in time, money, or people, you want to make sure that whatever you're doing will work in the long run. We’ve already talked about blogging as a way of acquiring new customers, but again this is a great example of a sustainable strategy, as long as you have the tools and resources in place one or two posts could be bringing organic traffic to your page for months or even years. When you compare that to advertising, the cost is considerably less and so is its lifespan. ### **Always be flexible** The way customers respond to marketing and sales is constantly evolving, and it’s more important than ever to keep your strategies as flexible as possible. Consumers don’t trust anything a brand has to say about its own product—harsh but true. In a recent HubSpot study, 81% of consumers said they trust the advice or recommendations of family and friends over a business. Your strategy needs to be as flexible as possible to respond to market trends, while salespeople were once the trusted experts on product information, consumers are now looking elsewhere for recommendations. ### **Target your customers** Customer acquisition can be a huge waste of time and resources if you're not targeting the right market. If you can define your target audience you can find out their needs and meet them, if you can narrow down your target market you can find out how they consume media and tailor your market strategy accordingly. ### **Diversify your strategies** Diversifying your strategy and using different acquisition tactics means you have a better chance of reaching new customers and generating leads. There’s also very little risk involved if one channel fails you can move the funds over to a better performing, tried, and tested method safe in the knowledge it really works. ## **How do you find the Customer Acquisition Cost (CAC)** ### **Customer acquisition cost formula** So you’re ready to use the optimized strategies we’ve suggested to gain new customers. What comes next? Well, now we’re going to calculate your customer acquisition cost formula. What’s that you ask? Customer acquisition cost or CAC is, quite literally...the cost of gaining a new customer or client. But how and why do you calculate that cost?Well, it’s actually a really useful tool to determine what resources you need to expand your customer base and still make a decent profit.You divide all of the money spent on acquiring customers (marketing, sales expenses, etc.) by the number of customers you gained in the period that money was spent. For example, if you gained 10 customers and spent $1,000 on a targeted Facebook ad in one week, your customer acquisition cost would be $100. **Customer acquisition cost (CAC) $1,000 ÷ customers acquired (CA) 10 = $100** ![](https://www.productmarketingalliance.com/content/images/2020/06/customer-aquisition-cost-calculation.png) Courtesy of CleverTap For a more in-depth look at CAC, you’d include all of the costs associated with marketing spend, including everything from salaries to the cost of the pens you used to jot down ideas. Reducing your customer acquisition cost means the business is spending money more efficiently and should see higher returns in profit. It’s the perfect way to measure your customer acquisition success. ## **What's a good customer acquisition cost?** A Good Customer Acquisition Cost varies by industry, the individual business and the strategies used. But a good point of reference is comparing your CAC to your Customer Lifetime Value (CLTV). But how do I calculate the CLTV, we hear you cry? Let’s use Mcdonald’s as an example and some data from a report we just made up. We measure the weekly purchasing habits of 10 customers, then average their total values together. Using this information we can then calculate the average lifetime value of a Mcdonald’s customer. Here’s the process, step by step: ### **Calculate the average purchase value** First of all, we need to measure how much the customer spends every time they pass through those golden arches, this is their average purchase value. For example, if we visited Mcdonald’s three times in one month and spent around $12 (in the interest of transparency we have absolutely done this), our average purchase value would be $4. Once we’ve calculated our average purchase value, we then repeat the same process for the other 10 customers. After that, we add each average together and divide that by the number of customers surveyed to get the average purchase value. ### **Calculate the average purchase frequency rate** Next, we need to measure the average purchase frequency rate. Basically, we need to know how many visits the average customer makes to Mcdonald’s in a week. The average observed across our fictional customer report is 3.2\. This makes the average purchase rate: 3.2. ### **Calculate the average customer's value** Are you still with us? Good! Because this is where it gets a bit technical. Now that we know how much the average customer spends and how many times a week they visit Mcdonald’s, we can determine their customer value. Looking at all 10 customers individually, we multiply their average purchase value by their average purchase frequency rate. This tells us how much revenue a customer could generate for Mcdonald’s in one week. We need to repeat the calculation for all 10 customers, we then average all of their values together to find the customer's value. Individually, ours would look something like this: **$4 x 3.2 = $12.80** ### **Calculate your** [**customer's lifetime value**](https://www.gotomarketalliance.com/customer-lifetime-value-how-to-calculate-and-increase-it/) Once we know the customer value as well as the customer lifespan, we can use this to calculate the Customer’s Lifetime Value (CLTV). First, we need to multiply our average customer value by 52, this is because we’re measuring their habits weekly. Then we multiply this number by the customer lifespan value (which is how long our customers have been customers, in this case we’ll say five years) to get our CLTV result. ![](https://www.productmarketingalliance.com/content/images/2020/06/calculation-for-customer-lifetime-value.jpg) Courtesy of CleverTap ### **CLTV = Customer Value x Average Customer Lifespan** So for our imaginary Mcdonald's customers, the CLTV result is $3,343 (52 x 12.86 x 5= $3,343). So now we have our CLTV and CAC result, it's easy to find the ratio between them. Just divide the CLTV by CAC. So if the customer lifetime value is $3,343 and the expenses for acquiring a customer are $1,000, then the CLTV: CAC ratio would be 3.3 So there you have it! We’ve scratched the surface of customer acquisition and flexed our math muscles. ### A comprehensive guide to demand vs lead generation in marketing URL: https://www.gotomarketalliance.com/a-comprehensive-guide-to-demand-vs-lead-generation-in-marketing/ Last updated: 2026-01-08T13:24:08.000Z Demand generation is one of the core components of a revenue marketing strategy. It encompasses the various marketing activities aimed at creating interest and generating demand for a company's products or services. In today's crowded and competitive marketplaces, demand generation is more critical than ever. It involves a combination of inbound and outbound marketing tactics. These are aimed at building brand awareness, generating leads, and ultimately driving revenue growth. In this guide, we'll explore: - [What is demand generation in marketing?](https://www.revenuemarketingalliance.com/demand-gen-vs-lead-gen-difference/#what-is-demand-generation-in-marketing) - [Why is demand generation important for revenue marketers?](https://www.revenuemarketingalliance.com/demand-gen-vs-lead-gen-difference/#why-is-demand-generation-important-for-revenue-marketers) - [Content types for demand generation](https://www.revenuemarketingalliance.com/demand-gen-vs-lead-gen-difference/#content-types-for-demand-generation) - [Measuring demand generation](https://www.revenuemarketingalliance.com/demand-gen-vs-lead-gen-difference/#measuring-demand-generation) - [How to create a demand generation strategy](https://www.revenuemarketingalliance.com/demand-gen-vs-lead-gen-difference/#how-to-create-a-demand-generation-strategy) - [Demand generation best practices](https://www.revenuemarketingalliance.com/demand-gen-vs-lead-gen-difference/#demand-generation-best-practices) - [What is demand generation vs lead generation?](https://www.revenuemarketingalliance.com/demand-gen-vs-lead-gen-difference/#what-is-demand-generation-vs-lead-generation) - [Using demand and lead gen in your marketing strategy](https://www.revenuemarketingalliance.com/demand-gen-vs-lead-gen-difference/#using-demand-and-lead-gen-in-your-marketing-strategy) This guide will provide you with the foundational knowledge to build a successful demand generation program. It doesn't matter if you're a senior member or not. ## What is demand generation in marketing? Put simply, demand generation is a marketing technique that allows you to drive demand for your product or service. Demand gen is all about gaining brand awareness, getting your audience excited, and gaining their trust. This strategy is ideal for gaining more leads in the early stages of marketing. It involves drawing in and educating potential customers to expand your audience. It’s about providing your potential customers with the information they need at every touchpoint in the customer journey, positioning your brand as a trusted advisor that can foster brand loyalty. So the goal of demand generation is to increase brand awareness and grow your audience. To do this, businesses can create unique content for their audience and establish themselves as thought leaders in their industry. ## Why is demand generation important for revenue marketers? Demand generation is important for revenue marketers because it’s a critical component of the sales funnel. Marketers can create demand to draw in potential customers. This can move them through the purchasing process, resulting in revenue for the company. Here are a few reasons why demand generation is important for revenue marketers: ### Creates awareness Demand generation activities, such as advertising, content marketing, and social media promotion, can create awareness about a product or service. This, in turn, can help generate interest and attract potential customers. ### Generates leads Marketers can generate leads through activities such as webinars, whitepapers, and free trials. These leads can be nurtured and eventually turned into paying customers. ### Shortens sales cycle Marketers can shorten the sales cycle by creating demand and generating leads. They can engage potential customers and guide them through the buying process. ### Increases revenue Ultimately, demand generation is important for revenue marketers because it can directly impact the bottom line. By generating demand and nurturing leads, marketers can help drive revenue growth for the company. ## Content types for demand generation Content is key to a successful inbound marketing campaign and demand gen is no different. Attract your target audience's attention by using paid ads and social media. These methods tend to reach a larger audience. Then to educate your audience you should consider using blog posts or podcasts to gain a reputation as a thought leader. This strategy should help you attract new customers and gain their trust. Once that's done, you can move on to lead generation tactics to secure a sale. Here are some content types to consider when you’re planning your demand gen strategy: - Blogs - Thought leadership content - Podcasts - Videos - Social media posts - Paid ads ## Measuring demand generation Ensuring your demand generation campaign is performing well can be tricky. Good thing we have outlined the key demand generation metrics to measure. This will help you keep track of your progress. ### Cost per lead This metric measures the total cost of generating a single lead. Marketing and advertising campaigns involve many expenses, such as: - Pay-per-click (PPC) - Email marketing - Content marketing - Social media advertising. ### Organic traffic Organic traffic refers to the number of visitors to your website or landing pages. These visitors come from search engines such as Google, Bing, or Yahoo. This metric is important because it shows how effective your SEO and content marketing efforts are in driving traffic to your website. ### Customer acquisition cost This metric measures the total cost of acquiring a new customer, including all the expenses involved in generating and converting leads. It includes the costs associated with marketing and advertising campaigns, sales activities, and other overhead costs. ### Domain authority Domain authority is a measure of how well your website or landing pages rank on search engines like Google. It takes into account factors such as the number and quality of backlinks, the relevance of the content, and the overall quality of the user experience. ### Customer lifetime value This metric measures the total revenue that a customer will generate for your business over the course of their relationship with your company. It includes all the revenue from initial purchases, as well as repeat purchases, upsells, and cross-sells. ### Sales cycle length This metric measures the length of time it takes to close a sale from the first contact with a potential customer to the final purchase. It includes all the stages of the sales process, from lead generation to lead nurturing, to closing the deal. ### Market share percentage Market share is the percentage of the total market that your business or product/service occupies. This metric is important because it shows how well you are competing in your industry or niche. ### ROI Return on investment (ROI) is a measure of the profitability of your demand generation campaigns. It measures the amount of revenue generated relative to the total amount of money invested in your campaigns. A high ROI indicates that your campaigns are effective and generating a good return on your investment. ## How to create a demand generation strategy Success in demand generation depends on creating content tailored to target audiences throughout their buyer journey. It is also determined by engaging them on different channels. The key is to truly know your audience, have a strong understanding of their needs, and how best to provide solutions to their pain points. ### Content marketing Content is at the very heart of a demand gen strategy. Content powers inbound marketing activities that attract prospects into your sales funnel. In fact, in a B2B Buyer Behavior Survey, 76% of respondents claimed that a vendor’s content has a significant impact on their buying decisions. Good content can be anything from blog articles, case studies, white papers, infographics, videos, case studies, and much more. If you can provide useful, well-written content that resonates with your target audience, then you can entice them into making that first step toward a purchase. To do this, your content needs to reflect their pain points and where they’re currently at in the buyer journey. It helps lay the groundwork for conversations in the future about how your business can offer them solutions to their problems. A great content marketing strategy includes helpful insights at each step of the purchase journey, building that confidence and brand credibility. Before putting together your content plan, consider the following: - The buyer personas of your ideal customers - How these people make their purchase decisions - Their biggest and most pressing pain points - Any roadblocks or concerns that might prevent them from making a purchase Once you’ve got a solid idea of who you’re creating content for, you can craft content that’s super relevant to your audience, helping you attract high-quality leads. Combine that with delivering that content at the right point in the buyer journey, and you have yourself an effective demand gen strategy. ### Brand awareness It’s one thing to create content that makes your audience aware of a problem that exists for them and their business. But they also need to trust that your brand is the right one to fix their problem. But getting in front of your targeted audience can be a challenge with so many competitors out there. The goal is to build a brand that potential customers can trust and instantly recognize. So that, even if they’re not ready to make a purchase straight away, your company is the first they think of when they *do* decide to invest. With an integrated content marketing approach, you can tackle both brand awareness and demand gen by creating consistent messaging that reaches all levels of the sales funnel. Tactics you can deploy include SEO, social media campaigns, and email campaigns. Through actions like giving away valuable informative content, you can start to build a reputation as a thought leader in your industry. ### Lead scoring Lead scoring is a way of ranking the sales readiness of a lead. You use data points or criteria to determine a sales-qualified lead and then assign a point value to each of those criteria, leaving you with a final score for each of your leads. It’s a fundamental part of any account-based marketing strategy. Lead scoring helps you take subjectivity out of the process so you can fully understand which of your leads has the best chance of converting by attributing point values to prospective buyers. There are different ways to lead score, as you need to assess the attributes of prospects of those that became customers and those that did not. Then, you can weigh the different attributes and determine which of them indicates good leads for your organization. Lead scoring helps marketers determine where leads are in the sale process, which is essential to figuring out whether the lead needs to continue to be nurtured, or handed over to sales. This process also aids the alignment between marketing and sales and provides a better customer experience as you can then approach them with the right kind of messaging at every stage of the funnel. ### Align sales and marketing Many companies have a communication gap between their marketing and sales departments. But these functions are very closely intertwined, and a lack of synchronization in handling lead acquisition can produce poor results. Whereas good alignment between these departments can result in a 67% rise in effectiveness at closing deals. Both teams need to be aligned in a structured way. By improving communication between these two teams and streamlining the marketing and sales processes, you can ensure you have a well-rounded strategy, and generate more demand for your products and services. As well as increase revenue generation by shortening your sales cycle. Collaborative platforms can help your teams improve their communication with features like real-time updates and internal messaging. This kind of software can keep all customer data in one central place, making collaboration easier. Marketing will be able to send sales-qualified leads to the sales team, who can convert the leads more effectively. Similarly, the sales team can discover relevant marketing materials to send to prospective clients. ## Demand generation best practices There are 7 key things you need to be aware of when implementing a demand generation strategy. ### Define your target audience Before starting any demand generation activities, you need to define your ideal customer persona. This will help you tailor your messaging and tactics to reach the right audience and generate more qualified leads. ### Create compelling content Content is a critical component of demand generation. Your content should be informative, engaging, and address your audience's pain points. Use a mix of formats, such as blog posts, whitepapers, webinars, and videos, to reach your audience in different ways. ### Leverage multiple channels Use a multi-channel approach to reach your target audience. This can include social media, email marketing, paid advertising, events, and more. Be strategic in your channel selection, focusing on the ones that will yield the best results for your business. ### Optimize your website Your website is often the first point of contact with potential customers. Ensure it's optimized for lead generation, with clear calls-to-action (CTAs), landing pages, and forms to capture visitor information. ### Nurture leads Not all leads will be ready to purchase right away. Implement a lead nurturing program to stay top-of-mind with your prospects and move them through the sales funnel. This can include targeted email campaigns, content offers, and personalized follow-ups. ### Measure and optimize Monitor your demand generation efforts and track key metrics, such as website traffic, lead conversion rates, and customer acquisition cost (CAC). Use this data to optimize your tactics and improve your ROI over time. ## What is demand generation vs lead generation? What is the difference between lead generation and demand generation? They’re two inbound marketing strategies that are often used interchangeably. But in reality, these terms refer to totally different strategies that can be used in tandem to create a successful marketing campaign. Demand gen creates awareness and interest in a product or service, whereas lead gen turns those prospects into warm leads that can go on to become customers. They take place at different stages of the sales funnel, with demand gen at the top, and lead gen coming later. If the differences between demand and lead generation still aren’t clear then here is a breakdown of some of the key areas where these terms differ. ### Goals These campaign styles vary in goal. Demand generation is looking to increase brand awareness and gain the customer’s trust - ultimately leading to a demand for your product or service. Whereas in lead generation the goal is to gain the contact information of MQLs so that they can eventually buy your product or service. ### Funnel placement The placement of these campaign strategies within the buyer funnel is rather different. Demand gen campaigns are situated near the top of the funnel, when the target audience may not know about the problem you are trying to solve. Lead gen campaigns are further down the buyer funnel when potential customers are aware of the brand and want to know how the product/service can solve their problem. ### Content Due to the differences in goals and funnel placement, it’s no surprise that the content involved in these strategies is different. In demand generation, the content is about attracting a wide audience and educating them. This means that blogs, podcasts, social media, and paid ads are great content types for creating demand. On the other hand, lead gen focuses on bringing customers back and gaining their contact information. This means retargeting ads, events, whitepapers, and reports (which are gated) are more relevant to lead gen. ## Using demand and lead gen in your marketing strategy To get the best results from demand and lead generation strategies you should consider using them in tandem. Using both of these strategies will help you to bring leads seamlessly through the customer journey by targeting them with relevant content at each stage in their buying journey. Starting with demand gen, you can use social media and paid ad campaigns to gain brand awareness. Then you can present yourself as a thought leader by making use of blogs and podcasts, this will help to gain your audience’s trust. Once customers trust your brand you can move in with your lead gen strategy, first by using targeted ads and retargeting campaigns to further their interest. Then using gated content such as events and whitepapers to gain contact information, before finishing off the process with targeted email marketing. This combined strategy allows for a well-rounded approach to inbound marketing and helps to drive customers through the marketing funnel toward being a paying customer. ### What is customer lifecycle marketing, and how is it used by businesses? URL: https://www.gotomarketalliance.com/what-is-customer-lifecycle-marketing/ Last updated: 2024-05-23T15:02:22.000Z Engaging with your customers is a basic building block when marketing your business and is a crucial part of increasing overall sales and revenue. Where other processes, such as Customer Relationship Management (CRM) become involved only once a sale has been made, customer lifecycle marketing offers a way to plan for interactions throughout the whole customer journey. We’re here to go through: - [What customer lifecycle marketing is,](https://www.customermarketingalliance.com/p/1370050a-3b72-4789-9f13-f8a3c7f2ef82/#:~:text=customer%20strategy%20is.-,What%20is%20customer%20lifecycle%20marketing%3F,-The%20term%20Customer) - [What the different stages of the customer lifecycle are,](https://www.customermarketingalliance.com/p/1370050a-3b72-4789-9f13-f8a3c7f2ef82/#:~:text=and%20your%20customer.-,What%20are%20the%20stages%20of%20the%20customer%20lifecycle%3F,-There%20are%20four) - [What activities are associated with each stage of the lifecycle, and](https://www.customermarketingalliance.com/p/1370050a-3b72-4789-9f13-f8a3c7f2ef82/#:~:text=make%20another%20purchase.-,What%20activities%20might%20be%20seen%20within%20the%20customer%20lifecycle%3F,-When%20we%E2%80%99re%20talking) - [What a lifecycle customer strategy is.](https://www.customermarketingalliance.com/p/1370050a-3b72-4789-9f13-f8a3c7f2ef82/#:~:text=continue%20promoting%20you.-,What%20is%20involved%20in%20a%20customer%20lifecycle%20strategy%3F,-Consistency%2C%20cohesion%2C%20and) ## **What is customer lifecycle marketing?** The term **Customer Lifecycle Marketing** was born out of the increasing trend of marketers prioritizing customer engagement, conversion, and customer retention within their marketing strategy. This strategy prioritizes communication with customers, across multiple channels of interaction and can be defined as: > A high-level approach to personalized customer communications, based on the understanding that different marketing messages and strategies work best for customers at different stages of their journey with a brand. To implement this strategy and forge a stronger bond with your customers, you must understand the distinction between each stage of the customer lifecycle, and the priorities of the respective stages for both you and your customer. ## **What are the stages of the customer lifecycle?** There are four basic stages of this lifecycle for the customer. These go through the pre and post-purchase stages and are defined as such: 1. **The prospect or the window shopper.** This is a customer who has shown some interest, but has not purchased from you. 2. **The active customer.** These are customers who’ve purchased from you, and therefore, are ones you have a relationship with. Active customers have different levels of attachment to your brand: 3. They may be a **first time purchaser.** These are customers who, you guessed it, have just purchased something from you for the first time. These folks can just as easily turn into inactive or lapsed customers as they can become repeat or loyal ones, depending on how you interact with them post-purchase. 4. They may be **repeat customers**, customers who purchase consistently from your site. 5. A **loyal customer.** These have been repeat customers for a significant period and can be considered loyal to your business and unlikely to move onto competitors. Customer advocates fall under this category and are among the key players in your businesses success. (Understanding the difference between these types of active customers is where customer segmentation comes in. This can help to categorize your customer base in a manageable way for you to begin specializing your marketing accordingly.) 1. The **inactive customer or the risk-of-churn customer**. The customers who’ve purchased, but not recently. If you’re not careful these can quickly turn into: 2. The **lapsed customer or the churned customer**. These are customers who’ve purchased, but not for a long time. 3. The inactive and lapsed customers also have the potential to turn into **reactivated customers**. These are customers who had churned but then returned to make another purchase. ## **What activities might be seen within the customer lifecycle?** When we’re talking about activities, we mean the actions you take toward customers to then convert or move them onto the next stage in the lifecycle journey. Again, this can be broken down into four different categories: Reach, act, convert, and engage. ## **Reach** ### **Who is this stage for?** The prospective customer. ### **What is the aim of these interactions?** For those people visiting your site, but not purchasing anything, your goal is to convince them to make that purchase they’re already considering. Take what you already know about them (i.e. how they found your site, what pages they browsed, where they live) to make offers targeted toward their interests. If they’re consistent visitors to your site, or perhaps if they’ve registered with your site but still haven't made a purchase, prioritize informing them about the benefits of engaging with your brand. The idea is to welcome them to your brand. Introduce yourself, provide an ice-breaker, encourage them to interact with you, and to then make that first purchase. ### **What activities come under this action?** Some activities include: - Getting your name out there to the relevant parties through SEO, events, sponsorships, social media advertising, or traditional advertising. - Providing them with information by content marketing, free trials, or community stories or company updates. Just make sure that this content is unique and engaging so that it sticks in the prospects mind. - Offering incentives such as first-time discounts, free samples, or contests. ## **Act** ### **Who is this stage for?** The first-time purchaser and reactivated customers. ### **What is the aim of these interactions?** These customers are among the hardest to convert onto the next stage of the life cycle. It’s common for one-time purchasers to use your site once and then never return to it again. But it’s once a second purchase is made that the likelihood of them turning into repeat and loyal customers increases dramatically. Once you have them hooked they’re more likely to stay. At this stage, it’s then the goal to provide as many relevant and enticing incentives to get them to that second purchase. For reactivated customers, it’s important to note that marketing to your existing customers, even inactive ones can decrease your overall churn by up to 20%. Reactivated customers are on par with first-time customers when it comes to the difficulty of retaining them in the first place. This is why treating reactivated customers similar to first-time customers, can help you understand the importance of getting them to that second purchase. ### **What activities come under this action?** These activities include: - Contacting them directly once they’ve left your site via email marketing and other forms of contact. Offering incentives this way can increase the likelihood of you holding their interest as they don’t have to go anywhere to find these discounts. - Take advantage of affiliates and third party recommendations such as influencer marketing and social media. - Reactivated customers should receive special treatment in the types of bonuses and personalized offers to turn them back into active buyers. ## **Convert** ### **Who is this stage for?** The repeat customers. ### **What is the aim of these interactions?** This is where it can become tempting to sit back and relax. If customers are repeatedly coming back and buying your products then your job is done, right? Wrong! Customer retention is a key way to maintain a steady bottom line. Repeat customers are among the most valuable people to your brand, and they need to be treated as such. Though they may be a reliable source of revenue, there’s never a guarantee that they’ll stick around forever. Customer satisfaction shouldn’t be confused with customer loyalty. Treat these customers as the VIPs they are and provide them with high value and relevant offers, content, and access that reflects that. ### **What activities come under this action?** These are activities such as: - Creating a customer community. Increased interaction is vital to understand each customer's pain points and interests so you can develop a strategy to convert them into loyal customers. - Incentivise them with a loyalty program. Provide them with discounts after a certain number of purchases, give them early access to new products and content. ## **Engage** ### Who is this stage for? Both the inactive, indecisive, and loyal customers. ### **What is the aim of these interactions?** It may seem strange to put these three types of customers into one bracket, but your aim for each is very similar, and many strategies work well for both. For customers at risk of churning, and for loyal customers, the key is in offering personalized incentives. The aim is to re-engage or retain engagement by keeping your communication with them consistent and evolving in order to keep these customers from lapsing into inactive customers. The only way to reengage churned customers is to be aggressive and persistent with your messaging and contact. Again, personalization comes in handy here because customers who have churned need to feel like you want them specifically to come back. Consider looking into prior purchases and behaviors. When loyal customers become as invested in your brand as you are, then they can become a part of your marketing strategy. These people are ones that’ll want to shout your name from the rooftops. Ideally, these loyal customers will then become a part of your advocacy program, doing a lot of the marketing leg work for you. ### **What activities come under this action?** These include: - Reactivation or win-back campaigns. Email campaigns that get your name back into the minds of inactive users. - Exemplary customer service. - Advocacy programs. Provide unique and exclusive experiences, beyond simple discounts, to give them the incentive to continue promoting you. ## **What is involved in a customer lifecycle strategy?** Consistency, cohesion, and consolidation. These’re what customer lifecycle strategies aim for. The difference between this type of campaign and another is that it’s not area specific, it focuses on the whole cycle with the aim to align messaging across all touch points. Because customer lifecycle marketing works across all platforms, it’s ideal for collaborations between different marketing departments and the key component in getting this type of strategy to work is with personalizing the customer experience at each stage in the customer journey. It does no good to send a customer advertisements about your loyalty program if they’re already on tier 3 of that program. Knowing their habits and priorities can help you identify where they are in the cycle and as a result, allow you to specialize your marketing efforts to move them onto the next stage. **Personalization** recognizes your customers as individuals. Marketing to them at their stage in the cycle can go a long way to show that you’re aware of their history with your brand. Applying this simple process can offer a level of care that customers will notice. ### Customer lifetime value: How to calculate and increase it URL: https://www.gotomarketalliance.com/customer-lifetime-value-how-to-calculate-and-increase-it/ Last updated: 2026-01-08T12:05:45.000Z What if we told you that a single individual customer could be worth over $10,000 to your business? Or that a small boost in [retention](https://www.gotomarketalliance.com/how-to-calculate-your-customer-retention-rate-and-increase-it/) could double your profits? What if we told you to stop focusing myopically on one-off sales and reap the rewards of ongoing, long-term client relationships? As businesses, we often get hung up on day-to-day transactions without seeing the lifelong potential in our customers. In this article, we'll show you how to shift focus to the big-picture relationship with customers rather than the individual sales. You'll learn how to calculate the revenue you can expect over the entire lifespan of your average customer – with an insightful metric called **customer lifetime value (CLV)**. ## What is customer lifetime value? Customer lifetime value is an important metric that customer success teams utilize to understand and improve customer relationships. It refers to the **total revenue a company can expect** from an average customer over the entire lifespan of their relationship. Calculating CLV enables Customer Success Managers (CSM) to quantify the long-term worth of acquiring and retaining customers. For a team focused on [retention and expansion](https://www.gotomarketalliance.com/a-step-by-step-guide-to-retention-renewals-and-expansion/), understanding CLV is crucial. A high lifetime value signifies that customers find ongoing value in a product or service, which leads to retention and further purchases over time. CSMs can influence CLV in several key ways: - Improving [product-market fit](https://www.productmarketingalliance.com/everything-you-need-to-know-about-product-market-fit/) to deliver more value - Creating educational touchpoints to drive the adoption of new features - Nurturing customer relationships to maintain satisfaction But what does the customer lifetime value metric *genuinely* mean? Well, for starters, an increasing customer lifetime value shows that a customer success strategy is working. As your team continues providing support and communicating new releases that solve more needs, your average customer will spend more over time and stick around longer. Winner, winner. Segmenting users by CLV also allows [customer success](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/) to differentiate and personalize outreach. The highest lifetime value customers can receive more proactive VIP services through monetization. In this way, CLV guides decisions that directly impact revenue growth and [churn](https://www.gotomarketalliance.com/what-is-customer-churn-how-to-calculate-and-fix-it/) mitigation. With customer lifetime value at the core of their strategy, customer success has a North Star metric to set objectives around and outperform. ### Why customer lifetime value is important You’d be forgiven if you sneered slightly at its name, “customer lifetime value” – it sounds like a string of buzzwords. After all, “customers” and “value” are the two pillars of any customer-first business. But “lifetime”? It sounds a little Hallmark-y, right? Jargon skepticism aside, this little metric packs a lot of punch. In fact, customer lifetime value represents a crucial metric that enables companies to make smarter decisions around investing in customer acquisition and retention. > At its core, **customer lifetime value quantifies how much revenue can be generated from a customer relationship over time**. With this long-term outlook calculated, companies gain an informed understanding of customer profitability. This drives more strategic prioritization of spending on both acquiring and retaining different [customer segments](https://www.gotomarketalliance.com/4-steps-to-sharpen-your-gtm-focus-with-customer-segmentation/). Knowing the lifetime value levels of current customers provides an anchor point for how much effort and budget should be allocated per new customer brought in. Acquiring a new customer for $100 makes sense if the CLV in that [target market](https://www.gotomarketalliance.com/market-segment-vs-target-market-whats-the-real-difference/) is $500 over several years. Similarly, CLV signals appropriate spending limits for retention programs for various customer cohorts. High lifetime value customers warrant bigger investments into loyalty initiatives and account management teams. Customers with lower CLV still deserve personalization but within tighter budget constraints. Essentially, customer lifetime value enables companies to match acquisition and retention investments to future payoffs. ## Why calculate customer lifetime value There are many perks for calculating customer lifetime value. For one, having an assigned CLV to a client allows a company to determine the **long-term worth of this customer**. This enables companies to determine how much should be spent on customer acquisition costs. No company wants to break the bank by overspending on expensive marketing and promotions. They want to acquire customers profitably, and knowing customer lifetime value helps assess this. ### 4 ways CLV informs customer success decisions Customer lifetime value has rapidly become one of the [most crucial metrics](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them) guiding key decisions in customer success. Optimizing CLV requires understanding how to engage, support, and expand customer relationships in ways that fuel lasting, win-win value. To effectively leverage CLV data, take these four actions to inform customer success strategy: 1. Prioritizing resources 2. Optimizing renewals 3. Enhancing engagement 4. Informing processes ### 1\. Prioritizing resources Customer lifetime value helps identify your most valuable customers. You can then allocate customer success resources accordingly to provide the highest tier of service to the accounts with the greatest potential lifetime value. Rather than spreading customer success thin across all customers, a CLV model allows strategic prioritization. For example, customers with high purchase frequency or growth potential could receive a dedicated CSM for personalized support. ### 2\. Optimizing renewals Since the customer lifespan factor significantly impacts CLV, monitoring renewal rates is essential. Low renewal rates will hamper CLV growth and signal churn issues. The customer success team plays a pivotal role in securing renewals through adoption, education, and proving ongoing value. Analyzing CLV trends can identify at-risk accounts for proactive retention efforts. ### 3\. Enhancing engagement Sometimes, expansion with existing customers gets overlooked for new customer acquisition. However, upselling and cross-selling are faster routes to boosting CLV. Customer success seeks to continually engage accounts to uncover expansion opportunities. This requires intimate customer knowledge of usage trends and emerging needs to provide consultative guidance. ### 4\. Informing processes Perhaps the customer onboarding process has become stale and worn, contributing to churn. Or a particular training program fails to resonate with users. Declining CLV trends prompt examination of operational processes that shape the experience. Customer success teams are perfectly positioned to diagnose pain points through customer engagement and feedback. They can then advocate necessary process improvements to support CLV growth. ### Monetizing customer success Why else should companies calculate CLV? Well, CLV goes hand-in-hand with segmentation strategies. Knowing which of your customers generate the most value is a canny way to ensure you provide them with the best service. Additionally, knowing which are the most profitable customers opens up conversations around monetizing customer success. While not applicable to every business, customer lifetime value is an important metric for companies looking to be bought in mergers and acquisitions. CLV is a tangible method of assessing company value; buyers will pay more for companies with higher customer lifetime value. ## Customer lifetime value formula So, you want to find out how fruitful your customer relationship is going to be? It’s a great question and one that can be solved with a simple formula. 1. Determine **the average purchase value** by looking at **total revenue** from a customer cohort divided by **purchase frequency** over a set timeframe. 2. Identify the **typical customer lifespan or** **churn rate**, which shows how long the average user stays active before leaving. With these numbers, plug them into the CLV formula: > *(Average purchase value) *X* (Purchase frequency per year) *X* (Average customer lifespan) = Customer lifetime value* For example, if a client has an average purchase of $1,500, buys once a year on average, and stays for three years before churning, the math is: > *($1,500) x (1 purchase) x (3 year lifespan) = *$4,500 CLV** To make this calculation process smoother at scale across all customer segments, companies leverage dedicated CLV modeling software. Solutions like ChartMogul and ProfitWell use historical transaction data to output customized CLV reporting. This eliminates manual formulas by automatically monitoring changes in buying behavior and churn dynamics. The software also helps segment users into tiers based on their predicted lifetime value, enabling more targeted retention initiatives. Automating CLV not only saves time but provides dynamic insights to build longer-lasting and more profitable customer relationships over time. ## 8 ways to increase customer lifetime value Growing your business through better retention and customer revenue growth should always be a top priority. But how exactly? Well, we’ve got eight proven tactics to pump up lifetime value… [What is customer marketing?Customer marketing, often part of the broader marketing team, targets a company’s current customers to boost retention, advocacy, and growth. Its core mission? Transform new customers into devoted fans by fostering strong relationships and encouraging active participation in business development.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceEve Chatfield![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/02/Screenshot-2024-02-05-at-10.49.20.png)](https://www.gotomarketalliance.com/what-is-customer-marketing/) ### 1\. Cross-sell and upsell Analyze purchase patterns to uncover likely complementary products for each customer. Then, prominently suggest bundles and deals to encourage add-ons at checkout. Big spenders love a VIP offer – grant exclusive trials or discounts on premium tiers. ### 2\. Red carpet treatment Roll out the red carpet from onboarding to support with white glove service. For top tiers, assign dedicated account managers for personalized guidance. Smaller accounts should still feel special through prompt, individualized interactions. ### 3\. Loyalty perks Launch a loyalty program that rewards repeat purchases with points towards free gifts, insider webinars, and elite status levels. Spotlight VIP member profiles and nourish top tiers with exclusive content and surprise treats. ### 4\. Listen up Check the pulse of your customers every quarter through interviews and surveys. You can compensate customers for their time and candid insights by incentivizing surveys. After curating your feedback, make sure you action it by improving products, upgrading features, and tackling glitches. ### 5\. Omnichannel alignment Interact with customers online and offline through seamless experiences across all touchpoints – website, app, email, chat, social, and brick-and-mortar stores. The benefit of this alignment is that you maintain integrated data and consistent messaging. ### 6\. Build a community Another great way to foster a positive experience for your customers is to spark connections through forums, advisory groups, and brand ambassadors. You’ll find that cultivating user groups with like-minded customers empowers them to co-create value. ### 7\. Members attract members With a membership model, you can pay members who refer new customers that convert – either issue account credits, discounts on next purchases, or cash rewards. You can then spotlight referral wins and offer double payouts for upselling new recruits. Not too shabby, right? ### 8\. Appreciation upgrades Everyone loves an upgrade. You can surprise loyal customers nearing renewal dates with a free extension of current packages or preemptive bump-ups to next-tier plans. ## CLV + CAC: Customer lifetime value and customer acquisition cost When you talk about the overall value of the course of a customer relationship, you can’t escape comparing it to the initial cost of landing that customer. There’s no way to slice it; customer lifetime value must be analyzed in tandem with customer acquisition costs (CAC) to get the full picture of that customer. When we talk about CAC, this metric encompasses every cent of the money you plowed into attracting that new customer through advertising, promotions, and special offers. The CLV metric only makes sense when weighed against the upfront CAC spend per customer. For example, if a clothes store spends over $1,000 in CAC to bring in a customer with a $1,000 CLV, it may lose money overall. The store would need to lower acquisition costs in this case unless it can increase the CLV through retention and engagement efforts. Carefully monitoring CAC is crucial to profitable CLV growth. Additionally, the cost to serve a customer must be tracked over their lifetime. This operating expense involves order logistics, brick-and-mortar overhead, contact center costs, and more. Businesses can compare serving costs of high lifetime value customers vs. low ones. If the cost to serve an existing customer becomes too cumbersome over time, the business may face declining profit margins despite the customer's initial healthy CLV. For subscription businesses, serving costs may be front-loaded in the first year of a contract but decrease as the tenure extends. Thus, improving renewal rates lowers the average cost to serve. **TL;DR:** Continually tracking CLV, CAC, and cost to serve side-by-side for each cohort paints an accurate picture of customer economics. This analysis ultimately optimizes growth strategies to maximize profitability behind the revenue growth. ## What have we learned? Well, we've covered a lot of ground on the winding road of customer lifetime value. Hopefully, you've realized CLV is far more than a SaaS buzzword by now – it's a pivotal metric guiding smarter growth decisions. While the math behind it may appear complex, the implications for your business are simple: - Quantify loyalty to focus retention efforts - Balance acquisition costs against future payoff - Segment users to differentiate engagement - Continuously listen and improve experiences - Automate analysis for dynamic insights See, boosting CLV shows customers you value the relationship, *not* just the transactions. The brands that flourish are those who master these human connections and appreciate that CLV is earned through mutual understanding over time. They go beyond surface-level personalization to foster genuine bonds. So, rather than chasing each new shiny thing, invest in what you have. Optimize for lifetime collaboration, not one-time sales. The rest will follow. At its core, CLV represents potential. With the right foundation, a single loyal customer can be worth everything. And that's a metric you can take to the bank. ### The Partner-Led Growth Playbook URL: https://www.gotomarketalliance.com/partner-led-growth-playbook-blog/ Last updated: 2024-07-18T16:20:37.000Z [ Download your free copy ](https://share-eu1.hsforms.com/13Y8wImmGR3CR53mIIQrk3A2b1vun) 😵‍💫 Launched a product but need to **rethink your post-launch plans** for maximum impact? 😨 Looking to scale quickly but have **limited resources**? 🤝 What about building trust and awareness with **customers in an entirely new market**? The answer could be in the strategic and mutually beneficial partnerships you build and nurture. ## After all, a growing network = better business strategies. > "*The key reason why... ecosystems are popular is because no single entity can offer everything to everyone, so creating a partner ecosystem or being a part of one helps*." > \- [Sarah Kaur](https://channelandsalesenablementblog.mindmatrix.net/sales-ecosystem-an-overview/) Ecosystem-led growth is about those joint efforts that can help smaller companies market their services more efficiently, and newer companies build stronger reputations. Equally, they can help enterprises innovate in exciting ways without having to overinvest or spend on costly new product features. If you’re curious about how to build a network of companies to help your business stand out from the noise… ## Well, here’s where our Partner-Led Growth Playbook comes in. From **frameworks and expert tips** on establishing the right business relationships to **key ecosystem-led metrics** to help you make sense of your partner data, our latest playbook aims to answer your questions about whether an ecosystem- or partner-led approach is right for your business. [ Go ahead, grab a copy ](https://share-eu1.hsforms.com/13Y8wImmGR3CR53mIIQrk3A2b1vun) ## Inside, you'll discover: ⭐ What the **three pillars of ecosystem-led growth** (ELG) are, ⭐ The **main ecosystem-led functions** that make up your GTM motion, ⭐ The **impact each partnership type can have** on your overall go-to-market strategy, ⭐ **Metrics and benchmarks** to track your ELG motion's success, ⭐ Plus, some **common pitfalls to avoid** to make the most out of your partner-led approach. ## So, in short, why did we create this playbook? Easy: to show our community that building a network is a great way to innovate, grow, and remain relevant in an increasingly competitive market. Ultimately, we want this playbook to showcase that there's a lot of value in partnering with a few (but right!) companies. **And let it be a reminder that long-term, sustainable growth depends on collaboration and community.** [ Give me my copy ](https://share-eu1.hsforms.com/13Y8wImmGR3CR53mIIQrk3A2b1vun) ### From scratch to scale: Lessons in building a billion-dollar sales machine URL: https://www.gotomarketalliance.com/from-scratch-to-scale-lessons-in-building-a-billion-dollar-sales-machine/ Last updated: 2024-05-15T17:28:39.000Z *This article is based on* [*Cristina Lasagni*](https://www.linkedin.com/in/cristinalasagni/?originalSubdomain=uk)*’s brilliant interview on GTM-FM, the official Go-to-Market Alliance podcast. More into listening than reading? Check out the full episode* [*here*](https://alliance.ghost.io/podcast/gtma-gtm-fm/?wchannelid=dmf15kwmj1&wmediaid=pbnl3xoevi)*.* --- Imagine being tasked with launching a sales function completely from scratch – no brand reputation, no processes, zero market credibility, just you, a promising product, and the challenge of turning that into a billion-dollar revenue engine. That was the scenario I faced when I joined Cloudflare seven years ago. We were a scrappy scale-up company with ambitious growth goals, and I had to expand from a few hundred million dollars to over 1 billion dollars in revenue, which is where we are today. In those early days, it was easy to feel overwhelmed. When you're cold-calling prospects who've never heard of you, imposter syndrome kicks in hard. But through relentless hustle and continuous learning, my team steadily built our reputation, shaped our value prop, landed those crucial first customers… and never looked back. Today, Cloudflare is a public billion-dollar leader, with our [go-to-market](https://www.gotomarketalliance.com/the-go-to-market-hub/) engine across Southern Europe a key driver of that trajectory. While exhilarating, the ride definitely wasn't easy. That's why I want to share the hard-won wisdom we gained as we scaled for success. In this article, you'll get a candid look at our journey. You'll learn practical strategies we used to build brand relevance, the traits we targeted when hiring a world-class team, and how we fostered a culture of inclusivity. Plus, I’ll share what it’s *really* like to be a sales leader and a new mother. On top of all that, I’ll share the core leadership principles that empowered us to achieve the seemingly impossible. ## How to start a sales function from scratch When I started at Cloudflare, we were building the sales function completely from scratch. The reality is that when you're just starting out, you try different things. You don't have a script or process – you don't really know what you're doing. But here's what's important: you need to understand your market before you start selling. Analyze it, try out different strategies, and get feedback. Keep iterating until you get it right. Really investigate – understand [what your competitors are doing](https://www.gotomarketalliance.com/how-competitive-intelligence-can-improve-your-go-to-market-strategy/), what [your unique value proposition](https://www.gotomarketalliance.com/your-ultimate-guide-to-creating-a-value-proposition/) is, and [what gaps in the market you can fill](https://www.gotomarketalliance.com/how-to-use-a-competitive-gap-analysis-to-blast-past-your-competitors/). Once you understand the unique value that you can offer, start testing your pitch. You'll fail a few times, but then you can use that feedback to improve. Slowly, you'll figure out your sweet spot – [which customers are the right fit](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/), what resonates and what doesn't, and what makes your value proposition unique. With that dialed in, you'll start getting your first clients. And when you have clients, you can ask for referrals and recommendations. Before you know it, you'll have a community advocating for you. This strategy works really well when you're building a sales team from nothing. It's rewarding work, and in exchange, your business will grow. ## Building a brand from scratch How do you build a brand? It's a big question with no easy answer. I can only share my own experience and story. If your company is just starting out, chances are, you have no brand. Nobody knows who you are, and you have to get used to that. I remember going to trade shows years ago and being completely unknown. People would ask, “Who are you?” when I cold-called them. Those awkward moments are just part of the journey. But the important thing is to keep asking questions. Ask, “What do you need? What are the gaps? What are you currently doing?” Ask clients, [tech partners](https://www.gotomarketalliance.com/ecosystem-go-to-market-vs-partnership-go-to-market/), and people you meet at trade shows (so long as they aren’t your direct competitors!). That way, you’ll gather tons of vital information that you could never get through old-fashioned desk research. That's exactly what happened to me. After many painfully unsuccessful trade shows, I finally met a contact who is now our main regional partner and distributor. I built that relationship, and it's healthy, strong, and growing rapidly along with our businesses. Cultivating a brand is a journey built on customer interactions, partnerships, and a growing reputation. Sometimes growing your reputation means helping people for free – you're building the brand, not getting paid. It's an essential part of the journey. ![Cultivate your brand via customer interactions, partnerships, and a growing reputation. ](https://lh7-us.googleusercontent.com/puDTL4r6YDBReUH7kGUghupzDZa14GZl1N-mAbBUrBHMv5bUkH62WDiyO_8tGoey1QQA3deEwBYwiYhpsOeCZkrjcrgm7iWHhwyW7dqBhbHjEOr9K_Lt5lcivf_2Am2ugvjlTWCMeJ9P3GGi3Sh_ie0) Combine all those efforts with a great supporting team, and you'll experience a sales and partnership boom in no time. That's ultimately how you build a strong brand from nothing. ## The challenges of building a multinational brand As Cloudflare’s VP of Southern Europe, it’s essential that I customize our global brand [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/) to suit the needs of each market in my remit. People are very different culturally and linguistically across regions. So, how do we ensure our brand message stays clear despite those differences? There's no easy answer. When I started at Cloudflare, everyone was trying different strategies. And that's okay – there's beauty in experimenting to see what works. What works for my team in London might not work for their peers in Munich, and that's important to understand. Ultimately, you need a management team that's receptive to different ideas and angles. They need to trust the regional expertise of their people on the ground. That's the easiest way to build continued momentum and success regionally. At the end of the day, your regional employees are the face of the brand locally. Theoretically, you've hired a capable team who knows their market best. If you don't think they do, that's another issue. But assuming they're capable, let them guide[ how to go to market in their region](https://www.gotomarketalliance.com/the-challenges-of-global-go-to-market-strategies/). You'll have one core value proposition, which can evolve over time. But regionally, you'll need to allow some variation in the go-to-market approach, if it makes sense for that territory. The messaging should stay consistent, but the delivery tactics can adapt to the local culture and market nuances. ## Scaling your brand This brings us to the next topic – scaling. When's the right time? Once you've built your brand foundation, you're in a better place. But how do you determine if now is the time to scale resources? Most teams I've seen start scaling sooner than they probably should. As soon as you see a little growth, you get excited and start hiring more people. In many orgs, the sales function scales fastest. My advice? Start small, and don't get too carried away by early successes. Keep asking for [feedback](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) – from [your sales team](https://www.gotomarketalliance.com/five-actionable-strategies-for-collaborating-more-effectively-with-sales-teams/), other departments, and customers. You need to understand what's working and what's needed before taking the next step. First, map out what success looks like, then reverse engineer what's required to get there. Depending on company size and that roadmap, you'll likely need specific ratios between sales, customer success, tech support, partnerships, etc. Maintaining those ratios is key to healthy growth. The type of talent you attract also matters. In the earliest stages, hire for potential – you need people who can move fast. As you scale, make decisions to fit the strategy. You'll eventually need different skills to take it to the next level and maintain that growth. Going from startup to scale-up is fun. But sustaining growth at an [enterprise](https://www.gotomarketalliance.com/veronika-andreevas-lessons-in-enterprise-go-to-market/) level is harder. In the beginning, you're building. Then you're scaling rapidly. The final phase is just maintaining forward momentum across a full-fledged organization while staying competitive. For me, that last phase is the most challenging. ## Building your sales dream team Let's talk about the hiring process and what makes a good candidate at every stage. When you're just starting out, who's the perfect early hire? And then, who's the right teammate to sustain that momentum long-term? Let me start by saying I'm passionate about [hiring diverse teams](https://www.saasalliance.io/how-diverse-voices-contribute-to-saas/). When I began this journey, I was hired for potential – the person who brought me in took a bet on me, saying “Let's see what you can do.” I'll admit I didn't make a strong impression during those first two to three months. But my motivation was so strong that I kept pushing and ended up closing the biggest deal the company had ever signed within that first quarter. You never know the impact you can make until you just do it. In those early days, you really need to hire for potential, because new ideas come from fresh perspectives. The more diverse the team, the bigger the impact you'll have. Even if you have a set idea in mind, maybe you should aim higher – you just don't know your own ceiling until you build that passionate, mission-driven team willing to work hard but also have fun. Once you have that foundation, then you need to start hiring more for specific know-how and experience – not necessarily super senior folks if you can't afford them yet, but solid mid-level talent to complement that entrepreneurial hustle with process and best practices. Cultural fit is hugely important throughout the entire hiring strategy. You absolutely must test for values alignment – you don't want to hire people who just don't mesh with the culture you're building. Motivation matters, but so do inclusion and diversity – right from the very start. Your first hires set the tone and trajectory. The second wave raises the bar as you scale. But that initial entrepreneurial, passionate team is what gets you off the ground by sheer force of will. ## The four key traits of a great salesperson Beyond passion, what makes a good candidate for a role? For me, four key things stand out. First, [**coachability**](https://www.salesenablementcollective.com/sales-coaching-and-training-hub/). Someone who is coachable will always be easier to work with. You can exchange feedback and help them to grow their skills and learn new technologies. Coachable people will really support you in any career phase. Next, **positivity**. In interviews, I always ask if they see the opportunity in this role. If they don't, I tell them not to take the job. For a sales role, the person must believe in the product and see the career opportunity to make their mark. It'll be hard for them to succeed if they don't have that positive vision for impact. There's a myth that great salespeople just convince others, but you can't truly convince someone who isn't already open to it. You need to build relationships, but you must genuinely believe in the product and company vision first. Thirdly, **resilience** is crucial – especially in the hard-knock world of new business sales. One of my first interview questions is always, “Why do you want this job? It’s hard!” Different people have different motivations, but I want to see some kind of grit come through in their answers. Resilience is a skill for life, not just sales. You can't be resilient unless you truly believe in what you're doing. That’s where **sincerity**, the final key trait of a great salesperson, comes in. It’s vital that your team and your clients can trust them. So, do they seem sincere and able to have an authentic conversation? ![Four traits of a great sales team candidate: coachability, positivity, resilience, and sincerity](https://lh7-us.googleusercontent.com/WVZ_NGDG-uXdf4bAaoVjGcKUeMFBh2N4icpiBJE4Dh3HztbqFfRVRN9FbzuKZ0EqcdW0U4jDjxw_gNW6YQOQ8vr_1RUSbrDM3M6rhwDteAKu6gZuRHkuI14yHzRL4AAKTgc-XKllTXN2Dhu2_YKsgHk) If a candidate shows these four key traits – coachability, a positive attitude, resilience, and sincerity – don't let them go. ## Building a successful team culture Many components make a team successful, and culture is a key one. It's important to define the kind of culture you want the company to embody from the very earliest days. This shouldn't be an afterthought. If you want a unified, motivated team, you have to ensure everyone's values align right from the start. Your people must believe in and be inspired by the company's mission and leadership. An employee who feels that connection will always be more productive than someone who’s disconnected. It's also crucial to nurture the talents you have. People want to feel listened to, recognized for their contributions, and have a clear path to progress in their careers. Fostering a culture of coaching and open feedback allows individuals to naturally grow, get better, and be rewarded. If you don't have a strategy for this, partner with your HR team because this is why people stay. Last but not least is inclusion and diversity. A study by [Harvard Business Review](https://hbr.org/2013/12/how-diversity-can-drive-innovation) shows that diverse companies are **70%** more likely to capture new markets. Meanwhile, research from [BCG](https://www.bcg.com/publications/2018/how-diverse-leadership-teams-boost-innovation) shows that diverse leadership teams drive **19%** higher revenue, which, according to [ClearCompany](https://blog.clearcompany.com/12-workplace-diversity-statistics), goes up to **41%** if male and female employees are equally represented. Talent can come from anyone with a different background, culture, or perspective from yours. Having a diverse team shouldn't just be an HR checklist, it should be a priority we incorporate into our culture from the top down as leaders. A winning culture happens when people feel their values are reflected, they're motivated by the mission, have opportunities to grow, get coaching and recognition, and there's true diversity infused into everything. Get those cultural pillars right early, and you'll build an unstoppable team. ![The key elements of a winning culture, value alignment, a motivating mission, coaching, recognition, and diversity.](https://lh7-us.googleusercontent.com/VPVHk2i5Ou0FQZgURWppsPaT51SkF4hKJjna6uMXRkC3W06ZUL776Ay8HGlYi9Hjd9my9FfXdUOkP4PY0L-Aoep3k3npcC3L80sExyAy-33GPRe4s4UK6EW2xWcAU8w35AVGgy0gHdrecgMRbdMW9So) ## Being a sales powerhouse *and* a mother I was the first woman on Cloudflare's early sales team of seven, and the first mother in the company. I loved it. There's so much fear around being a mother in a demanding sales role or fast-paced company, but in my experience, that fear is unfounded. When I was pregnant, I actually delivered the best results of my entire career as an individual contributor. My grit and motivation were out of this world. And when I came back from maternity leave? I closed the second-biggest deal in company history. Sometimes, as women, we get scared about what motherhood could do to our careers. But I think that's all in our heads and the heads of people who believe you shouldn't go down that path. The reality is, being a parent demonstrably increases your multitasking abilities, problem-solving skills, and people management talents. You do it every day with your child! Motherhood changes your brain in a way that actually makes you more effective – almost superhuman! Yes, we may need to work slightly fewer hours to care for our families, but in those hours, we become hyper-productive and focused. ![How being a parent makes you a better leader: increased multitasking abilities, problem-solving skills, people management talents, and focus.](https://lh7-us.googleusercontent.com/5jxgpKU5L9g4tAHvfSLEcyuDE7REqxagsUyzh-XDKipDuX4-15p0odJ_Fc3FCG2dITRdE_fVwKmHEDKlP3lRCUEKmcSA76L2Lw0UuWkDtVcIpN0INT39IHdzF-EYmomVh_1jrAabcF4b9SXInFErzeY) As humans, we crave comfort and normality, but it's so important that we continually challenge ourselves with harder tasks, bigger roles, and opportunities for growth. There will never be a “perfect” time to have a child, go after that next career step, or ask for a promotion or raise. You just have to go for it, regardless of your personal situation. Don't let fear hold you back from realizing your full potential. ## On authentic leadership Being a leader is tough. No one tells you how to do it. You can learn from amazing thinkers (like Simon Sinek) who illustrate what good leadership looks like, but ultimately, the best leader is your authentic self. Bring your whole, imperfect self to work. If you try to be someone you're not, people won't stick with you or believe you. You won't be able to motivate anyone truly. We're all imperfect in beautifully human ways. Our friends love us for who we really are – so why shouldn't your team? When you show up as your genuine self every day and do the hard work rather than just telling others what to do, people naturally get inspired and want to follow you. And if you set an example by rolling up your sleeves as a team member, you earn major respect. It’s also vital to lead by coaching rather than judging – people will love you for it. I'm lucky to consistently get feedback that my team wants to be there and is motivated, because they know I genuinely love and stand up for them. My motivation as a leader is helping others grow – bigger revenues and impact naturally follow. Your drive as a leader can't just be making money. It has to be about helping people. Until recently, my team was the only one with an equal gender balance. I wonder if that's because as a female leader, I brought a perspective that truly valued diversity and representation. I try to be fair, but I also make mistakes and am open about that failure. Owning your imperfections is respected and understood. At the end of the day, authentic leadership is showing your real, flawed self and putting in the work alongside your team. ## Scaling your business and your sales team: Closing thoughts If you're trying to scale up your business or sales function, understand that making mistakes is a natural part of the process. The more you embrace and learn from them early on, the more value you will create. Also, don't wait until you've scaled to 3,000 or 4,000 employees to get systematic with your vision and processes – you'll have inherited a mess by then. Be methodical about how you scale. Establish processes and staffing ratios that can supportively enable organic growth. Finally, when hiring talent, prioritize inclusion and diversity. And remember: if you want to attract diverse candidates, you need to make sure you have female representation on your board and leadership team. Be conservative in your approach, but be bold in building a diverse, talented team using proven processes. Have a clear vision, but stay nimble enough to apply learnings from your inevitable missteps along the way. Embracing your failures and consistently improving is how you'll truly scale a sustainable, successful business. ### GTMA Ambassador Case Study with Tanwistha Gope URL: https://www.gotomarketalliance.com/gtma-ambassador-case-study-with-tanwistha-gope/ Last updated: 2024-05-14T13:00:32.000Z At GTMA, we're committed to fostering a space for growth and continuous learning. One way we achieve this is through our ambassador program, which allows industry experts or thought leaders to share their learnings with our wider community. From hosting regular meetups to creating informed content, ambassadors breathe life into our community by sharing their invaluable experiences in the GTM field. Our ambassador, Tanwistha Gope, shares what she's enjoyed most about the ambassadorship and why this aspect of our community is so enriching professionally and personally. Thank you, Tanwistha, and happy reading! [A guide to successful product launches through collaboration and positioningIn today’s competitive market, the success of a product launch hinges on a blend of collaboration and impactful positioning. This article provides insights into two key aspects: establishing transparent roles and responsibilities and fostering cross-team collaboration.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceTanwistha Gope![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/01/steven-lelham-atSaEOeE8Nk-unsplash--1-.jpg)](https://www.gotomarketalliance.com/guide-to-successful-product-launches-through-collaboration-and-positioning/) ## Please tell us a bit about yourself and your work. I’m a product marketing manager based in Bangalore, India, with over 13 years of experience in product roles. While working as a technical writer, I realized I wanted to contribute to something more strategic and cross-functional within the organization. While I understood the problems we were solving, I started questioning *why* we were solving them. I became curious about how competitors were tackling similar challenges or if they were addressing those problems at all. Additionally, I wanted to know more about other issues customers might be facing and what lay beyond the enhancements our product managers were creating. Speaking to different teams, I realized the lack of timely product launch plans and positioning efforts. That is how my interest in Product Marketing took shape, and now I’m a PMM at a European startup focused on customer data platforms. In my current role, I wear many hats and orchestrate various facets of product marketing. From leading kickoffs and crafting compelling content to collaborating with partners and distilling industry insights, I have honed my skills in multitasking and adaptability. ## How’d you first hear about our community, and what attracted you to the opportunity to become an ambassador? I have always believed that as a product person, having an online presence and building a personal brand is essential. That's when I started following the PMA LinkedIn page and joined the PMA Slack channel. Within a week of joining the group, I loved the interaction across the different sub-groups/channels. In no time, I became an active member of the India Chapter. By then, I was interested in exploring the GTM side of things, so I joined the Go-to-Market Alliance community. I wanted a structured platform to help me grow as a PMM and make my LinkedIn presence more reliable, so I didn't think twice about becoming an ambassador. I am always super excited about content creation and its process, so this seemed like the best opportunity. ## Has the experience lived up to your expectations? Since joining, the program has exceeded my expectations. Interacting with fellow ambassadors has been incredibly enriching, providing me with invaluable insights, diverse perspectives, and real-world experiences. Each discussion has left me with fresh ideas and a deeper understanding of the intricacies of product marketing with an added layer of GTM perspective. And, more importantly, the ambassador program has been a source of continuous inspiration, empowering me to think more effectively and strategically as a Product Marketing Manager (PMM). In essence, the ambassador program has provided exactly the kind of learning and growth opportunities I had hoped for. ## You’ve helped us as both a content contributor and ambassador. What aspect of that have you really enjoyed? The GTMA community has been very open in terms of sharing ideas, and I have never been exposed to strict structures, styles, or deadlines, which has given me the freedom to come up with new ideas. What I love the most is the brainstorming part of the entire journey as a content contributor or ambassador. I want to give credit to the GTMA team as they have been leading from the front, expressing that they only want the best for the community, and that can be achieved if they empathize with the ambassador’s timeline, understanding that we are all working professionals. In short, being an ambassador has sharpened my creative side, constantly nurtured my learnings, and helped me stay on top of the overall aspect of my job as PMM. ## And what’s your message for anyone looking to [join our community](https://www.gotomarketalliance.com/join-the-gtm-slack-community/)? By joining this community, rest assured that you will engage in a daily learning routine. From best practice content to suggestions and advice from market-leading PMM and GTM leaders, you are here to learn and grow. You are also guaranteed to develop as an individual who can continue to share knowledge with others, thereby contributing to the community's growth. ## Not an ambassador but still want to [contribute to GTMA](https://www.gotomarketalliance.com/create-and-contribute/)? Well, good news - you absolutely can! We'd love to hear from you, so please reach out to [our lovely team](https://www.gotomarketalliance.com/meet-the-team/) and we can discuss next steps! Need some inspo? Take a look at some of our [articles](https://www.gotomarketalliance.com/articles/), [podcast episodes](https://alliance.ghost.io/podcasts/?filter=podcast-filter-community-gtma), or [videos](https://youtube.com/@go-to-marketalliance1743?si=4AHhSKU-EKxG2uYV). ### A complete guide to GTM methodologies URL: https://www.gotomarketalliance.com/a-complete-guide-to-gtm-methodologies/ Last updated: 2024-05-08T09:32:51.000Z We all know we are living through a challenging macroeconomic environment; one that is causing net new purchases to stall or grind to a halt in many organizations. Despite the [economic headwinds](https://www.salesenablementcollective.com/is-your-sales-team-ready-for-a-recession/) most businesses are facing, there is one area of investment that remains strategically topical for businesses as they find differentiated ways to add value to their customers, and as they revisit historical thinking on seller behaviors that drive performance. What is this area of investment, you ask? **GTM methodologies**. While many organizations are investing in methodologies, the reality is that the return on investment can be hard to capture. In fact, according to [Forrester](https://www.forrester.com/), only *“40% of revenue leaders surveyed felt that their methodology delivers the value originally expected when it was initially selected.”* Methodologies are a huge time resource and (often) monetary investment for businesses, and this practical guide will help equip you with how to get them right. Read on if you’re interested in deepening your understanding of methodologies and learning how you can maximize the [ROI](https://www.gotomarketalliance.com/redefining-roi-for-b2b-marketers/) that comes from them. [Everything you need to know about Go-to-Market strategyGo-to-Market is the strategy that takes you from the first spark of an idea, to a successful product or feature launch and beyond, to the market success of your product. Put simply, it’s the process of launching a new product.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/GTM_Hub_Meta_.png)](https://www.gotomarketalliance.com/the-go-to-market-hub) ## Overview This article is intended to be a practical guide to all things GTM methodology, and will cover: - What you need to know about the foundations and objectives of a GTM methodology - How to choose the right methodology for your organization (and whether to do this in-house or not) - How to implement your methodology - And last but certainly not least, how to make it stick This article will focus on foundational aspects of a GTM methodology including what is/isn’t, why you need one, and what you should consider as part of your implementation plan to ensure your time, resources, and budget are going to make a lasting impact. [The Go-to-Market Motions PlaybookGo-to-Market isn’t a one size fits all strategy. Done right, it’s dynamic. It’s agile. And most importantly, it’s built to support your long-term business goals. Motions are the building blocks of a GTM strategy that takes you closer to achieving your business objectives with every product cycle.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/03/GTM_Motions_Playbook_2023_Blog_Meta_.png)](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) ## **What is a methodology?** A GTM methodology, simply put, is a framework that outlines the *way* your organization sells and is rooted in what outcomes and experiences your organization and its people will deliver to their customers. According to **Ashton Williams, Director of Enablement at Slack**: > *“A methodology should align the entire revenue org to drive an efficient and effective sales and growth process, while delivering a unified customer experience at every hand off.”* Methodologies have existed for a very long time and are relied upon by organizations to create a singular set of principles and practices that outline how your customer facing teams deliver value to customers. However, the modern concept of value selling is not where methodologies originated. The quick visual below will help to better understand the evolution of methodologies: ![An image depicting the evolution of GTM methodologies, from Feature/Function at Step 1, to Feature/Benefits at Step 2, Solution selling at Step 3, and Value Selling at Step 4. ](https://lh7-us.googleusercontent.com/dSs8yBsCoUdey8J3i_rVoBmjAYUh-rAZ7IqjyDf0Y8SKKhf-oAp3qzo6l-nCOrZj1xLq9K6pRw4G0Mj1xfWvkanblD61-mOciX_Bbed_l9faEck2EMnL6R_MM7P0jeekT_ris5Ok_mtUgs3lJn4PqL0) ## Who is it for? It’s important to consider *who* a methodology is for. Notice how I didn’t call it a *sales* methodology? The first thing to know about a methodology in SaaS is that it should be built for *all* of your [GTM teams](https://www.gotomarketalliance.com/the-roles-and-responsibilities-of-your-go-to-market-team/) to use, not just those responsible for acquisition. In the above visual, it outlines how methodologies have evolved from being used exclusively by Sales, into being used by all of your GTM teams, including marketing. Why? It needs to help **drive standardization** and continuity across the entire customer journey. This means that from teams like marketing, to BDRs, through to your CSM and implementation or support teams should minimally have lite [enablement](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) on the frameworks of your GTM methodology. A methodology will help align what are often disparate, siloed GTM teams. [Who’s in your cross-functional Go-to-Market team?Go-to-Market strategy is a cross-organizational function. From end-to-end, pretty much every single employee in your company will have an impact on your GTM. That’s a lot of people to get working together and speaking the same language.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/02/crossfunctionalteams.jpg)](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/) ## What is it not? A GTM methodology is not a sales process and it is not a qualification framework either. While all three are imperative parts to any [GTM strategy](https://www.gotomarketalliance.com/what-are-the-stages-of-a-go-to-market-strategy/), these concepts have very different definitions and objectives. These terms should not be used interchangeably. A sales process and a qualification framework will feed your GTM methodology but should not be internally perceived as strategies that can mimic or substitute a true GTM methodology. ### **Sales process: defined** A sales process captures each stage that a prospect turned customer will go through to get to the point of adoption and expansion. A sales process outlines a set of steps for internal GTM teams (starting most often with SDR, ending most often with CSM) to execute to move the customer from one stage to the next. Sales processes should include actions and deliverables, as well as enter and exit criteria by stage. When done well, a sales process will be precisely mapped to your [customer journey](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/) to ensure there is connective tissue between what your customer facing teams are doing in the sales process vs what a customer is thinking, feeling and doing at each step in the customer journey. This will allow your organization to ensure that your teams are taking relevant actions in service of what the customer needs through each step of the buying process. [Your guide to customer activationUnderstanding the value of your customer lifecycle is crucial to getting your go-to-market strategy right. As with most things inherent to GTM, your customers’ journeys will look different case by case. Read on to learn about customer activation, best practices, and mistakes to avoid.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/03/1fb4e508-2144-4057-aa7c-83e24663e010.jpg)](https://www.gotomarketalliance.com/guide-to-customer-activation/) ### **Qualification framework: defined** A qualification framework (eg [MEDDIC](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/), PUCCKA, SPICED) function as a strategic checklist that outlines the most fundamental aspects of sales conversion such as pain and impact identification, stakeholder mapping, understanding of decision making and paper processes and mutual action plan - all of which are necessary to move the deal forward. Qualification frameworks help sellers and revenue leadership understand the likelihood of winning the deal, along with any red flags that may be present throughout the sales or expansion cycle. For that reason, qualification frameworks are often consulted as part of deal reviews and forecast calls. According to **VP of Revenue Enablement at Databricks, Nate Vogel:** > *“The difference is that a methodology includes positioning, and if done right, your sales methodology will reinforce your sales process”* ## **Why do you need one?** If your organization is experiencing one or more of the following, it may be time to consider bringing on a methodology, relaunching an existing methodology, or reevaluating whether your current methodology is still the right fit for your organization. The latter point is particularly if your methodology was chosen several years ago, and your business has been through a large amount of change and/or growth: - Stalled or decreased YoY revenue growth - Lack of standardization in your positioning statements from GTM teams - Low customer retention, NPS or CSAT rates - Lack of clarity around how your top performers are successful, or a systematized approach to replicate that success across other individual contributors ## How do you choose the right one for your business? In most modern sales methodologies, you will notice overlapping approaches. We have evolved from feature/ benefit, to solution selling, and are now in the age of value selling. A fundamental tenet of value selling is that sellers must be educated on who their customer is and why their solution is right for them. An equally important element of value selling is a seller's ability to articulate value and cost justification. Generally, methodologies are either implemented with the help of an external vendor (eg Corporate Visions, Challenger, Force Management, Richardson, etc) OR are designed, built and executed in-house with a cross functional team of influential stakeholders, with enablement typically at the helm. In relation to whether the methodology should be built in-house or if external vendors should be leveraged, **Nate** adds: > *“Vendors are great for speed and usually have something that is plug and play. The important thing is to build and execute your methodology with the customer in mind. Ensure in the development and execution stage that customer feedback has been collected and embedded.”* In order to choose which methodology is right for your business, many factors will need to be considered, starting with **budget**. Can you foot the bill should you decide to go external? If this decision is made to roll a methodology with the in-house approach, internal resources also need to be considered. Do you have dedicated resources with the right experience, skill set, and bandwidth? **Ashton’s** advice is to: > *“Weigh the following three things:* > *1\. Do we have alignment on how we sell and how our customers buy?* > *2\. Do we have the right teams to build the inputs? (Enablement, Product Marketing, Revenue Strategy)* > *3\. Do we have the time and the right people?”* ## Steps to implement There are **five core phases** to an implementation plan for a GTM methodology, all of which have many micro steps. In our opinion, these steps are: ### **1) Evaluate and form your perspective on the right methodology for your business** Decide on whether you will go in house or external and what your methodology criteria looks like. If you have decided to use a vendor, you will need to make a business case to your executive team in order to ensure the budget is carved out. In this business case, you should be prepared to divulge your findings after evaluating several vendors that matched your methodology criteria ### **2) Align with key stakeholders** Once you have methodology recommendations, come to the table with a POV but do not make final decisions on your methodology on your own. Involve stakeholders, including your revenue executives, early and often in the process. While it is imperative that you work closely with stakeholders across the revenue organization including operations, systems and product marketing, the most critical stakeholder for you to involve in your methodology launch and reinforcement plan is your front line revenue leaders. A methodology will live or die in large part due to the reinforcement and coaching that revenue leaders are (or are not) providing. It is critical to ensure that they are bought in and are a part of the decision making process, and have a hand in the design of both the launch and reinforcement plans. ### **3) Design, Build, and Prepare for Launch** This stage will be primarily focused on building the methodology content that will be delivered during your methodology launch. The preparation stage should also include a detailed launch plan (if applicable by team, segment and/or region). In addition, this stage may also require a refresh of several necessary revenue assets such as such as [positioning,](https://www.gotomarketalliance.com/what-is-market-positioning/) playbooks, [personas](https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/), ROI calculators etc. As part of the stage, it is critical that success metrics for your initiative are defined, and the cadence by which you will communicate those metrics are set. It is also critical in this stage for the systems work to ensure your methodology is present in your CRM, is underway. Lastly, a great launch plan is only half the battle. You need to spend an equal amount of time on the reinforcement plan. Start defining how you will make this initiative stick by crafting your post launch strategy now. ### **4) Launch your methodology** Once steps 1-3 are done, it’s **go time**. Ensure your sessions are given the right amount of time and are highly interactive. A methodology should not feel conceptual or academic. It should be application based and offer ample opportunity for your revenue teams to apply concepts to deals and customer scenarios that they themselves are facing. When you launch the GTM methodology, you will also want to ensure it is launched in tandem in your CRM. This will demonstrate to your GTM teams how integrated and embedded your methodology is into revenue infrastructure. ### 5) Reinforce your methodology There will be organic and inorganic ways to do this. If the methodology was properly imbedded into the CRM, for example, sellers will organically be reminded of it on a daily basis. Same goes for coaching, if front line leaders are 100% bought in, trained on the methodology, and thoroughly understand how to coach to it, the methodology will be kept top of mind. You should also consider doing a quarterly or bi-annual methodology refresh to show how the methodology has kept up with business changes, and to have your executive leadership team continuously emphasize the importance of the methodology. ## **How to make your GTM methodology stick, summarized** The specifics of this question will be highly dependent on your organization, but a few thoughts below for consideration: - Your organization needs to see your methodology as *the* way to effectively go-to-market. The principles and practices of your methodology should become your organization's language. - Ensure your methodology’s principles and best practises are tied to specific points throughout the customer journey - Methodology content needs to be easily searchable and readily accessible for sellers to revisit - Tech stack integration is critical. Ensure your methodology elements are easily searchable. For CRM integration, you can consider having methodology elements added to enter/ exit criteria between stages in your sales process - Revenue leaders need to be hyper bought into the methodology and constantly and reinforcing it, alongside enablement. - Common reinforcement tactics are: facilitating teach backs, running role plays, listening to exemplar call examples, running formal certification programs. - Revenue leaders should imbed methodology reinforcement into their existing cadence. For example, elements of the methodology should be evident during team activities such as deal reviews, game tape reviews, and forecasting calls ## **Conclusion** While methodologies can be challenging to gain mastery of, they are an incredibly worthwhile pursuit which will result in optimized customer experiences and improved business KPIs such as increased win rates and average deal sizes. > *While methodologies are a large and ongoing undertaking, a GTM methodology is also a requisite for companies to reach their next stage of growth.* Don’t let challenging selling environments sink your team's performance, take hold of your sales organizations success by deepening your investment in, or attention to, your GTM methodology. ### 5 actionable tips to boost your product awareness URL: https://www.gotomarketalliance.com/5-actionable-tips-to-boost-your-product-awareness/ Last updated: 2026-01-08T13:23:37.000Z Developing and launching a new product is nothing short of exciting – your business has put resources and effort into offering customers the best quality, high functionality, and a unique experience. Yet, product launches are rarely trouble-free. And one of the biggest challenges brands face is creating enough traction on the new product. In other words, your business may be struggling to generate public buzz around your fresh launch, making it harder to drive sales and attract new customers. **What can you do to boost your product awareness and make it appealing and desirable to potential customers?** That’s exactly what you’re going to learn in this guide. I’ll tell you about **5 actionable tactics to increase product awareness quickly and effectively.** ## Why is product awareness important? In an ideal world, offering a top-quality product or service would be reason enough to attract customers' interest. Unfortunately, we don’t live in such a world. > **It’s not enough to develop an awesome product – you need to promote it the right way to attract consumers.** And that’s where product awareness comes into play. - **Product awareness is the first stage of the marketing funnel**. Without it, you won’t be able to build a solid customer base; - **Product awareness is closely connected to general brand awareness**. The more people hear about your product, the more interested they will get in your brand as a whole; - **Product awareness boosts** [**your business's competitiveness**](https://www.competitiveintelligencealliance.io/what-is-competitive-positioning/)**. If you achieve it, people are more likely to consistently choose your brand over others**. **Bottom line**: building a product awareness strategy benefits not only one particular launch you have in mind but your business as a whole. ## How to boost product awareness Developing a product awareness strategy is about promoting your product with your target customers in mind. You can go down different roads here – and we suggest you consider one or several of the following tactics: ### Promote your product through multiple channels To bring your new product to the attention of as many potential customers as possible, consider which marketing channels will work best to reach them throughout the buyer’s journey. The main marketing channels include: - **Websites:** Advertise your product on your home page and/or create a unique landing page for it; - **Social media:** Use both paid social media ads and regular posts on your profile; - **Emails:** Launch an email marketing campaign to promote your product – include it in offers, email newsletters, etc.; - **Blogs:** Blogging is another great way to promote your product and tell consumers about its benefits; - **PR:** Involve media outlets in product promotion; - **Podcasting:** Whether you host your own podcast or want to work with other podcasters to promote your product, this is quickly becoming a great marketing channel. - **Notifications and in-app/on-site messages**. > **Pro-tip**: make sure your multi-channel promotion is consistent. No matter which channels you’re using to raise product awareness, your style, tone, and on-brand messaging should be identical and recognizable to customers. **Create messaging that compels action. Clearly articulate your product's value. Capture your market's attention. Get* [***Messaging Certified**](https://certified.productmarketingalliance.com/p/messaging-certified?ref=productmarketingalliance.com)***.** ### Organize a contest for customers One of the most effective ways to boost product awareness is to engage potential customers through a contest. **Organize a contest and reward the winner(s) with your new product.** Advertise the contest through the same marketing channels we mentioned in point 1\. The more people are aware of the event, the more participants—and potential customers**—**you’ll attract, generating extra buzz around the product. - **Make your new product the top prize for the contest winners**. This way, you’ll foster word-of-mouth marketing – the winners will likely boast about their new prize on social media and to people around them, generating more interest in the product. - **Involve elements of user-generated content in the contest**. Encourage the contest participants to spread the news about your initiative online. Better yet, include UGC in the contest rules – ask participants to tag their friends in the comments, share the contest page, etc. It’s a great way to boost the visibility of your product without extra effort on your part. - **Get creative**. Think outside the box when it comes to product launch contests. Ask participants to think of a creative way to describe the product or test it in unusual conditions – whatever you can come up with! Product launch contests with unique concepts have a higher chance to go viral. 'Nutchos giveaway' is a great example of a contest that promotes product awareness. The brand advertises the contest on Instagram, encourages UGC, and involves participants in a creative endeavor. ![](https://lh4.googleusercontent.com/oEfFYQT8M_-VfIWCIS_ZlRbstsk4pKiCVzGNE40RG2SPAz8cTiCSM5GUmeahJCOnicSUI1H8tUV3hNexB7bfUGU462aOxchgf-8t3dQjbC7g4wn4HjJDOguGc6EYn4YcYuD-FreJSCkVzRc8CIb-xQFCX1DiBhvjjSaUFmmdGaFYdYdys27M2Wx3rvlQhg) Nature Eats Instagram post promoting a Nutchos giveaway > **Pro-tip**: you can use special online tools to create and promote your giveaway contests. Contest builders such as[Poptin](https://www.poptin.com/?ref=productmarketingalliance.com),[OptinMonster](https://optinmonster.com/?ref=productmarketingalliance.com), or[Gleam](https://gleam.io/app/competitions?gclid=CjwKCAjwi8iXBhBeEiwAKbUofUyuTDU0rCq7LjCi9oC%5FdAiGBSbSY1mfZC7kgbDqXNehi6n7P6KEMhoCAcYQAvD%5FBwE&ref=productmarketingalliance.com)allow you to create and embed events into your web pages quickly. ### Collaborate with social media influencers If you want to ace product awareness, go to the people who know the art of promotion and reach. And **social media influencers are exactly this type of people.** They’ll help you expand your social media presence and bring your product to new user communities. **Influencers are people whose opinions and reviews matter** – social media users trust influencers more than other sources of recommendations, including close friends. Partner with an influencer who produces content in your niche to leverage that. You can collaborate with influencers in various ways to foster product awareness. The most popular types of product-centered influencer marketing campaigns are: - **Product reviews**. This is the most straightforward and effective type of influencer marketing campaign to boost your product recognition among consumers. Send your product and propose to an influencer to review it in a way that would appeal to their followers; ![](https://lh6.googleusercontent.com/ICPhuQew0Drg7-EwbhUleiMuRGTa7MArABuVoh2w2RxbSNjKC1ia88MuXbRN_TthgfFF9utf838krGtbV8mAR4TCP1LUOikwtYx3k8Mk1iQbyEgUCMjpMAdImXyUd4-afw2FJ_LQ494m9mKBMcQePn8kbA5Epc0ncOJNIZutWBpKufXt10s0M-_t3E3grQ) - **Unboxing videos**. This content genre is very popular with social media users – and it’s an excellent way to show your product to potential customers. Send a sample to an influencer specializing in unboxing videos and they will present it to their viewers; - **Affiliate/partner influencer programs**. An influencer can advertise your product directly on their social media page and earn a commission on the clicks, conversions, and/or sales you score with their help. ![](https://lh4.googleusercontent.com/yAyYQPVsSsW9ekMUFAY0R2D0OpZyGu7G8vbd2MWKPDXWhDbttYfbBIwJJGSHQvCBxC0-Zu6_oQEn1s5akdec1gRwtfBn0xoLeCmByWpls3-1CtGBtCnCLyFdrEFuydsGfWUNhUBluh0XNFB5Bsj333N1nmqrhNjyJuv8ARJxYtAQqPJnAGDClYbwJphNUw) Influencer Rickey Thompson's Instagram post promoting a Ferver product as a #Ferverpartner Of course, you can combine several types of campaigns under one influencer collaboration. > **Pro-tip**: you don’t need to score a major influencer with millions of followers to effectively boost product awareness. In fact, nano- and micro-influencers have higher engagement rates, effectively encouraging their followers to look into your brand and product. They’re more interested in scoring brand partnerships to expand their reach – so it'll be a mutually beneficial collaboration. Besides, **working with smaller-scale influencers is more cost-effective**. Modern influencer marketing tools allow you to accurately calculate the budget for an influencer campaign before you launch it. For example, you can calculate the Instagram collaboration cost for sponsored posts or other types of influencer-generated content. ### Offer pre-order incentives to customers When you launch a new product, you can make sure consumers crave it and look forward to buying it even before the item hits the store shelves. **Incentivize your potential customers by offering unique perks when pre-ordering the new product**. Here are some ideas you can implement: - **Offer a pre-order discount or coupon**; - **Share a limited promo code** along with ordering the new product; - **Offer the new product as part of a product bundle**. This is an especially effective tactic if your brand has a time-tested bestseller. Pair it up with the new item to incentivize more customers to try it out. The ideal option is to collect a mix-and-match bundle – this way, customers will see the immediate need for the new item to complement more familiar products. **Added bonus**: product bundling will help you reduce inventory waste! ![](https://lh5.googleusercontent.com/Lc2WeMbRk4ORaFZUHshlB58JrWzzV_Hp0qXTbRaE7PDFSDFzpQMVoNPcBT-4AGkxRqKGLXwFBZ5yR-cVYyDyTQecgDK27qYVExaCvubwA-esH9i_hwIAjTQzkjfKAEiPNiLlyRTYVNcPmdb8tgum0OjCGeJzRx1g82id-W9oYucBL9yenv7RGuQiPrmcFw) Image from Hawthorne's site promoting a bundle promotion > **Pro-tip**:calls to actionare crucial to the success of your incentivizing offers for the new product. Make sure your CTA game is strong: - **Highlight CTA buttons** with a different font, color, or text size; - **Rely on newsletter templates** to keep your emails consistent; - **Make your CTAs concise and catchy** – 2-4 words is just enough; - **Create a sense of urgency**. Fill your CTAs with signaling words that encourage customers to leverage your offer immediately: buy *NOW*, redeem the offer *TODAY*, etc. The better your CTAs, the more potential customers you’ll convert, as they’ll actually click on your product offer buttons. ### Leverage user-generated content We’ve already briefly mentioned UGC when we talked about product launch contests. But that’s not the only way to take advantage of this type of content to increase product awareness. You can use UGC to boost product trust and motivate consumers to try it out. Reach out to the customers who have already purchased your product and ask them to share their feedback with you. **Target your most loyal customers first** – they’re more likely to leave positive feedback and praise your product. The best types of UGC to request from your customers are: - Product reviews; - Testimonials; - Product photos and videos. **When you’ve accumulated enough material, share this user-generated content on your social media and product web page**. UGC inspires brand trust – it shows your products in a realistic, relatable way to potential customers. To generate additional buzz around the product and boost its visibility, ask your social media followers to post product-related UGC on their personal social media profiles. You can then repost and circulate UGC on your media pages for more exposure. > **Pro-tip**: if you want to kickstart a solid UGC movement behind your new product,**leverage social media hashtags**. Start a hashtag campaign and encourage your customers to post photos and videos of the product along with the unique branded hashtag. It’ll increase the visibility of both the product and your brand in general. Besides, hashtags will make it easier for consumers to look for your content across different platforms. ## To wrap it up… When you launch a new product, **you need a sound product awareness strategy** to make it visible and attractive to potential customers. It’s especially crucial in the early stages of the product launch. Try different product awareness tactics or combine them for better results. **And always keep your target audience in mind!** Choose the most appropriate channels, content types, and marketing campaigns to cater to your core customer demographic. ### The power of stakeholder management: A key to successful product marketing URL: https://www.gotomarketalliance.com/the-power-of-stakeholder-management-a-key-to-successful-product-marketing/ Last updated: 2026-01-08T13:21:30.000Z *Being a product marketer is like being an octopus - we have our hands in everything across the organization.* This analogy was shared at the [Product Marketing Summit in Toronto](https://www.productmarketingalliance.com/pmm-ondemand/) last year — it resonated with me, and of course, led to a unanimous tickle across the room. Using a food-based analogy (because why not?), being a product marketer is like being that one spice that brings the whole dish together. While this is a great position to be in, it does come with the responsibility of constantly representing a vision to different key stakeholders across the organization. Whether it's a big [launch](https://www.gotomarketalliance.com/product-launch-and-land-answering-the-what-why-when-and-how/), long-range planning, or ensuring a cohesive market [positioning](https://www.gotomarketalliance.com/positioning-finding-a-place-for-your-product/), we must work closely and effectively with all [cross-functional teams](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/). While it's essential to align and work seamlessly with these teams, a less acknowledged skill is the ability to work with the [leadership of these cross-functional teams](https://www.gotomarketalliance.com/the-roles-and-responsibilities-of-your-go-to-market-team/). Teams within an organization have different goals and responsibilities, which are reflected in the key performance indicators (KPIs) they track. Sales teams focus on pipeline, revenue, and close rate. Product teams focus on product adoption, usage, and user feedback. Customer success teams focus on [customer retention](https://www.gotomarketalliance.com/how-to-calculate-your-customer-retention-rate-and-increase-it/) and renewal rates. Marketing teams focus on engagement rates, brand awareness, and demand generation. Thus, product marketers must build soft skills that'll allow them to navigate different perspectives and priorities, align teams, and drive them toward the organization's shared objectives. ## What is stakeholder management and why is it important? > "Stakeholder management is the process of engaging with and influencing stakeholders to achieve the desired outcome." > **Jeff Bezos, CEO of Amazon** As a product marketer, it is essential to be the champion for your product positioning, articulating the value it adds, how it compares to [competitors](https://www.gotomarketalliance.com/how-competitive-intelligence-can-improve-your-go-to-market-strategy/), and most importantly, how it fits within the broader context of business objectives. Many product marketing jobs frequently stress the need for strong relationship-building skills, emphasizing the significance of this skill in successfully fulfilling the role. Thus, stakeholder management is an integral aspect of a product marketer's role that requires a combination of strategic thinking and effective leadership to ensure successful product launch and adoption. ## Timing is key for building this essential skill Building a strong foundation in stakeholder management should be a priority from the start of your product marketing journey. It's not something that can be ignored or left as an afterthought. It's a skill that takes years to build and master, but it should be an integral part of your foundation as you start your career in product marketing. > “A great PMM is able to: 1) lead and inspire without formal authority, 2) tell stories that build identity and community, and 3) operate at every level of thinking from strategy to implementation.” > **Alex McDonnell, Marketing Intelligence Lead at Airtable** Don't wait until it's too late to start thinking about building this skill- it's essential for your growth and success in the field. Make it a priority as a product marketer from the start of your journey. ## How to build this skill: A guide for early career professionals ### 1\. Invest in cross-functional relationships early on Early on in your career, you might not necessarily be present in strategic meetings with the cross-functional leadership and this can seem daunting, but don't let that stop you from developing key skills like stakeholder management. To develop relationships in your organization, look outside of the boundaries of your team and portfolio to spark collaborative opportunities that will benefit everyone involved - network with other departments such as Sales, Customer Success, and Marketing to gain knowledge of other products and portfolios within the company. This will not only help you stay informed but also lead to identifying cross-functional collaboration opportunities that can benefit your portfolio. You may even be able to pick up tips on leadership or gain insights into business best practices that could help you take your product and career to the next level. Networking with individuals is crucial as it can open doors to attending high-level meetings where critical decisions are made or discussed. By building connections, you'll have the chance to contribute your ideas and insights, which can play a crucial role in driving progress and resolving challenges. ### 2\. Knowledge is power When it comes to making urgent or strategic decisions that impact multiple teams, there is no substitute for knowledge. Executive leaders often have their hands full, so for a major decision such as launching a product or service it is important to make sure the presentation contains succinct and compelling points. Having access to all the necessary data, being able to analyze it, and presenting it clearly and concisely can help the leadership team make informed decisions quickly and efficiently. > "Product marketers are information sponges in an organization. Never be afraid to surface this information and share it - you’ll be surprised that some of the knowledge you take for granted can be a pivotal insight for decision-making.” > **Kevin Chan, People Manager, Product Marketing at Hootsuite** ### 3\. Data is your friend Making strategic business decisions requires data that is current, precise, and reliable. Working with data can be a daunting job; assembling complex information, verifying the accuracy, and making sure everyone is on the same page about interpretations are all time-consuming and demanding tasks. Having strong relationships with your colleagues can be incredibly beneficial when deadlines are looming and you need to quickly gather data. Even if there isn't a dedicated analyst in the company, having an understanding of who is playing those roles makes it much easier to put together pieces from all around the organization - it's like gathering pieces from all corners of your organization until they form one useful picture. With the fundamentals taken care of, my team and I have employed a tried-and-tested template to steer key strategic initiatives forward without interruption in our ambitious product launch timeline. Our secret? We place equal importance on both pressing deadlines as well as insight-led plans, allowing us to hone in on objectives more efficiently and quickly reach tangible outcomes. With this innovative strategy, we've noticed a considerable increase in the success rate of our product launches time and time again. #### Present the worldview With so much data and business outcomes to consider, decisions can be difficult. We use smart strategies designed not just to provide executive leadership with the facts they need - but also to take into account potential challenges that could affect our final outcome. We gathered the pros and cons of each option to gain a full understanding of all possible impacts on the chosen path forward, giving ourselves clarity when deciding what is best for future success. #### Don’t go empty-handed As experts on your product and its launch, you should go into the presentation armed not just with the facts and research you conducted, but also proposals for solutions or potential outcomes. Support these proposals with concrete historical data from reliable sources so leadership can make an informed decision. It's even better if your suggestion takes into consideration other departments that will be impacted by the decision as well - this shows that you've done your homework and are ready to provide practical solutions. #### Plan for associated risks With any product launch or a new feature, there is always the risk of unknowns - from how user experiences will be affected to brand sentiment to financial business outcomes. Before a decision is made, it is important to consider and present potential risks and create a plan that effectively addresses them. Write down what those potential high risks could be and devise an actionable solution. #### Precision Adding an appendix to your presentations can be extremely beneficial in securing feedback on any project. Not only does it save time by allowing the person you are presenting to quickly locate all of the supplementary information, but also avoids any confusion that may occur when seeking clarity. We recently tried this method in a presentation and the feedback we received was very positive; our audience did not even need to search outside of the document because everything they needed was clearly displayed in our appendix. This resulted not only in a smoother process but also allowed us to avoid any lengthy delays as approval came swiftly. When preparing your next presentation, always consider adding an appendix to make sure that all of the pertinent information is easily accessible. ## To sum up Mastering the art of managing stakeholders is an important skill for product marketing leaders. The keys to unlocking the power of this skill lie in incorporating soft skills like active listening, understanding empathy, and humility when dealing with stakeholders. Try to include your stakeholders earlier in a process as they can be invaluable assets throughout. While successful product marketers tend to have all the answers, recognizing personal limitations and knowing when it’s time to seek help from others can often be far more beneficial. Remembering this fact will only increase your effectiveness and give you more confidence as a leader. ### Cloud co-selling: A strategic approach to marketplace and ecosystem success URL: https://www.gotomarketalliance.com/cloud-co-selling-a-strategic-approach-to-marketplace-and-ecosystem-success/ Last updated: 2025-04-30T18:14:32.000Z *This article is based on a presentation given by* [*Eyal Worthalter*](https://www.linkedin.com/in/eyalworth/) *at #GTM23 in San Diego. As a GTM Blueprint member, you can enjoy the complete recording* [*here*](https://www.productmarketingalliance.com/product-marketing-trailblazers-2023/?wchannelid=ijyqgg4s0v&wmediaid=jw30b3asl2)*. For more exclusive content, head over to your* [*membership dashboard*](https://www.gotomarketalliance.com/gtm-blueprint-dashboard/)*.* *Since giving this presentation, Eyal has taken on a new role as Vice President of Sales at Vicarius. Congratulations, Eyal! 🎉* --- Is [outbound sales](https://www.saasalliance.io/yurii-veremchuk-saas-interview/) dead? It's a question I've grappled with for years. Let me tell you why. I work at Utimaco, a cybersecurity vendor. When I built our sales organization from the ground up, it went really well – at first. We quickly doubled the size of the business, but then I hit a wall trying to [sell to enterprises](https://www.productmarketingalliance.com/how-to-grow-your-product-marketing-team-for-enterprise-cross-selling/). Nothing worked – not [sales technology](https://www.salesenablementcollective.com/sales-technology-hub/), not [email engagement](https://www.gotomarketalliance.com/email-that-captivates-and-converts/), nothing! That's when I started wondering if the outbound motion was dying, at least for enterprise cybersecurity sales. It made me worry about my career as a sales leader. Then we were purchased by new shareholders. After a successful exit, we re-evaluated our [go-to-market](https://www.gotomarketalliance.com/the-go-to-market-hub/) approach. I handed off responsibility for direct sales and started building a new [cloud go-to-market strategy](https://www.gotomarketalliance.com/cloud-marketplace-gtm-7-lessons-from-the-trenches/), determined to try something different. We decided to [build an ecosystem through partnerships](https://www.gotomarketalliance.com/ecosystem-go-to-market-vs-partnership-go-to-market/), inspired by companies like [Lego](https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/how-do-companies-create-value-from-digital-ecosystems) that grew tremendously thanks to partnerships with major brands like Disney and Nintendo. Given our focus on encryption and key management, we couldn't be the central ecosystem – but we could participate as partners in the larger cloud ecosystem. We chose AWS and Microsoft as our main partners and decided to start by listing our products on their marketplaces. But now we faced a fresh challenge – how could we stand out from their thousands of other partners? It was a lot of work, but we cracked the code. As of today, we’ve pulled in about $2 million in revenue thanks to our cloud marketplace partnerships – and I’m here to show you how. ## The benefits of B2B cloud marketplaces B2B marketplaces are fast gaining traction due to a few main benefits: 1. **They increase efficiency in the sales process.** 2. **They allow buyers to buy more confidently** because there are user reviews and ways to validate that the software they're buying actually works. 3. **They allow buyers to spend smarter**, using budgets they've already had approved. But what's in it for software vendors? There are four main things I want to call your attention to: 1. **It's really easy to sell through the marketplace** – you just add your listing and you’re good to go. 2. **They can drastically increase your sales velocity** by cutting out lengthy procurement processes. Rather than having to onboard you as a vendor and establish a master services agreement, buyers can go directly through Microsoft, using their terms and conditions. Selling through the marketplace cut our sales process from 13 weeks to just three weeks. 3. **You can tap into buyers’ pre-approved budgets** – Budgets are limited right now, so CFOs are examining potential purchases with a magnifying glass. If you’re selling in a cloud marketplace, you can get around that scrutiny because buyers will be using part of the budget that’s already been allocated to Microsoft, AWS, or Google Cloud. 4. **It helps you gain recognition and drive more revenue.** The aim of selling your product through a cloud marketplace shouldn’t be just to pick up a few more leads; the real goal is to amplify your positioning – and with the right strategy, you can do just that. In essence, marketplaces allow both buyers and sellers to do more with less – something that shareholders, boards, and executive teams are pushing us to do. ## Cloud co-selling: The payoff We went from zero marketplace listings to three in a few months. We immediately got the Microsoft partnership team to give us some marketing development funds. They did a co-branded brochure with us on Microsoft Security. They even put some ad spend behind it and did a solution overview video – an interview talking about our solution and how it works with their suite of products. We were starting to get a few leads here and there, but not tons. People started asking questions internally – we’d put a lot of time and effort into launching on cloud marketplaces, but we weren’t yet seeing a huge payoff in terms of the number of leads. Then, slowly, we began to see the fruits of our labor. Microsoft sellers started to notice the content and collateral we made with them. Then they started pointing it out to their customers and bringing us into sales conversations. Suddenly, we were talking to major companies we hadn’t been able to reach before. A Microsoft Account Manager set up a meeting with a Fortune 500 company. When we won that deal, word started to spread among Microsoft sellers. _This post is for paying subscribers only._ ### The role of value propositions in Go-To-Market success URL: https://www.gotomarketalliance.com/the-role-of-value-propositions-in-go-to-market-success/ Last updated: 2024-04-26T14:00:57.000Z Creating a clear, concise, and compelling value proposition is perhaps *the most critical component* of your [go-to-market strategy](https://www.gotomarketalliance.com/ultimate-guide-to-building-a-gtm-strategy/). Yet, it's often treated as an afterthought. Without a well-developed value proposition, your marketing materials and [product messaging](https://www.gotomarketalliance.com/what-is-product-messaging/) risk contradicting each other or failing to hit the target audience's needs. This can seriously slow turnover recruitment and negatively impact [product-market fit](https://www.gotomarketalliance.com/defining-and-measuring-product-market-fit/). In contrast, a clearly articulated value proposition provides strategic direction for all go-to-market initiatives. In this post, we’ll discuss why nailing your unique value proposition (UVP) should come before all other aspects of product launch planning. I'll also share frameworks to help define and convey value and provide examples of best-in-class value propositions from today's top companies. [The Go-to-Market Motions PlaybookGo-to-Market isn’t a one size fits all strategy. Done right, it’s dynamic. It’s agile. And most importantly, it’s built to support your long-term business goals. Motions are the building blocks of a GTM strategy that takes you closer to achieving your business objectives with every product cycle.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/03/GTM_Motions_Playbook_2023_Blog_Meta_.png)](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) ## **Why your value proposition matters** What do Nike, Apple and Netflix all have in common? Sure, they’re all incredibly strong brands known for great products. But they’ve also nailed articulating the core value they provide. Let’s start by clarifying what a value proposition actually is: > *It’s a statement that clearly communicates the key benefits a customer gets from your product or service - formatted to align with their needs and convey why you're distinctly better than alternatives.* While branding builds an emotional connection over time through experiences, a value proposition makes a rational appeal that prompts a customer to engage right from the initial contact. Getting this wrong can seriously damage your business’s ability to acquire and [onboard the right customers](https://www.gotomarketalliance.com/why-you-need-to-nail-your-customer-onboarding-process-and-how-to-do-it/). Fixing it after launch often requires redoing everything tied to a weak value proposition - from messaging and positioning to pricing and features. So, establish the value proposition first, whether you're creating marketing materials, crafting a startup pitch deck, or mapping pricing tiers. ## **Frameworks to define And communicate value** While coming up with a compelling value proposition can seem tricky, several proven frameworks make this process more manageable. Here are two I’d suggest applying early on: ### [**Jobs-To-Be-Done**](https://www.productmarketingalliance.com/enriching-personas-with-jobs-to-be-done/) **Framework** Clayton Christensen pioneered the Jobs-To-Be-Done framework to shift focus from product attributes to the underlying jobs customers aim to get done. Here are some steps to apply it: - **Job** \- Identify the functional, social, and emotional jobs customers need to get done - **Obstacles** \- Call out difficulties and barriers getting in the way of making progress on those jobs - **Success** \- Define what success looks like for customers as they aim to make progress. Articulating these jobs-related elements in relation to your product is key. You’re selling outcomes, not attributes! For example, here’s an example ‘Jobs-To-Be-Done’ summary for Slack: > *Slack helps modern teams communicate and collaborate more efficiently by providing a user-friendly platform to access messages, tools, and files anytime, anywhere – eliminating the hassle of email clutter and fragmentation across multiple tools.* ### **Value Proposition Canvas** The Value Proposition Canvas by Alex Osterwalder is another strategic framework to map product value. Follow these steps: - [Customer Profile](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/) \- Map target customer segments and underserved needs - Value Map - Call out products and services that address those needs and provide value - Fit - Evaluate the fit between the value map and the customer profile [The role of customer personas in a winning GTM strategyIf you hope to sell your product, you need to intimately understand your target customer and market. That’s where personas come in. In this article, we’ll explore why personas matter for GTM and how to leverage them for success.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceAmelia Wilson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/01/Screenshot-2024-01-02-at-09.12.53.png)](https://www.gotomarketalliance.com/the-role-of-customer-personas-in-a-winning-gtm-strategy/) Visually mapping the connections between target customers and the areas where you uniquely deliver value is extremely helpful. This forces you to make those value-driven appeal points explicit - rather than assuming what a customer may inherently understand. Essentially, this framework provides a systematic way for you to convey a clear value prop that cuts through the noise. ### **Aligning value and positioning to product-market fit** With frameworks clarifying the core value delivered, integrating this into a positioning statement is the next step. A value proposition blends into an effective positioning statement like this one from Nest: > *“Nest Learning Thermostat is an intelligent home thermostat that learns your habits to optimize heating and cooling.”* Note how it calls outs: - Product - Nest Learning Thermostat - Category - intelligent home thermostat - Key benefit - learns your habits to optimize heating and cooling Getting your [positioning](https://www.gotomarketalliance.com/positioning-finding-a-place-for-your-product/) right means finding that sweet spot intersecting product capabilities and target market needs. Constantly testing whether you’ve achieved product-market fit early on minimizes the risk of making significant pivots after scaling your go-to-market efforts. ## **Crafting compelling value proposition statements** With frameworks setting you up and positioning defined, it’s time to compose value proposition statements that guide all downstream messaging and content. Here are five proven tips for crafting high-converting value propositions: ### **1\. Lead with the most relevant value** Prioritize leading with the #1 benefit that matters most to customers - rather than trying to cram every advantage in one statement. HubSpot nails this in their simple but compelling positioning statement: > *“HubSpot CRM helps growing companies organize, track, and grow their pipeline with free CRM.”* Notice what they don’t say here. No mention of specific features like email integration, contact management, reporting dashboards, and so on. While important, none of those details connect as strongly with their mid-market target customers as “free CRM” does up front. [The Go-to-Market Tools of ChoiceWe’ve all experienced that all-too-familiar feeling of having to choose. And the process of sifting through countless options and comparing features, prices, and reviews to find the perfect tool for our teams is no different. But that’s where the Tools of Choice report comes in.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/02/GTM_Tools_of_Choice_Report_2024_Blog.png)](https://www.gotomarketalliance.com/the-go-to-market-tools-of-choice/) ### **2\. Speak directly to the customer** Use "you" focused language in value proposition statements whenever possible. While obvious, this customer-centric approach is still commonly overlooked by founders and marketers alike. This value proposition from Evernote gets it right: > "Evernote helps you capture and prioritize ideas, projects, and experiences so you can stay focused and accomplish more." The customer doesn't care about the intricate details of your product's architecture or algorithms. They care about how you will make their life noticeably better, easier, and more productive. [What are customer needs? 5 steps to meet themGiving customers what they want and need is an essential part of product marketing. Check out our insights on how to identify and act upon customer needs.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/07/jon-tyson-vVSleEYPSGY-unsplash.jpg)](https://www.gotomarketalliance.com/what-are-customer-needs-5-steps-to-meet-them/) Customer-centric language that speaks directly to the user helps reinforce this critical point. Positioning the value in a "you-focused" way ensures the proposition is framed by the customer's perspective and desires, rather than the company's internal view. ### **3\. Quantify value when possible** While sometimes difficult early on, adding quantified details reinforces the value delivered. Numbers act as “proof points” that what you claim in the value proposition adds up. Below is an example from Moz: > *“Moz Local helps brick-and-mortar businesses manage online listings and reputation across the web - resulting in a 20% higher click-through rate on average.”* Notice how the 20% higher CTR claim quantifies the expected improvement. Citing specific metrics and data points makes the value proposition more credible and tangible. Quantifying the impact puts a stake in the ground rather than making vague promises, demonstrating you can deliver measurable results. ### **4\. Differentiate from alternatives** Calling out how you differentiate from competitors strengthens the positioning statement. As in, highlighting your unique advantages makes it crystal clear why customers should make the switch. For example, here is how Spotify subtly sets up its value proposition versus alternatives: > *“Spotify offers an unmatched music experience with a freemium model that allows free and unlimited skips—unlike Apple Music or Pandora.”* This example is brilliant because it doesn't just state a feature difference but ties it directly to Spotify's superior user experience. By laser-focusing on this specific point of differentiation, Spotify communicates volumes about being the most user-friendly, flexible streaming service. ### **5\. Keep it concise** Resist cramming every feature or capability into one value proposition statement. Being concise improves clarity. Uber’s to-the-point value proposition exemplifies brevity done right: > *“Uber provides reliable rides in minutes across over 10,000 cities globally.”* Notice no mention of specific car types, price estimates, driver profiles, safety, payments and other details. Just the two factors that matter most to riders - reliability and availability where and when needed. ## **Examples of best-in-class value propositions** To pull all this together, let's look at a few real-world examples of stellar value propositions across software, consumer and other verticals: > **Slack** *\- Slack brings all your communication together in one place. It's real-time messaging, archiving and search for modern teams.* > **Square** *\- Square helps businesses manage payments, inventory, locations, employees, and more – all in one integrated system.* > **Red Bull** *\- Red Bull gives you wings, energizing body and mind.* > **Amazon Prime** *\- Amazon Prime guarantees fast, free delivery on over 100 million products along with unlimited streaming of movies and TV shows.* > **GoPro** *\- GoPro enables people to self-capture immersive, engaging footage of life’s most enjoyable moments.* > **Salesforce** *\- Salesforce provides cloud customer relationship management (CRM) solutions to help companies connect with current customers and find new ones.* What makes these examples stand out is how they immediately communicate clearly who each brand is for and the core value they provide better than alternatives. This then serves as the foundation for all downstream go-to-market planning - from branding guidelines to pricing models and more. ## **Go forth and craft compelling value propositions!** I hope this post has reinforced why clearly defining and articulating your product's unique value proposition is a prerequisite for effectively marketing your solution. Rushing into flashy marketing campaigns or complex pricing tier configurations without an ironclad value proposition risks major misalignment later on. Instead, leverage frameworks like the ones we covered (Jobs-to-be-Done and the Value Proposition Canvas) upfront in strategic planning. Evaluate product-market fit continuously before finalizing positioning. And craft value proposition statements that speak directly to what your ideal customer cares most about. Then, pour that value proposition thinking into everything from your pitch deck to pricing pages and ad campaigns. This will ensure complete alignment on the why behind your solution. And ultimately pinpoint the right customers to build long-term relationships with rather than short-term transactions. ### Why your customer success and product teams need to communicate to elevate the customer experience URL: https://www.gotomarketalliance.com/why-your-customer-success-and-product-teams-need-to-effectively-communicate-to-elevate-the-customer-experience/ Last updated: 2024-04-25T15:06:40.000Z The symbiotic relationship between customer success and product management teams is not just a "nice-to-have". It's a necessity. **Visibility** is the cornerstone of this relationship. Both teams need to have a clear line of sight into each other's activities, roadmaps, and [customer feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/). This not only ensures that everyone is on the same page but also empowers CSMs to have more productive and informed conversations with customers. **Communication** is the lifeblood that keeps this relationship thriving. Whether it's sharing customer feedback, updating each other on new features, or discussing the "why" behind customer needs, open and frequent communication is essential. Tools and processes can facilitate this, but the real magic happens when there's a culture of collaboration. Fundamentally, your product team wants to know one simple thing: “What are our customers saying about *our* product?” They want to know if they can implement these changes to keep them happy. Are these amendments feasible? Keep reading to understand: - The importance of visibility, - How to deliver customer feedback to the product team, - How product can keep customer success updated, - Communicating product updates *back* to customers, and - The importance of communicating the “why”. ## Visibility There’s a risk of not being customer-facing that the product team can feel disconnected on a day-to-day basis. After all, [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) are in a unique position with their ear to customer behavior and feedback. Helping your product team feel that connection is transformative. For instance, without that visibility to the customer activity, behavior and feedback, how can product teams drive their roadmap? From a tool perspective, product should have visibility into the customer base and the use cases. And the other side of the coin is that customer success should have visibility into the roadmap and the timeline so that they can communicate that back to customers, and not feel disconnected from what's happening and what's on the horizon. When CS has that visibility into the roadmap they're better equipped to have really productive conversations with customers. Don’t just say, “Hey, let me get back to you. Let me ask product…” Instead, having the ability to pull that information up in front of you on a call can be integral to the success of that relationship with the customer. Plus it showcases your internal alignment, building empathy, trust and confidence. Communication is paramount. With access to that roadmap, customer success can communicate to our customers better. We can tell them what's going on, especially when they have feedback. Should your customer say, “Hey, I'm really interested in seeing this feature” or, “Have you thought about implementing \[X\]...” having the ability for them to see that live on a call is awesome. The other thing is the ability for CS to give feedback. CSMs will have access to whatever tool necessary to log customer feedback straight away and assign a level of priority to it, which should then be communicated with the product team. ## How does a CSM communicate customer feedback with a product team? Typically, product teams use a product management tool like Kanban, which is separate from the CRM used by customer success and support. The product team should have access to CRM in order to track customer information. Likewise, customer success should have access to whatever tool the product team’s using to track their feature sets or enhancement requests in. This way, the Customer Success Manager can log these requests, give priority, and feedback use cases. Ultimately, this transparency and collaboration across platforms help communicate the “why” behind feature requests to the product team. I don't know of any CRM that incorporates the chance for good product feedback, but there might be software solutions now that allow integrations between the two. What would be even better would be if you could log into one system, and go to the next. This would be an interesting task for a CS Ops role. ## Product team giving customer success updates While a huge part of the [feedback loop](https://www.customersuccesscollective.com/how-to-manage-the-feedback-loop/) and communication is customer success feeding back customer insights and use cases, collaboration is a two-way street. In order for customer success teams to be as transparent as possible with the customer, they need to know what’s going on with the product roadmap. In my experience of working in customer success, I've handled this in a few different ways, depending on what company I was at. Typically, most companies do an all-hands readout, which allows the product team the opportunity to disseminate what's going on with the product to the whole company. To me, this level of transparency is critical in eliminating unnecessary roadblocks caused by miscommunication and lack of knowledge. When you allow other departments into your product hub, allow them to understand its roadmap, you’re not only showing what the product does, you’re allowing them to peer behind the veil and understand what it *will* do. Arming all departments with product updates, specifically educating the company on new features and their release dates, inspires proactivity and unity. After all, as CSMs, we *should* also be advocating for the product as well. In some companies I’ve worked at, we’ve put on internal “demo office hours” where the CSM can demonstrate the usages of a product and ask questions to a Product Manager. The benefits of establishing routine, one-on-one contact is exceptional. You can directly bring feedback to them in a live, in real-time capacity and say, “Hey, is this something already in the works? Or should I add it in as feedback or an enhancement request?” Having open office hours between the two departments cements the partnership and sets the foundations for productive collaboration. I’ve always been a massive advocate for jumping on a call with someone to avoid the inefficiency of emailing back and forth. ### Hygiene of information While you’re optimizing your collaboration processes between product and customer success, you should never overlook the hygiene of the information that you rely on. Keeping your customer information clean is of paramount importance for both product and CS teams. The buck doesn’t stop there. You also need to ensure your overall timeline of any new product features and updates is being communicated clearly. For example, imagine you’ve got a big feature request and now it's been pushed back two quarters. **50%** of customers are waiting for this new feature. This is something customer success *needs* to know about, so we can communicate it to the customer, keep them informed, and show internal alignment. In the past, I’ve had success with communicating this information to customers via newsletters, highlighting product updates and upcoming releases. Needless to say, gathering that feedback from product is really important. To be quite transparent, at the end of the day, the updates are nearly always communicated from customer success, therefore, it's customer success who'll receive backlash if there’s any disappointment or negative feedback due to a lack of communication. ## Communicating product updates to customers Product feedback is a loop between customer success, product and the customer. I cannot stress the importance of over-communication – any update is better than no update. Even if you’re simply repeating a previous update, even if you’re just saying, “Sorry, I don't have any update for you at this current moment, but we're still working on it and it's a priority…” you’re demonstrating clarity, professionalism and transparency, which will foster trust and heighten the customer experience. Ensuring that your product team is communicating so CS can appropriately set expectations with the customer isn’t just important, it’s make or break! When done properly, the customer will appreciate that even if it's a frustrating moment for them, they’ll know that the company is working on that. How? Because that’s the communication we’re sending out. I think this goes a long way and shows that we're invested in the partnership. If we can provide a workaround or even a hotfix, while in work time, that's always ideal. But as you’ll well know, often a quick fix simply isn’t feasible. It’s hard, and not the result the customer wants, but through over-communication, you’ll transform their experience. No one ever likes feeling left in the dark. When left without answers, customers can start to formulate their own assessment of the situation and, dissatisfied with the service provided, they might look for another vendor. When companies do this well, by keeping open channels of communication and advocating visibility, it really has a high impact on topline customer success key performance indicators (KPIs) like customer satisfaction score (CSAT) and net promoter score (NPS). To begin with, it might seem trivial and feel like a lot of upfront work to get these processes up and running, but they have such a long-term positive effect on your customer base and retention rate. ## Communicate the “why” The last thing I'll add is that sometimes product teams can feel overwhelmed. This won’t come as a surprise to most; there's *a lot* going on. Communicating the “why” for anything and how it impacts customers is vital to the longevity and success of this cross-functional relationship. The reason behind the request, not only adds color to the information, it drives the product roadmap and the product team’s day-to-day priorities. So making sure we're not just saying, “This customer wants this…” but instead *why* do they want it? What are they doing with it? What's the impact on our business? How big is this? Is it an upcoming renewal? Giving them as much information up front drives a positive partnership between the two teams. ## Let’s wrap things up! The alignment of customer success and product teams is not just beneficial but crucial for a business aiming for high customer satisfaction and retention rates. It's not merely about sharing information but about building a partnership that's rooted in mutual understanding and a shared vision for customer happiness. By investing in this relationship, companies not only enhance their customer experience but also set the stage for long-term success, positively impacting KPIs like CSAT and NPS. So, if you haven't already, now is the time to break down those silos and build bridges between your CS and product teams. Your customers – and your bottom line – will thank you. ### Why you need to nail your customer onboarding process (and how to do it!) URL: https://www.gotomarketalliance.com/why-you-need-to-nail-your-customer-onboarding-process-and-how-to-do-it/ Last updated: 2024-04-24T17:18:14.000Z # **Why you need to nail your customer onboarding process** Customer onboarding is one of the most crucial aspects of your [Go-to-Market strategy ](https://www.gotomarketalliance.com/the-go-to-market-hub/)post-launch, but the process starts far earlier than you may think. Starting early and taking a [cross-functional approach](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) to your customer onboarding could be the most significant difference between a product that succeeds in the market for a prolonged period of time and a product that falls off the face of the industry within weeks of launching. Today, we’ll be taking you through: - [What a customer onboarding strategy looks like,](https://www.gotomarketalliance.com/p/eff900b6-624b-4510-9704-dd66a6b0f3c7/#what-does-a-customer-onboarding-strategy-look-like) - [How to build a customer onboarding strategy, and](https://www.gotomarketalliance.com/p/eff900b6-624b-4510-9704-dd66a6b0f3c7/#how-to-build-a-customer-onboarding-strategy) - [What value does customer onboarding bring to your Go-to-Market strategy?](https://www.gotomarketalliance.com/p/eff900b6-624b-4510-9704-dd66a6b0f3c7/#what-value-does-customer-onboarding-bring-to-your-go-to-market-strategy) Let’s get into it. 👇 ## **What does a customer onboarding strategy look like?** Customer onboarding teaches your customers and users how to make the most out of your product. It turns a sale into the customer’s product adoption, significantly mitigating [customer churn](https://www.gotomarketalliance.com/what-is-customer-churn-how-to-calculate-and-fix-it/). Not understanding how to use a product or how it brings value to the customer is the leading reason for churn, so it’s super important to educate your users on the benefits a product will bring them. [Your guide to customer activationUnderstanding the value of your customer lifecycle is crucial to getting your go-to-market strategy right. As with most things inherent to GTM, your customers’ journeys will look different case by case. Read on to learn about customer activation, best practices, and mistakes to avoid.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/03/1fb4e508-2144-4057-aa7c-83e24663e010.jpg)](https://www.gotomarketalliance.com/guide-to-customer-activation/) Onboarding processes can take the form of step-by-step tutorials, video tours of a product, setup wizards, or info pop-ups that appear when a customer uses a new part of your product for the first time. ### **1\. Give your customers a proper introduction** Imagine you’re playing a new video game for the first time. When you first start, you won’t automatically know which controls do what, what your objectives are, how to improve your character in the game, or how you’ll win. Without instructions, you’ll give up fairly early and return to what’s familiar. The customer onboarding process is very similar. If you’re introducing a customer to a new product, they probably won’t know where to start. So, just as you’d expect in a video game, the first step is a welcome message to introduce the customer to the product. This should be followed by a walk-through of the product, where they can explore the features available and practice using them so they can feel comfortable doing so on their own. ### **2\. Walk customers through more complex features** Unlike a video game, you probably won’t teach them ‘press X to use your weapon’, but the basic premise is the same. As time goes on, you can take them through more complex features and build on their knowledge. Point is, customer onboarding is a journey. You’ll want to have resources available to customers at any stage. And you also need to consider that users will want to learn more over time or train other team members. A good way around this is to have a knowledge base on your site that users can refer back to as and when they need it. This empowers your customers to educate themselves, which they may prefer further down the line. ### **3\. Celebrate customer milestones** And finally, you’ll want to celebrate customer milestones. When they learn how to use a new feature or complete a significant task, congratulate them. This can be with a pop-up message, an Asana-style rainbow unicorn zooming across the screen, or the classic XP boost. However, there’s a lot more to your customer onboarding strategy than the format in which information is shared with them. A high-quality customer onboarding strategy requires time, research, and dedication. ## **How to build a customer onboarding strategy** Customer onboarding is all about making sure your customer is happy and confident using your product, but your strategy goes far beyond the actual teaching process. You need to be tactile about knowing what your customers want, how to deliver, and how to keep them coming back to your products. You achieve this by creating a solid relationship with your customers. Your strategy needs to start early so that you’re ready to pick up where sales have left off. Before you interact with your customers, there’s a lot of prep to do because you need to make an impression. Every customer interaction needs to feel unique and valuable to that customer, or you’ll struggle to generate loyalty to your products. So, let’s break down the steps to creating a customer onboarding strategy that’ll keep them coming back: 1. Your first step should be to really understand your [customer personas](https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/). For each customer, you should know what problem they’re looking to solve with your product, what their pain points are, and what they want to achieve through the use of your product. 2. You’ll also want to set realistic expectations for the customer of what the product can do and where you’re still ironing out the kinks. This is to mitigate disappointment or frustration if you hit bumps in the road. 3. Write a plan for the training, how you expect it to go, and what the customer should get from it. By sharing this with customers at the start, you can ensure everyone is on the same page and has clarity on what they want to achieve. 4. Always aim to build customer loyalty. If you’ve proven yourself honest and able to recognize flaws, your customers are more likely to find you reliable and want to continue partnering with you. [The role of customer personas in a winning GTM strategyIf you hope to sell your product, you need to intimately understand your target customer and market. That’s where personas come in. In this article, we’ll explore why personas matter for GTM and how to leverage them for success.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceAmelia Wilson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/01/Screenshot-2024-01-02-at-09.12.53.png)](https://www.gotomarketalliance.com/the-role-of-customer-personas-in-a-winning-gtm-strategy/) Once you’ve got the strategy down, consider these tips for onboarding best practices: - Keep up regular communication with customers. Set a frequency for how often you contact them and stick to it. That way, you can keep your customers engaged and identify and resolve problems early. - Orientate your goals around your customers. The customer journey and experience should always be the priority, and any other objectives should be derived from that. - Measure your success. If you want to improve, you need to know what you’re doing well and where you’re falling short. The best way to do this is by establishing a customer feedback loop and reviewing your practices. - Use software like Asana or Jira to create an onboarding tasks template you can repeat each time you restart the process and ensure nothing gets missed. ### **Cross-functional customer onboarding strategies** [Cross-functional](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/) working transforms customer onboarding from a process to a strategy. This is key to Go-to-Market as a whole, but it makes a real difference in maintaining and growing your customer base. The marketing and sales processes should be used to gather data about your buyers. These teams can find out why customers are interested in your products, how they want to use them, and what they want to get out of them. You can also spot concerns early and use the onboarding process to resolve them. [How can sales enablement improve your Go-to-Market strategy?Sales enablement is a relatively new function in B2B businesses, and it holds a lot of potential for your Go-to-Market strategy. Sales enablement is heavily associated with onboarding, but these multifaceted teams also support sales kick-offs, content creation and cross-functional collaboration.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2022/11/salesenablementgtm.jpg)](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) If you have an in-depth handover from sales to customer success, you’ll go into meetings with customers knowing exactly what you need to focus on to keep them engaged. Tailor the process to the information you’ve garnered through the sales process and offer your customers a unique experience that makes them feel valued. Working cross-functionally is the best way to provide your customers with a seamless journey and build a partnership with them with real, tangible longevity. ## **What value does customer onboarding bring to your Go-to-Market strategy?** As we said at the start, customer onboarding can make or break your product’s success. Without it, you’ll experience significant customer churn and your product's life will be very short-lived. If you’ve spent months on your Go-to-Market strategy, don’t want to waste that by ignoring your customers and losing them. If your customer onboarding is successful, you’ll make your product irreplaceable. Customer onboarding is also key to your company's overall growth and lifespan. With a regular pattern of engagement and an established feedback loop, you can continue to improve your service for your customers and build and advise them on innovations relevant to their desired outcomes. The onboarding process increases the customer lifetime value, which is absolutely essential for the success of your company. The majority of revenue comes from existing, not new, customers. So the longer you can keep customers around, the more revenue you’ll make. [The most essential Go-to-Market metrics and how to track themAny product launch depends on whether your teams can come together and establish where there’s space to improve. The best way to gauge if your teams are on track? Looking at the right metrics. In this article, we go through some of GTM’s essential metrics and why they matter when making decisions.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/11/charlesdeluvio-jF89XBi6k_0-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/) What’s more, if you have loyal and happy customers, they’ll do your marketing for you. These customers will become your best resource for referrals, but only if you put in the work first. The bottom line is exceptional **customer onboarding = exponential growth**. So make sure you get it right. ### 5 strategies to increase your market share URL: https://www.gotomarketalliance.com/five-strategies-to-increase-market-share/ Last updated: 2024-05-27T20:39:20.000Z Increasing your market share can seem daunting, but if you don’t do it, your competitors surely will. In this article, we'll explore five proven strategies to help you outmaneuver the competition and claim your rightful place in the market. From understanding and [segmenting your target audience](https://www.gotomarketalliance.com/b2b-market-segmentation-guide-how-to-succeed-in-b2b-in-2023/) to [harnessing the power of SEO](https://www.revenuemarketingalliance.com/seo-2-0-how-to-adapt-to-the-future-of-search/), we'll dive into practical tips to help you leave your rivals in the dust. ## What is market share? First up, let's demystify market share. No surprises here – market share is exactly what it sounds like: how big a slice of the total industry pie your company claims in a given period. It‘s a handy indicator of how well your company is performing compared to its competitors. To work it out, there’s a simple calculation: **your company's sales divided by the total sales in your market**. For example, if you pulled in $5 million in sales and the total market was worth $100 million, you've captured a 5% market share. Not too shabby! However, as with all metrics, market share can only be accurate if you carefully consider the inputs. That's where [Total Addressable Market (TAM)](https://www.productmarketingalliance.com/total-addressable-market-why-its-important-and-how-to-calculate-it/) comes in – the total demand for what you're selling, including potential customers you haven't reached yet. Full disclosure: TAM is a little trickier to calculate, [with a few possible methods to choose from](https://www.cognism.com/what-is-total-addressable-market). The key to getting it right is leveraging good [market intelligence](https://www.competitiveintelligencealliance.io/competitive-intelligence-vs-market-intelligence/). If you have analysts at your company, it’s time to put them to work. Ask them to provide you with total market sizing, projected growth rates – the works! Armed with that knowledge, you can set pragmatic yet ambitious goals to systematically increase your share of the market. Boosting your market share is a battle, but one you can win with the right strategy and insights. Stay focused on the metrics and opportunities that matter most, and your competitors won't know what hit them. With all that said, let’s dive into five strategies you can use to increase your market share. ## Strategy #1: Understand and segment your market If you want to grow your market share, the first step is getting intimately familiar with your target audience. We're not talking surface-level demographics here – you need to analyze the living daylights out of your market. From there, you can start to identify the juiciest [segments](https://www.gotomarketalliance.com/personas-and-segmentation-in-product-marketing-are-they-overrated/) – the ones packed with growth potential. For example, let's say you're selling [fitness](https://www.productmarketingalliance.com/7-strategies-b2c-fitness-apps-use-to-increase-customer-engagement/) wearables. Global market, massive TAM, right? But that's way too broad. Split that into smaller customer segments like health nuts, pro athletes, weekend warriors, and tech-loving casuals. Study their distinct wants, needs, and buying behaviors. With those profiles dialed in, you can purposefully design features, [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/), and campaigns that resonate with each high-value niche. Instead of blasting generic messages into the ether, you'll be a growth-seeking missile locked onto your most promising targets. ## Strategy #2: Innovate and differentiate You can have the best product in the world, but if it comes across like a carbon copy of what's already out there, good luck gaining any traction. [Differentiation](https://www.productmarketingalliance.com/competitive-differentiation/) is key, and that means constantly innovating and mixing things up. You don’t have to reinvent the wheel or spend millions on R&D every year – as Milena Babayev, Director of Product Marketing at Mastercard, [says](https://www.productmarketingalliance.com/metrics-for-understanding-product-marketing-success/), "There are plenty of ways to innovate and grow your market share without building a whole new product." Sometimes the best innovations are refreshing tweaks to your existing offerings. Take a page from Starbucks’s book – seasonal drinks like the Pumpkin Spice Latte aren't brand-new products; they're clever remixes that tap into people’s desire for something novel. The same principle applies to your business. You could upgrade your product’s features, adjust your pricing and packaging (more on that in a sec!), or create bundles tailored to different customer segments. Find creative ways to make your business stand out in an increasingly saturated market – that’s what’s going to help you build buzz and attract new buyers. ## Strategy #3: Pull the pricing lever But what if you’re already innovating and painstakingly tailoring your strategies to each market segment? Well, then, it might be time to [get strategic with your pricing](https://www.gotomarketalliance.com/how-to-identify-a-suitable-pricing-strategy/). That doesn’t mean you should start throwing discounts around willy-nilly. Instead, you’ll want to take a critical lens to your current pricing strategy and see if it’s serving your goals. [Pricing](https://www.gotomarketalliance.com/why-pricing-based-on-value-is-better-than-pricing-on-cost/) is a powerful lever that can redefine your position in the market – if you use it correctly. One option is the classic “low price, high volume” play. Yes, it means trimming your profit margins but undercutting the competition can instantly make your offering more attractive to price-conscious buyers. But maybe you're already the value leader, or you've got a premium product that demands premium pricing. In that case, go high-brow with it. Position yourself as the high-quality option worth the higher price point. Just don't get complacent – you'll need to constantly reinforce the differentiated value you're delivering. If you’ve got a [subscription product](https://www.productmarketingalliance.com/how-to-scale-b2c-revenue-subscriptions/), you might want to adopt a [freemium](https://www.productmarketingalliance.com/developing-a-product-marketing-strategy-for-a-freemium-product/) model or offer users a free trial of your paid offering – it works for Spotify, and (unless implementing your product is super complex) it could work for you, too! The key is aligning your pricing strategy with your overall positioning and goals. Are you going for mass market domination, or are you looking to cultivate a more exclusive vibe? Plan it out, execute relentlessly, and watch your market share grow accordingly. ## Strategy #4: Take your marketing up a notch Time for another key ingredient that can propel you past the competition: killer marketing. Forget the feature-led ads of yesteryear – to move the needle, you need eye-catching, attention-grabbing campaigns that make your brand impossible to ignore. Your look, voice, and very identity all need to be razor-sharp and aligned with how you want customers to perceive you. Is your vibe fun and cheeky or more prestigious and luxurious? Craft messaging and visuals that reinforce that positioning at every turn. Need some inspiration? We’ve got [10 cracking examples for you right here](https://www.gotomarketalliance.com/top-10-messaging-examples-and-what-we-can-learn-from-them/). If you’re playing in a crowded space, you can't afford to blend into the background. Build a brand that sparks an emotional connection and then support it with daring, buzz-worthy marketing that expands your reach into valuable untapped segments. ## Strategy #5: Harness the power of SEO Imagine you’re looking for a new lawnmower – what’s the first thing you do? Chances are, you’ll turn to our old friend Google. Whether you’re selling task management software or hair straighteners, your future customers are likely doing the same – hitting the web to solve their problems. That makes search engine optimization (SEO) one of the most potent weapons in your arsenal. In a nutshell, SEO is the art of crafting your website and content to get prime real estate on those coveted search engine results pages (SERPs). So, where do you start? Kick things off by developing a steady stream of high-quality, audience-focused [content](https://www.gotomarketalliance.com/content-led-go-to-market-a-case-study-with-gaston-tourn/). That means blogs, guides, videos – you name it – providing detailed answers to your target customers’ most common questions and pain points. Forget the hard sell – your aim here is to lure potential customers to your website and show them that you know your stuff. For instance, if you're launching an email marketing solution, start creating definitive content on topics like email list building or how to write an effective email. Do this months in advance. This serves two huge purposes: establishing your brand as a go-to authority while guiding potential customers to your site with strategic keyword targeting. Speaking of keywords, getting them right is critical. Identify the high-value terms that relate to your products and services and attract serious paid search spending from rivals. Tools like SEMRush can highlight which keywords your competitors are bidding on so you can optimize and hijack those clicks. You'll also need to ensure your website's technical foundations are optimized from top to bottom. That means strong internal linking, lightning-fast load times, and zero broken links – removing any friction that could negatively impact user experience and search rankings. If potential customers have a clunky experience on your site, say goodbye to your hopes of converting that hard-earned traffic. If your business has a local or regional component, don't ignore the power of local SEO either. Make sure your brand is prominently listed across local directories, review sites, and navigation apps. And don’t forget to use geo-targeted keywords, naming the places you operate in – for example, “coffee shop Detroit.” Finally, should you do any of this without diligently measuring and optimizing performance? Of course not! Our friends at Google are constantly releasing updates that shift the goalposts, and your competitors are changing up their strategies too. So, make sure you keep an eye on critical metrics like organic traffic sources, conversion rates, and revenue. Use that data to double down on what's working and ditch what's not. You’ve got to play the long game when it comes to SEO. ## Key takeaways Increasing market share is a never-ending battle, but one you can consistently win with the right tactics. Keep these key takeaways in mind as you wage your campaign: 🍊 Segment your total addressable market and design targeted strategies for the highest-potential segments. 🧪 Differentiate with a steady cadence of innovative moves – new features, pricing/packaging, customer experiences, etc. 💰 Align your pricing strategy with your positioning goals – are you the value leader, the premium option, or targeting mass adoption? 🐝 Build an emotionally resonant brand supported by daring, buzz-worthy marketing that expands your reach. 🏆 Become an SEO leader by creating authoritative and educational content, targeting high-value keywords, and optimizing your site’s technical foundations. ### Mastering product enablement: Best practices for product growth URL: https://www.gotomarketalliance.com/mastering-product-enablement-best-practices-for-product-growth/ Last updated: 2024-04-17T10:11:24.000Z The successful introduction and adoption of products rely heavily on strategic enablement practices. Product enablement, a multifaceted approach aimed at empowering stakeholders with the necessary knowledge and resources, serves as the cornerstone for organizational success. By equipping [teams](https://www.gotomarketalliance.com/the-roles-and-responsibilities-of-your-go-to-market-team/) with a deep understanding of products, market dynamics, and customer needs, businesses can enhance their performance, drive growth, and foster long-term customer relationships. Join us as we understand the nuances of product enablement, its key components, and best practices to drive product growth. # What is product enablement? Product enablement, originating from the concept of [sales enablement](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) and extending across the entire company, is the strategic process of equipping stakeholders with the knowledge and resources necessary to market, support, and utilize a product effectively. It involves understanding the product's functionalities, target demographic, and market landscape. The primary objective is to ensure that every individual involved in the product's lifecycle is fully equipped to contribute to its success. ## Product enablement vs. sales enablement Unlike sales enablement, product enablement is a holistic organizational endeavor focused on ensuring a well-informed workforce for overall success. Far from being a one-off initiative, product enablement is a continuous process that evolves alongside the product and its market context. It includes recurrent training sessions, robust communication channels, and ongoing support mechanisms to inform stakeholders about the product's features, advantages, and market dynamics. Central to product enablement is the belief that enhanced product knowledge correlates with superior organizational performance. Tailored learning programs cater to each department's distinct requirements, fostering improved performance across functions such as marketing, sales, and customer support. Effective communication channels and collaborative tools are crucial for successful initiatives. # The importance and necessity of product enablement Product enablement is a pivotal method devised to provide tailored learning programs for different departments' unique needs, enhancing employees' knowledge and effectiveness. This approach rests on the foundational belief that a deeper understanding of products leads to improved performance across various roles within an organization. ### Customer support In the context of a customer support unit, product enablement equips employees with critical insights into a product's purpose, capabilities, target customers, and other pertinent details. Armed with this knowledge, support staff can deliver superior customer service by offering accurate and timely assistance, troubleshooting issues efficiently, guiding customers through processes, and effectively fulfilling other responsibilities. ### Advantages The primary advantage of product enablement lies in its ability to furnish staff with customized training specific to the products they handle. This extends to roles in customer support, marketing, logistics, and any other areas where a thorough understanding of the company's products is essential. Effective product enablement ensures a comprehensive understanding of the product's concept, purpose, user personas, competitive advantages, and other crucial aspects. This deep knowledge empowers employees to address customer needs effectively, driving product adoption and ultimately contributing to ROI. ### The critical nature of product enablement Product enablement is especially critical during [a new product's launch](https://www.productledalliance.com/the-power-of-the-product-lifecycle-guiding-you-from-concept-to-launch/). Comprehensive training for personnel involved in marketing, sales, and customer support well ahead of the launch date is essential for a successful rollout, benefiting both the company and its customers. Integrating product enablement into broader educational initiatives within the company ensures that training materials are relevant and accessible to employees, enabling them to grasp concepts swiftly and respond promptly to customer queries or needs. Product enablement also serves as a cornerstone of product management and operations, facilitating the seamless transition from product creation to market implementation. This holistic approach spans various activities and responsibilities crucial to product success, encompassing product development, marketing, sales, and customer support. # Key components Product enablement comprises several integral components, each pivotal for a product's overall success. These components encompass product knowledge, market understanding, customer insight, and sales enablement, collectively contributing to a comprehensive comprehension of the product's value proposition and its position within the market landscape. - **Product knowledge**: This entails a profound understanding of the product, encompassing its features, benefits, and strategic alignment within the company's product portfolio. Such knowledge empowers stakeholders to make informed decisions and effectively articulate the product's value proposition. - **Market understanding**: Analyzing the market landscape, including competitive dynamics, emerging trends, and evolving customer needs, is paramount for positioning and promoting the product effectively. This insight enables strategic decision-making aligned with market demands. - **Customer insight**: Delving into the target audience's needs, preferences, and purchasing behavior enables the tailoring of messaging and engagement strategies. Understanding customer motivations enhances engagement and fosters lasting satisfaction. - **Sales enablement**: Equipping the sales team with the requisite knowledge and tools is indispensable for effectively conveying the product's value proposition to potential customers and driving sales. This ensures alignment between customer expectations and product offerings. In addition to these key components, certain pillars, such as product positioning, pitch development, use case integration, and program implementation, further bolster product enablement efforts: - **Product positioning**: Crafting compelling messaging that effectively communicates the product's value proposition is crucial for successful market positioning. Clear and concise messaging resonates with the target audience, establishing a strong foothold in the market. - **Pitch development**: Highlighting real-life benefits and unique selling points through engaging pitches, complemented by customer testimonials and specific use cases, enhances the product's memorability and impact. A compelling pitch captures attention and drives interest among potential customers. - **Use case integration**: Incorporating use cases into training materials enables stakeholders to gain practical experience with the product, fostering a deeper understanding and uncovering hidden benefits. Practical examples illustrate the product's value in real-world scenarios, facilitating comprehension and buy-in. - **Process implementation**: A comprehensive process serves as a guiding framework for employees, aiding in product selection for customers and enhancing communication skills to boost productivity. Structured programs streamline processes and empower stakeholders to navigate product offerings effectively. # Best practices for empowering product growth through comprehensive enablement By aligning with broader go-to-market strategies and fostering collaboration across departments, product enablement becomes indispensable for organizational alignment, productivity, and customer satisfaction. It should be integrated early in the development process to ensure a clear understanding of product features and benefits, facilitating successful product launches. While product management and product marketing focus on specific goals within their respective teams, product enablement ensures customers can fully utilize product capabilities, enhancing their overall experience and driving future revenue. Successful go-to-market strategies rely not only on robust processes but also on effective enablement. Within this framework , product enablement stands as a linchpin, driving product growth by empowering users, fostering adoption, and ensuring customer success. Here, we amalgamate best practices in product enablement to supercharge your growth strategy. - **Understanding user needs**: Tailor enablement materials to resonate with users' specific needs and pain points. Deep comprehension of the target audience enables the creation of personalized resources, enhancing engagement and addressing users' unique challenges. - **Articulating value proposition**: Clearly communicate the product's value proposition and key features. Develop compelling messaging that elucidates how the product addresses users' problems and improves workflows, ensuring alignment across teams. - **Prioritizing user-centric onboarding**: Design onboarding experiences that prioritize user preferences and needs. Guide users through the product seamlessly, emphasizing valuable features to drive initial engagement and adoption. - **Offering interactive training**: Provide interactive training resources to facilitate user proficiency. Utilize in-product help, tutorials, walkthroughs, and demos to enable experiential learning, fostering a deeper understanding of the product and its capabilities. - **Providing ongoing support**: Offer continuous support and resources throughout the user journey. From self-service options to direct assistance channels, ensure users have access to the guidance they need to overcome challenges effectively. - **Leveraging data for iteration**: Utilize data and analytics to refine enablement strategies. Analyze user behavior and feedback to identify improvement areas and optimize initiatives for enhanced performance. - **Fostering cross-functional collaboration**: Encourage collaboration between product, marketing, sales, and customer success teams. Align enablement efforts with broader business objectives, ensuring consistent messaging and coordinated efforts to drive adoption. - **Developing scalable solutions**: Create scalable enablement solutions to accommodate a growing user base. Develop reusable resources that can be adapted to meet evolving user needs, supporting sustained product growth. By embracing these strategies, organizations can cultivate a culture of innovation, driving sustainable growth and customer delight in a competitive market landscape. Unlock the full potential of your product-led growth strategy and propel your business to new heights with these best practices in product enablement. # Conclusion Product enablement is not merely a process but a strategic imperative for organizations striving for growth and success in today's competitive landscape. By empowering stakeholders with the knowledge, resources, and support they need, businesses can enhance their performance, drive product adoption, and foster long-term customer relationships. Embracing best practices in product enablement is essential for achieving product-led growth and unlocking the full potential of products in the market. ### Why it’s time for customer success to evolve URL: https://www.gotomarketalliance.com/time-for-customer-success-to-evolve/ Last updated: 2024-04-12T15:00:07.000Z *This article is based on a presentation given by* [*Mike Sasaki*](https://www.linkedin.com/in/sasakimike/) *at #GTM23 in San Diego. As a GTM Blueprint member, you can enjoy the complete recording* [*here*](https://www.gotomarketalliance.com/gtm23-san-diego-ondemand-2/?wchannelid=2aadhpccn4&wmediaid=2p75c3ncr1)*. For more exclusive content, head over to* [*your membership dashboard*](https://www.gotomarketalliance.com/gtm-blueprint-dashboard/)*.* --- Let me tell you a story. The year is 1998, and Blockbuster is crushing it. They have 85,000 employees, they have a market cap of $3 billion, and everyone’s heard of them. Then the year 2000 comes around, and Blockbuster gets the chance to buy Netflix (at that time, a DVD mail-out service) for $50 million, but they pass on it. Fast forward to today, and Netflix is crushing it – meanwhile, Blockbuster is down to its last store. [![Blockbuster's timeline plus two quotes: "Neither RedBox nor Netflix are even on the radar screen in terms of competition" – Blockbuster CEO Jim Keyes 2008, and "Companies rarely die from moving too fast, and they frequently die from moving too slowly." – Netflix CEO Reed Hastings 2016](https://lh7-us.googleusercontent.com/MMtWygfavnQttygNB83UNN4j3hH2sJXx-RKCj29DOY0Xo7pLr-joeszIa8dYfTEsePcOiYJhAAHc6aa5vNb5zTO4rgdE243bKtKM5d53PR2Gfz0aj_n9Kb8lsLddvwo1kAez9a7P_75bG6_TGKfBT3M)](https://www.gotomarketalliance.com/time-for-customer-success-to-evolve) Now, you might be thinking, “Cool story, Mike – but what does any of this have to do with [customer success](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/)?” Well, right now, customer success is facing a choice – be like Blockbuster or be like Netflix. The market landscape has changed and if we fail to adapt, we’ll fall by the wayside like Blockbuster. To become Netflix, we have to evolve. ## What customer success used to look like Before we get to grips with what [the future of customer success](https://www.customersuccesscollective.com/top-10-trends-shaping-the-future-of-customer-success/) (CS) looks like, we have to understand where we started. When I started out in CS, my role looked pretty different from how it looks today. These were my main responsibilities: - [**Retaining customers**](https://www.gotomarketalliance.com/our-top-five-tips-for-customer-retention/) – doing whatever it took to make them stay, from offering credits to outright begging. - **Collecting payments** – sending invoices and chasing debts. - **Reactive support** – each customer success manager (CSM) had so many clients to look after that it was nearly impossible to proactively support them. - **General assistance** – we assisted sales and [support teams](https://www.customersuccesscollective.com/the-complete-guide-to-how-customer-support-customer-success-and-product-development-work-together/) and we didn’t have any kind of leadership role. ## What customer success looks like today The present state of CS looks much better. Why? Largely because our function is now tied to [key business metrics](https://www.gotomarketalliance.com/making-the-metrics-count/) – net revenue retention (NRR), [net promoter score](https://www.productmarketingalliance.com/how-product-marketers-can-leverage-nps-data-to-make-decisions/) (NPS), churn rate, and customer health score. These metrics have really matured over the past 15 years. However, we don't directly own any of these metrics, and that’s a challenge. Not being fully responsible for any metrics that matter to the business makes it hard to justify our existence. [![Key customer success metrics](https://lh7-us.googleusercontent.com/eoC3FIIa4Zt4BtBpT4dqCNNBik0UuFFBH6QZUXIoLjVxHhCZUGbvTLNCcLp9LY24mM2LtkiQ_MDBMYsFF03hRW7MLzR3w3mpcw8Ol5nl9LT-ROaahNuIXs5365XQNz5iUOSCC7_90FDVCxOPpSV8fvc)](https://www.gotomarketalliance.com/time-for-customer-success-to-evolve) ## Why customer success needs to change The business landscape has shifted from prioritizing growth at all costs to focusing on profitability. In the days of growth at all costs, we could afford to have multiple roles involved in the day-to-day support of the customer – everyone from sales execs to CSMs to billing teams and beyond. Rapid growth justified those investments. Now that the focus is on profit and loss - being profitable as a company and supporting our customers – we have to be efficient. The role needs to become more operational and less about abstract “customer success.” That’s why, in my view, the future points towards a “customer management” function rather than customer success. ## What the future of CS looks like The problem is that having both a CSM and a salesperson for every customer is too expensive. You can do that for some customers, but adding implementation and professional services makes it unsustainable. CEOs and boards of directors are asking, “How can you support customers profitably, grow them, and stay operationally efficient?” An operational customer management function is the answer. This means taking responsibility for revenue growth within accounts. Traditionally, CSMs avoided revenue and contract discussions, preferring to take on the role of trusted advisor. Those days are gone. If we cling to that advisor position without revenue responsibility, we risk ending up like Blockbuster. Jobs will be at risk, as we saw in 2022 when customer success teams were hit hard by layoffs. ## The key to the future: Dynamic [customer segmentation](https://www.customermarketingalliance.com/customer-segmentation-what-is-it-and-how-does-it-help/) So, how do we make the CS function more efficient, take a more focused approach to revenue, and ensure a brighter future for CSMs? The key is dynamic [customer segmentation](https://www.gotomarketalliance.com/4-steps-to-sharpen-your-gtm-focus-with-customer-segmentation/). The traditional way of statically segmenting customers based solely on revenue – low/SMB, medium/mid-market, high/enterprise – is flawed. It means you end up over-servicing some customers while neglecting others. We need to take a more dynamic, signals-based approach. That way, we can be sure to apply the right resources at the right times. Let me walk you through a quadrant that’ll enable you to do just that. _This post is for paying subscribers only._ ### Identifying market opportunity URL: https://www.gotomarketalliance.com/identifying-market-opportunity/ Last updated: 2024-04-08T10:20:13.000Z Welcome to business, where opportunities abound - you just need to find them. If only there was a magic wand we could wave to spot them - that would be so easy. But this is real life, and we need to do the work ourselves! So, how do you identify gaps and capitalize on them to drive business growth? Market opportunities are like hidden gems waiting to be discovered. They represent areas where demand meets supply and innovation thrives. Understanding these opportunities is crucial for any business aiming to succeed. # What are market opportunities? Market opportunities are favorable circumstances that arise from various factors, such as changing consumer preferences, emerging technologies, and shifting industry trends. Identifying market opportunities allows businesses to align their offerings with [customer needs](https://www.gotomarketalliance.com/what-are-customer-needs-5-steps-to-meet-them/), stay ahead of competitors, and capitalize on untapped potential. [How competitive intelligence can improve your Go-to-MarketCompetitive intelligence allows you to think strategically about where your competitors are outperforming you. If you use that knowledge in your Go-to-Market strategy, you can improve the success of your launches, win more deals and retain more customers.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/04/competitiveintelligencegtm.jpg)](https://www.gotomarketalliance.com/how-competitive-intelligence-can-improve-your-go-to-market-strategy/) To seize market opportunities, one must first identify the gaps that exist within the current landscape. These gaps represent areas where consumer needs are not adequately met by any existing products or services. # Spotting opportunity markets Finding the right opportunity is done with thorough [market research](https://www.gotomarketalliance.com/how-to-conduct-market-research-for-go-to-market/), involving analyzing consumer behavior, studying competitor offerings, and identifying unmet needs or [pain points](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/). By keeping a pulse on market trends and patterns, businesses can anticipate shifts in consumer preferences and adapt their strategies accordingly. These opportunity markets will present as trends, serving as valuable indicators of where the industry is heading. By staying informed about emerging trends, businesses can position themselves to capitalize on new opportunities and stay ahead of the curve. # Market opportunity assessment Utilizing data analytics tools can provide valuable assessment of consumer behavior, market dynamics, and emerging trends. Data can be used to fuel innovation, which plays a key role in identifying and capitalizing on market opportunities. It’s very cyclical, how one influences the other. By embracing innovation, businesses can develop unique solutions that cater to evolving customer needs. Understanding consumer behavior is also essential for identifying and crafting targeted marketing strategies. By scrutinizing consumer preferences and their purchasing habits, businesses can tailor their products to meet demands efficiently. [What is customer marketing?Customer marketing, often part of the broader marketing team, targets a company’s current customers to boost retention, advocacy, and growth. Its core mission? Transform new customers into devoted fans by fostering strong relationships and encouraging active participation in business development.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceEve Chatfield![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/02/Screenshot-2024-02-05-at-10.49.20.png)](https://www.gotomarketalliance.com/what-is-customer-marketing/) Two ways to do this are by: - Creating buyer personas: [Developing detailed buyer personas](https://www.productledalliance.com/a-blueprint-for-persona-based-plg/) helps businesses understand their target audience's needs, preferences, and pain points. - Gathering feedback: Regularly soliciting feedback from customers provides valuable insights into their satisfaction levels, pain points, and areas for improvement. # The competitor landscape Analyzing the competitive landscape allows businesses to identify strengths, weaknesses, opportunities, and threats ([SWOT](https://www.competitiveintelligencealliance.io/competitor-swot-analysis/)) within their industry. Understanding competitor strategies allows companies to see where they can differentiate themselves. It's all about creating that competitive edge. A comprehensive competitive analysis involves identifying key competitors, analyzing their products, pricing strategies, and marketing tactics, and identifying areas for differentiation. ## SWOT analysis Conducting a SWOT analysis helps businesses assess their internal strengths and weaknesses, as well as external opportunities and threats, enabling more informed decision-making and strategic planning. ## Niche selection Choosing the right niche is essential for capitalizing on market opportunities and establishing a competitive advantage. By focusing on a specific niche market, businesses can tailor their offerings to meet the unique needs and preferences of their target audience. # Evaluating market potential Assessing the market potential of different niches involves analyzing factors such as market size, growth potential, competition, and consumer demand. It’s important to look at international market opportunities, as well, to see if your localized market might be missing out. Identifying a target audience allows businesses to tailor their marketing messages and product offerings to resonate with specific customer segments effectively. # Crafting a unique value proposition A compelling [value proposition](https://www.gotomarketalliance.com/how-to-create-a-value-proposition/) sets businesses apart from competitors and communicates the unique benefits they offer to customers. By clearly articulating the value they provide, businesses can attract and retain customers more effectively. Differentiation strategies involve identifying unique features, benefits, or characteristics that set a business apart from competitors and resonate with target customers. Effectively communicating the value proposition to target customers through marketing messages, branding, and customer interactions is crucial for driving engagement and loyalty. # Developing a marketing strategy A [well-defined marketing strategy](https://www.productledalliance.com/key-steps-of-a-product-led-growth-marketing-strategy/) is essential for reaching target customers, generating leads, and driving sales. By leveraging various marketing channels and tactics, businesses can effectively communicate their value proposition and attract customers. **Omnichannel** marketing involves integrating multiple channels, such as social media, email, content marketing, and offline advertising, to create a seamless and cohesive customer experience. Developing **targeted marketing campaigns** allows businesses to reach specific customer segments with personalized messages and offers tailored to their needs and preferences. # Execution and monitoring Executing the marketing strategy effectively requires careful planning, implementation, and monitoring of key performance indicators (KPIs). By tracking and analyzing relevant metrics, businesses can identify areas for improvement and optimize their strategies for maximum impact. Key performance metrics such as website traffic, conversion rates, customer acquisition costs, and return on investment (ROI) provide valuable insights into the effectiveness of marketing efforts. # Adapting to changes Business is constantly evolving, and successful companies [must be agile and adaptable](https://www.productledalliance.com/top-agile-frameworks-and-methodologies/). By staying attuned to market trends and consumer preferences, businesses can anticipate changes and pivot their strategies accordingly to seize new opportunities. Maintaining a culture of flexibility and innovation allows businesses to respond quickly to market changes and stay ahead of competitors. Embracing digital transformation enables companies to leverage technology and data to streamline operations, improve customer experiences, and drive growth. # Scaling up Scaling up involves expanding operations, reaching new markets, and growing revenue streams. By leveraging the foundation established through effective market analysis and strategic planning, businesses can scale their operations sustainably and achieve long-term success. Considerations such as infrastructure, resources, and operational efficiency are crucial for scaling up successfully while maintaining quality and customer satisfaction. Forming strategic partnerships and alliances can provide access to new markets, technologies, and resources, accelerating growth and expanding market reach. # Conclusion Market opportunities are the lifeblood of business growth and success. By understanding market dynamics, identifying unmet needs, and strategically positioning themselves in the market, businesses can unlock new avenues for growth and create value for their customers. ### Top 10 messaging examples – and what we can learn from them URL: https://www.gotomarketalliance.com/top-10-messaging-examples-and-what-we-can-learn-from-them/ Last updated: 2024-09-11T11:53:03.000Z [Messaging](https://www.gotomarketalliance.com/what-is-product-messaging/) can be hard to get right. In a world where consumers are being blasted with marketing messages from all directions, it feels impossible to rise above the noise. But don’t despair! In this article, we’ll look at ten examples of [B2B and B2C companies](https://www.gotomarketalliance.com/how-brand-messaging-changes-for-b2b-and-b2c-companies/) that are *nailing* their messaging. Better yet – we’ll dive into the lessons that each of them can teach us. Let’s get to it. ## #10: CeraVe We’re starting our top ten strong with an inspired message from skincare brand CeraVe: “Developed with dermatologists. Not Michael Cera. He’s not a dermatologist.” It’s silly, it’s smart, and most importantly, it’s memorable. ![Photo of Michael Cera holding a pot of CeraVe lotion. There is a blue cross over his face. Image text reads: “Developed with dermatologists. Not Michael Cera. He’s not a dermatologist.” ](https://lh7-us.googleusercontent.com/4iSRkXg0H1_hOPRIbkI-e_Va2NYjrz4Ur8dPl9FSCAO6-nApNBx9yhVLzLb4R7wuyFIfjDVPZCgVuKjbo_MkOpJNDitW__A0UeXe_Muh2--sRlXRNU1Fmkn_pRj_5iRHg-SNBdyovnmy1A5I) Source: [CeraVe](https://www.cerave.com/not-developed-with-the-actor-michael-cera) You might be wondering where this messaging sprang from. Did people honestly believe that the A-list actor was also a skincare mogul? Did he sign a deal after [buying dozens of bottles of lotion](https://x.com/airbagged/status/1749481999494959382?s=20)? The answer isn’t clear. What is clear is that consumers will never again watch Arrested Development without picturing [Michael Cera massaging skin cream into the face of a cliff](https://www.youtube.com/watch?v=eVrUDqYfRUM) – and isn’t that beautiful? ### The lesson: Sometimes it pays to be a little silly CeraVe’s messaging has traditionally been a little, well, traditional. Think pictures of radiant young women rubbing lotion onto smooth shoulders, superimposed with phrases like “3 essential ceramides to restore skin’s natural barrier.” 😴 While their old marketing was undoubtedly effective (after all, CeraVe is now the [number-one skincare brand](https://www.loreal-finance.com/eng/news-release/2023-annual-results) in the US), this more playful approach is a masterstroke, making the brand go viral and raising awareness among people who may never have used CeraVe’s products before. ## #9: Grammarly Let it be known that we’re fans of Grammarly here at Go-to-Market Alliance. Perhaps that’s why it’s impossible to spend more than five minutes on YouTube (for research purposes, of course!) without encountering a Grammarly ad. Lucky for us, their ads are pretty great. Grammarly’s “Get your tone just right” messaging hits the nail on the head. To explain what makes it work, who better to ask than Grammarly Writing Assistant? Here’s what our robot friend had to say: > “Grammarly's ‘get your tone just right’ marketing message is a powerful and effective strategy that appeals to both professional and personal contexts. > “By emphasizing the importance of tone in communication, Grammarly positions itself as a must-have tool for anyone who wants to get their message across effectively. > “Whether you're writing an email to a client, a report for your boss, or a social media post for your followers, Grammarly's tone detector can help you sound confident, friendly, professional, or any other tone you're aiming for. > “The messaging is particularly relevant in today's digital age, where the way we communicate has changed dramatically. With more and more interactions happening online, it's easy for messages to be misinterpreted, leading to confusion, frustration, and even conflict. > “By using Grammarly's tone detector, users can ensure that their tone is appropriate and consistent, which can go a long way in building trust and credibility with their audience. > “Overall, Grammarly's ‘get your tone just right’ message is a clear and compelling way to show the value of their product and how it can help users communicate more effectively in any context.” We couldn’t have put it better ourselves. ### The lesson: Hone in on your audience’s pain points What makes Grammarly’s messaging so compelling is how it zooms in on an all-too-common modern anxiety (coming across as either too vague or too aggressive in written communication) and succinctly offers a solution. If you can do the same for your audience, you’ll be laughing your way to the bank. ## #8: Timex Another brilliant piece of messaging neatly summarizing the frustrations of modern consumers comes from Timex: “Know the time without seeing you have 1,249 unanswered emails.” ![Times billboard ad. There's a picture of a watch against a blank background. Underneath, the text reads: “Know the time without seeing you have 1,249 unanswered emails.” ](https://lh7-us.googleusercontent.com/0G0mRGNS8tFYmU5MKTDt5TAju7rrXqFHNFFo588yJ1Kp5z-GCeLnONN5YnUKvvZGsbjQhOH79hNLHoJzkMJPoHaWOCNhMqO9wLd01nVDcHpJNu6UEjf_zEkOTALnqfYARES1HRO_OHvhkHhq) ### The lesson: Make sure your audience can see themselves in your story As our esteemed CEO, Richard King, said when he shared this stellar example of messaging on [LinkedIn](https://www.linkedin.com/posts/richardking001%5Fpeople-like-stories-but-people-love-activity-7157673044323262467-7U2t?utm%5Fsource=share&utm%5Fmedium=member%5Fdesktop), > “People like stories. But people LOVE stories when they see themselves IN the story. It’s something you’ll see consistently in many great ads – those that stick with you. But how do you create a piece of messaging that resonates with the audience? > Make your story identify with the audience’s: > ↳ Situations. > ↳ Challenges. > ↳ Sacrifices and scars. > ↳ Values presented in your stories. > That’s what causes your messaging to be memorable.” Timex nailed the brief. ## #7: Slack From their [first ad campaign](https://www.businessinsider.com/slack-has-launched-its-first-ad-campaign-redpepper-2015-11) back in 2015 to their website as it looks today, Slack’s messaging has remained consistent, simple, and effective. Head over to their site now, and this is what you’ll see: ![Screengrab from Slack site. Headline text reads: Teams that use Slack are 47% more productive](https://lh7-us.googleusercontent.com/y8PG-cmPBv5fVCCyAWr9wqlGt6lTIA_rg0RNS2AJ3dT26graahbXBa1mqkFDz6FRitZFqtDp340bgnhYN1CNOEgzQ5-PX1nVAfR1Xle0K8UVJ3FaKOIKB-rjMADbwG_1ZUNSXFpltGjDEP6D) Source: [Slack](https://slack.com/intl/en-gb/engage-users) That’s right – stats galore about how much more efficiently your team will be able to work thanks to this mighty communications platform. Pretty persuasive, right? Speaking of Slack, have you joined [our Slack community](https://www.gotomarketalliance.com/join-the-gtm-slack-community/) yet? It’s the perfect place to connect with your GTM peers all around the world. ### The lesson: Highlight the ROI customers can expect from your product Listen, nobody wants to part with their hard-earned cash unless they’re sure it’ll be worth their while. That’s true for individual consumers and even truer for business customers. Software can be pretty pricey, and if the investment doesn’t pay off, then the person who signed the check could find themself facing some difficult questions. As Sangram Vajre, Co-founder and CEO of GTM Partners, put it in his outstanding talk, *Redefining ROI for B2B marketers* (available to [Insider](https://www.gotomarketalliance.com/insider-membership-plan/) members [here](https://www.gotomarketalliance.com/gtm-prime/?wchannelid=cdcx7z3ynb&wmediaid=vwgkdu8oex)), > “If you can show prospects that they’ll get a return on their investment quickly, you’ll close more deals. In short, it’s super important to figure out how to demonstrate ROI for your customers – and fast.” What that ROI looks like depends on your product. Perhaps, like Slack, you’ll save your users time. Maybe you’ll help them generate revenue. Or possibly you’ll just make them look cool. Whatever value your product delivers, just make sure your audience knows it. ## #6: YouVersion Bible App If you regularly take the subway in New York or London, you’ve likely learned to filter out the barrage of posters advertising vitamin supplements, airlines, and heavens knows what else. Yet, one small black poster manages to slip through the filter. The message? > “Zero stars. Would not recommend.” > – Satan ![Photo of a YouVersion Bible App ad, taken on the London Underground](https://lh7-us.googleusercontent.com/-Tc_TKxNpxcnweikE5hjT2lBPiokNp3EyTrVDS9FEP4eo47w9_HJ9BrF7A9Z2fYrhjOPtn1L_KtSZV4AKC93ORexYScIvxhyIy4EJqwaBt0vugEtsplt8SeohnPmolFucEqkfim5KaYXgKj8) ### The lesson: Subvert expectations By letting the dark prince himself lambast their product, YouVersion turned commuters’ expectations on their heads. [Plant-based mayonnaise brand NotMayo](https://www.tiktok.com/@marketing.conversations/video/7351532698118278430) recently took a similar tack, and the results were both hilarious and memorable. Subverting expectations is a powerful way to ensure your marketing message stands out from the crowd. Now, we’re not saying you need to seek out testimonials from people who hate your product, but finding creative ways to zig when others zag can pay major dividends. Whether you choose to feature a quote from an unlikely spokesperson, ask a provocative question, or include some mind-boggling visuals, the key is to give your audience something that stops them in their tracks. ## #5: Indeed Right at the top of Indeed’s employer page is this simple statement: “360k+ companies in the UK used Indeed to hire in 2022.” Admittedly, this isn’t as out there as Michael Cera’s CeraVe cameo, but it’s still pretty powerful. Instead, Indeed opted to showcase its value by sharing numbers (and who doesn’t love a good stat?). ### The lesson: Make the most of social proof Whether you’re targeting consumers or businesses, ultimately, a human holds the purse strings – and humans are social creatures. For better or worse, we care about the opinions of others. So, if you can show that your prospects' peers think you’re the bee's knees, you’re onto a winner! Social proof can take many forms. It could be a testimonial from a satisfied customer, a five-star rating from G2, a quote from an analyst, or a list of clients’ logos. Whichever route you choose, the aim is the same: to build trust with your target customer. ## #4: Wild Eco-friendly deodorant brand Wild raised eyebrows last year when they released a YouTube ad showing the bedroom antics of a polar bear and a woman with… unusual tastes. The tagline? “The world stinks, so we made a deodorant.” (It makes sense when you [watch the ad](https://www.youtube.com/watch?v=76dewvl8aNY&t=13s), honestly!) Did this ad go viral? Yes – it garnered over 1.7 million views. Did this ad get called out by the UK’s Advertising Standards Agency? Also yes – you can’t win ‘em all. However, it’s not just the risqué nature of the ad that makes it stand out. What’s brilliant about it is that they put their commitment to protecting the environment front and center – and made it fun. ### The lesson: Let your brand values shine [Value marketing](https://www.productmarketingalliance.com/value-marketing-how-to-resonate-with-your-customers-values/) – aligning your brand’s values with those of your audience – is a great way to build an emotional connection. Sustainability is a great value to tap into, but it’s by no means your only option; you might want to focus on cost-effectiveness, innovation, or inclusivity, for example. Whichever value you choose to bring to the fore, just make sure it’s authentic. There’s nothing worse than a company claiming to be green while cheating on emissions tests. Strong brand values: 👍 Greenwashing: 👎 ## #3: Workday Anyone working in a corporate environment in the year of our lord 2024 has likely heard one of their colleagues described as a “rock star of finance” – or been called a rock star themselves. Let’s be real – it’s corny as heck. However, finance and HR platform Workday does not let that fact prevent it from using the phrase “rock star” in not one but *two* headlines on its homepage. ![Screenshot from Workday's home page, featuring links to four customer case studies. Headline: "Real rock stars of business. Epic results."](https://lh7-us.googleusercontent.com/MPcv9jCFuIY0gYd6e21uIcZAJM59bS1z6AhcPLqV38MFd74Gx0yckRjX_JSHiLjd09pm1EytRJXRr-VThLfGfs5iUHqORWjPquWuaG3F4RPOMOOLGj5WcAObcgyJAEEnGS_NUZJRzsYG2UwT) Social proof with a side of rock star. Source: [Workday](https://www.workday.com/) But we’re not here to read Workday to filth – on the contrary, we’re here to talk about their brilliant messaging. That’s where their 2023 Super Bowl ad comes in. Ozzy Osbourne, Joan Jett, Billy Idol, Gary Clark Jr., and Paul Stanley all pop up to remind cubicle dwellers what a rock star *really* is – before the tagline “Workday: Be a Finance and HR rock star” looms onscreen. ### The lesson: Harness the power of celebrity If you’ve got a $10 marketing budget, then maybe skip this tip. However, if you’ve got a little more cash to play with, why not sprinkle a touch of glamour on your messaging by having a celebrity drive it home? It’s a surefire way to get tongues wagging about your brand. For a bonus example of this strategy in action, check out [Solo Stove’s inspired ad, featuring the legendary Snoop Dogg](https://twitter.com/SnoopDogg/status/1726616549099004309?s=20). ## #2: Surreal UK cereal brand Surreal was launched just two years ago, and it’s already become legendary for its bold and irreverent marketing strategies. This is thanks in no small part to Senior Creative / Office Hottie ([his words](https://www.linkedin.com/in/thornjohnton/?originalSubdomain=uk), not ours – but who are we to disagree?) John Thornton. Incidentally, John used to be the Social Media Manager and Copywriter at Innocent Drinks, a brand whose playful tone of voice has left an indelible mark on the UK food and drinks industry. Not one to do things by halves, he announced his resignation from Innocent with a letter taller than he is. ![](https://lh7-us.googleusercontent.com/NZbKKJNHqI_0uYWYnEZY9-iMT4M3bhtdPKTqrixVbprBZbqGkeVV3LR9fm9Rxo_ar9Atuxh7cMr25O9dCx7ILV4Xj20ial4enWdf7GP4wOWBkaQPPxyFTnQALZqigF7hWHCokwZD1_BzsAns) Source: [Surreal’s Instagram](https://www.instagram.com/eat%5Fsurreal/) (Do yourself a favor and check it out!) Anyway, where were we? Oh yes, Surreal’s messaging. It’s brilliant. They’ve [poked fun at Kellogg’s](https://www.adweek.com/creativity/new-cereal-brand-surreal-takes-aim-at-tony-the-tiger-and-his-coterie-of-breakfast-brand-icons/), they’ve harnessed the power of the asterisk with their ‘celebrity’ endorsements, and they’ve taken it all back with their ‘[lawyer-approved’ ads](https://twitter.com/eat%5Fsurreal/status/1634182797811228675) – all while maintaining their positioning as a healthy yet delicious breakfast cereal for grown-ups. Genius! The billboards boasting fake celebrity endorsements elicited major chuckles, with messages like… > “**We’re Dwayne Johnson’s favorite cereal.**\* > \*Dwayne is a bus driver from London.” Five stars. No notes. ![Photos of Surreal's billboards, including one that reads "Michael Jordan loves our cereal* ... *He's just a normal bloke who lives in St Alban's, but he really does like it."](https://lh7-us.googleusercontent.com/nvTBf2TJi_kpieRmYLVw9-E9oPZlQQy1VBOxnpXHG26Ew-c3dTllkMJiZ1PelFPF7Ep1n3jMOZIcs1dW2y24KUD-V4JYAvu4BDDwgzE4a-SdJge2Iug-3hwTtB0Cf6PrccB07taIIPXyFlqM) Source: [X](https://twitter.com/samanthalcc/status/1634189975481712640/photo/1) ### The lesson: Know yourself Surreal has carved out a niche as a fun yet nutritious breakfast cereal. Every element of their marketing strategy, from their Instagram posts to their billboards, reflects and strengthens their fun side. This consistency (plus a hearty dose of audacity) makes for a super memorable brand. ## #1: Mailchimp Where to begin with Mailchimp? Their marketing team has been smashing it out of the park for years. From 2017’s iconic [MailShrimp](https://www.youtube.com/watch?v=VZvDv2-Zy3I)/[JailBlimp](https://www.youtube.com/watch?v=oeurqXWOsEA)/[KaleLimp](https://www.youtube.com/watch?v=rO4pwJjM56Q) video trilogy to 2022’s delightfully surreal “[Guess less, sell more](https://www.youtube.com/watch?v=o5a1EEVsHlM)” campaign, they’re the undisputed masters of B2B marketing. With their 2023 “Turn clustomers into customers” campaign, Mailchimp has done it again. In just four little words (one of which they made up!) they perfectly encapsulate the power of their [personalization](https://www.productmarketingalliance.com/how-to-use-personalization-tactics-in-your-product-marketing-strategy/) tools. ![A "clustomer" i.e. a big ol' ball o' customers](https://lh7-us.googleusercontent.com/DPEMD3KHDupYYpnp-se297pVVE4bAMZZeBNMv22m0_pXsbitKpokuDG_UIH0sIp84TbulGXB7RangE5iqGl91hxOyxTV4B0ruX0lis-YP_EB8TGDV0mCP34ascWEZm9wzg5Zh9jgn5jWjYO2) Source: [Mailchimp](https://mailchimp.com/resources/transform-clustomers-into-customers-at-scale-ebook/#5J3k1bMW0MhWzci3ah21fs) ### The lesson: B2B doesn’t have to be boring For too long, B2B messaging has been as dry as the Sahara. Mailchimp's clear and concise messaging, paired with colorful and clownish visuals, is here to change that. Why rely on lists of features and drab color palettes when you can have a little fun? It’s a great way to stand out from the crowd. And if you can throw in a rat-king-like ball of customers to drive your point home, all the better. Now, sing along if you know the words: “MAAAAIL shrimp!” ### Ready to take your messaging to the next level? Get [Messaging Certified](https://learn.gotomarketalliance.com/training/c9aa4384-c55b-11ec-bd4c-020df940d6b7/overview). **By the end of this course, you'll…** 🙇‍♀️Know how to build foundations for solid messaging and customer engagement. 🧑‍💻Be able to get maximum impact from your messaging frameworks. 💪 Be a pro at drafting, layering, and reviewing your messaging. 👀Understand how to work more effectively with copywriters. 🤓 Know how to validate your messaging with prospects and customers. ✅ Understand message synching and why it matters. … and that’s just the TIP of the iceberg! [Get Messaging Certified today](https://learn.gotomarketalliance.com/training/c9aa4384-c55b-11ec-bd4c-020df940d6b7/overview) ### Ecosystem Go-to-Market vs Partnership Go-to-Market URL: https://www.gotomarketalliance.com/ecosystem-go-to-market-vs-partnership-go-to-market/ Last updated: 2025-04-30T18:14:01.000Z There’s more than one way to do most things in life, and that includes Go-to-Market strategy. As the market evolves, new strategies for GTM are also emerging. Two of the most discussed right now are ecosystem GTM and partnership GTM. Both are business models that enable you to launch new products more strategically. They also have a lot in common and can be a bit tricky to separate. So in this article, we’ll be explaining what these two strategies are, how they differ, and what benefits they can offer you and your company. ## What is ecosystem Go-to-Market? A business ecosystem is a network of companies working together to deliver an integrated offering to their customers. For example, if your company produced running shoes that can connect to a fitness watch to better track runs, you might form a network with a fitness watch company and a distributor that can bundle your two products together. Customers can then easily access both products together. And the longer your two companies work together, the better you can integrate your shoes with their watches, to deliver a more valuable service to your customers. Ecosystems are all about connecting with complementary products so you can deliver an end-to-end experience for customers. Critically, it's not just your relationship with one other business. It's a web of companies woven together to deliver an all-inclusive service. You’d build a network of suppliers, distributors, providers, and so on. The value of doing this is you can deliver a service to customers you wouldn’t have the ability to build in-house. You can connect with businesses outside of your traditional industry to expand your reach, solving problems for customers and incorporating a range of industry sectors. And again, this isn’t just a partnership. Your services are integrated. This streamlines the customer journey, meaning they can get everything they want from one place rather than having to go here, there, and everywhere to get everything they need. If you’re a smaller business that doesn’t have the resources or capability to set up an ecosystem for yourselves, worry not. A lot of industries will already have ecosystems in place. See what’s already out there, and reach out to ecosystems you could potentially join. The benefits of an ecosystem model for your Go-to-Market strategy are pretty extensive, but here are some of the main ones: ### **1\. Having multiple sources of value** You’re offering more than one thing, so you have more than one value set. This is a big one because it means you’re diversifying your value to customers. You’re not dependent on just one thing to bring in revenue and keep customers choosing your offerings over competitors. You’ve got a lot going on, and that makes you a very attractive option to a consumer. ### **2\. Locking down a range of customers** With an ecosystem model, you have the potential to consolidate a much larger customer base. If you’re using the ecosystem model correctly, you’re hugely increasing the value of what you offer. And more value means you’re more popular with customers. Say you’re a digital company that offers a marketing automation platform where users can schedule all their marketing campaigns. And you integrate with a company that allows users to schedule all their social media posts. Together, you have a platform where users can schedule emails and social posts, probably at a friendly price point because you’ve bundled the two offerings together. Even better, you then add an AI platform to your network that repurposes the emails a user writes into a social post format. Customers are more likely to choose what you offer than buy a subscription to one platform for email campaigns and a separate platform for social media. ### **3\. Dominate the customer journey** Wherever the customers are, so are you. You, or a company in your network, will be in contact with them at every stage of the customer journey. As an ecosystem, you own every stage. The first social post they interact with, their first Google search, the first landing page they touch down on, and so on. You have the potential to hit every stage of their journey, which means there should only be one destination (buying your products). ### **4\. Future-proofing your business** An ecosystem is a great way to stay ahead of whatever’s coming down the pipeline in the next one, five, or 10 years. When you build a business ecosystem, you’ll share data with the other companies in your network and have access to a much bigger pool of customers. All the knowledge you can gather from that wider source of data allows you to better predict future trends, anticipate changes in the market, and, ultimately, get ahead. This gives you a real edge over competitors outside of your ecosystem. Remember, the key things that define an ecosystem model are: 1. A network of companies working together. 2. An end-to-end user experience. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/GTM_Motions_Playbook_2023_CTA_-3.png)](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) ## What is partnership Go-to-Market? Whereas an ecosystem is a network of multiple companies, a partnership describes the relationship between your company and one other. The idea of partnering with another company is you can have a mutually beneficial relationship that allows you to better market and sell your products. A strategic partnership can help you generate more awareness and engagement for your brand, boost sales and establish a bigger presence in the market. But make a poor partnership decision and you can harm your company. So, it’s important to think carefully about who you partner with. When it comes to partnerships, it's all about quality over quantity. You should partner with companies that make sense for your broader business goals and values. For example, if you’re marketing yourself as an eco-conscious company, you don’t want to partner with Shell. Your customers will probably be pretty put off if you do. The key rules for choosing a partner are: 1. You have similar customers. 2. You’re not going to compete with one another. A partnership relationship won’t be mutually beneficial if you're stealing your partners’ sales or vice versa. What you want to aim for in a partnership is a brand that offers products that appeal to the same target audience as yours, but are sufficiently different that a customer would want to purchase both, rather than one or the other. It wouldn’t make sense for Adidas to partner with Nike cause they do the same thing. But Nike might partner with Apple to promote the fitness capabilities of an Apple watch. They’re targeting the same audience, but not with the same product. Plus, the presence of Nike lends authority to the fitness offering from Apple because Nike is a popular sports brand. It's beneficial for Nike cause they get a partnership with arguably the biggest producer of smartphones globally, and they could barter for App Store spotlights on their fitness apps. ### So, how does this fit into your Go-to-Market strategy? A partnership model can be really impactful if you’re looking to keep up with modern consumer preferences. There’s been a big shift away from traditional sales models and towards self-serve options. It started in the B2C world, but B2B is massively catching up. We get increasingly little face time with our potential customers. Partnerships are a great way to outmaneuver this. Partnering with better-known brands that are lacking a function you can offer can propel you into the marketplace and get a lot more eyes on your product. Alternatively, partnering on a product launch with a company of a similar size can double the eyes you get on your product. It's all about identifying routes into bigger customer pools through tactical moves. When you hash out your partnership agreement, sharing sales and marketing leads will allow you to draw on a much bigger collection of data to inform your Go-to-Market strategy. Another increasingly relevant option is using social media partners. Again, B2B is a little behind B2C on this, but social media is an excellent tool for B2B marketing. If you’re in B2C, then this is definitely an option you should consider. Customers don’t have the same trust for businesses or sales reps they used to. But they do trust the opinion of their favorite influencers. Partnering with influencers your targeted audience respects and admires can have a huge impact on how customers view your brand. It’ll also encourage trust and loyalty to your products. But again, it's really important to do your research and choose the right partner. What all of this means for your Go-to-Market strategy, is you’re getting more eyes on your marketing campaigns. You’re generating more hype for your product launches, and you’re finding more sustainable ways to market your products post-launch. Plus, this gives you a reliable tactic when traditional selling doesn’t appeal to your target audience. --- ## Forge industry alliances and become unbeatable Looking for the full, actionable low-down on building partnership strategies? [**Sign up to Ecosystem Go-to-Market: Masters**](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) and Reach new audiences, amplify your messaging, and finally sell at scale when you learn how to leverage strategic partnerships the right way. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/04/ecosystem-go-to-market-masters.png)](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) --- ### GTMA Case Study: An interview with Kasey Stinson URL: https://www.gotomarketalliance.com/event-case-study-kasey-stinson/ Last updated: 2024-05-22T11:21:51.000Z Whenever you want to bring a product to market, there are several key steps to get right. From nailing your [cross-functional strategies](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) to really making sure your[ product roadmap](https://www.gotomarketalliance.com/communicating-your-product-roadmap-and-vision/)’s understood by the stakeholders involved, there’s quite a lot to consider. Equally important and an absolute must to cross-functional effectiveness? Your [product positioning](https://www.gotomarketalliance.com/positioning-finding-a-place-for-your-product/). In the lead up to our #GTM24 LA event, we met with one of the speakers, Kasey Stinson, whose event topic focuses on the importance of having a sound product position and message in place. More than that, she underlines the value of how a clear story can bring teams together. Read on to discover why she thinks your product story could encourage better collaboration and also attract the right audience. ## **Can you introduce yourself and describe your role?** My name is Kasey Stinson, and I’m currently Vice President of Sales Enablement and Product Marketing at PSCU Co-op Solutions. We're a financial technology company that supports credit unions in driving sustainable growth, product innovation, and a future-focused member experience. My role involves leading product positioning, messaging, developing sales tools and training, overseeing the product from development through launch and in-market strategy, and managing any additional enhancements. ## **In your own words, briefly describe product positioning’s value.** Ensuring that your product positioning is accurate is crucial for making sure your messaging resonates with your customers and that your product appeals to them. The essential element here is to focus on the outcomes your product delivers and the problems it solves for your customers. It's about moving beyond merely discussing the features and benefits. Instead, aim to craft a narrative that genuinely connects with your target audience. ## **Why do you think a clear product story brings teams together?** A clear product positioning from the start ensures that all subsequent components, like messaging, sales tools, and go-to-market strategies, are aligned. This alignment is achieved through collaboration with stakeholders such as sales teams, product teams, and marketing, ensuring a unified approach to the product strategy. To achieve this, it's imperative to bring together various key stakeholders. This includes your sales team, who will be directly engaging with customers. They possess a deep understanding of the customer's current issues and challenges, providing invaluable insights that can shape your product's positioning. It's equally critical to involve the product owner to gain a comprehensive understanding of the product's features and capabilities. By integrating the sales perspective with the product information and your marketing expertise—including a thorough analysis of the industry and audience needs—you can develop a well-rounded and compelling positioning narrative. ## **At our LA event, you’ll be sharing some best practices. Could you briefly mention some of those?** I'll discuss the importance of involving the right stakeholders, understanding your audience, and using tools to ensure alignment and documentation of key criteria to really get your product positioning and messaging right. Ultimately, we’ll look at how this approach helps in measuring results based on your efforts. Equally, I think it’s critical to get different perspectives from different industries to really positively disrupt your processes and come up with something that might be better or more effective for you. ## **How do you maintain a unified messaging strategy through any unexpected changes?** So, I like to think of arriving at the ultimate positioning and messaging as a road trip. You know where you're starting, where you want to end up, and you know your destination, but maybe you don't know exactly which roads you'll take to get to that final destination. Inevitably, you might encounter detours or need to make adjustments. The critical point is that everyone is aligned with the same North Star and use tools and processes to continuously document and revisit the original messaging and positioning. This ensures the team can adapt to changes, and remain unified. When you're all able to stay in sync through some of these processes, you're able to stay on the same page. And you’ll arrive at that final destination for a fantastic trip or vacation, which is your product launch and your go-to market. ## Want to attend [this event](https://events.gotomarketalliance.com/location/losangeles?ref=gotomarketalliance.com)? At Go-to-Market Alliance, we're always looking for ways to engage our lovely community members. Where better to network with like-minded pros and discover the latest industry trends than by attending one of our upcoming events? Join industry leaders (like Kasey) at our #GTM24 LA event as they share their tried, tested, and proven strategies that you can adopt right away. Check out [our brochure](https://events.gotomarketalliance.com/location/losangeles/downloadbrochure) for more details, and see you there? ### How customer referrals can drive organizational growth URL: https://www.gotomarketalliance.com/how-customer-referrals-can-drive-organizational-growth/ Last updated: 2026-01-08T13:26:36.000Z Imagine a world where your customers become your most powerful salesforce, effortlessly driving exponential growth through the sheer power of their enthusiasm. This isn't some marketing fantasy – it's the reality of harnessing customer referrals, the ultimate growth engine for smart businesses. In this article, we’ll get into: - What a customer referral is - The power of word-of-mouth marketing - How to generate good customer referrals - How to ask customers for referrals - How customer referrals can drive organizational growth ## What is a customer referral? A customer referral is when an existing, satisfied customer recommends your product or service to someone they know – a friend, family member, colleague, or anyone in their network. A personal endorsement from a trusted source carries a lot of weight. Customer referrals are incredibly valuable because they come from a place of genuine enthusiasm and positive experience rather than a company-led sales pitch. Plus, people are more likely to trust a recommendation from someone they know over traditional marketing or advertising. You’ve heard of the power of word-of-mouth marketing, right? If not, let’s break it down… ### Word-of-mouth marketing Word-of-mouth (WoM) marketing is one of the most powerful and influential marketing tactics out there. At its core, WoM refers to the organic sharing of information and opinions about a product, service, or company – person to person. When positive, it acts as a highly credible endorsement that can drive serious brand awareness and [sales](https://www.revenuemarketingalliance.com/what-is-a-sales-methodology/). When negative – you guessed it – it can have the opposite effect. Negative word of mouth can see you lose sales and, worst case scenario, tarnish your brand name and overall reputation. ### The power of WoM stems from several key psychological factors **1\. Source credibility and trust** People inherently place more trust in the opinions and recommendations of people they know. We rely heavily on these close ties as trustworthy and impartial sources of product information. Their endorsements carry much more weight and believability than paid marketing messages from brands themselves. 💡 [****90%**](https://www.linkedin.com/pulse/what-customer-acquisition-cost-how-reduce-through-referral-m4sxc/?ref=revenuemarketingalliance.com) of people trust referrals more than any form of advertising. **2\. Personal relevance** Recommendations from someone with first-hand experience using a product/service are seen as highly relevant and applicable to our potential needs and circumstances. Hearing why someone we know personally benefited from a specific offering resonates strongly. [How case studies can elevate your content-led GTM approachCase studies are one of the most powerful content tools in the GTM playbook. Buyers are looking for third-party validation, and what better than a peer who’s made a similar decision? In case studies, sellers have an external voice sharing what your solution provides and the value it delivers.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceDavid Bressler![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/02/masaaki-komori-yIHrNgkyTGc-unsplash--1-.jpg)](https://www.gotomarketalliance.com/how-case-studies-can-elevate-your-content-led-gtm-approach/) **3\. Social validation** As social creatures, we look to our broader [social circles](https://www.competitiveintelligencealliance.io/how-to-use-social-media-to-create-a-competitive-advantage/?ref=revenuemarketingalliance.com) for behavioral cues on what's popular, desirable, and socially approved. Positive WoM validates that a brand is perceived favorably by peer groups, amplifying our interest in trying it ourselves to align with group norms. **4\. Emotional influence** WOMM often taps into potent emotional drivers that marketing struggles to authentically convey – things like enthusiasm, genuine delight, social currency, etc. This emotional charge makes the conveyed opinions far more persuasive and memorable. **5\. Amplified reach** Whereas brand marketing has limitations in audience reach and frequency, WoM spreads exponentially from person to person across all social and digital connections. It goes beyond the confines of paid media channels and has a self-perpetuating momentum. From a business standpoint, this incredible level of consumer influence that WoM channels is incredibly valuable because: - It drives incredible organic awareness by tapping into an ever-expanding chain of personal networks. - It boosts the credibility of marketing efforts by complementing it with trusted peer validation. - It's highly persuasive in converting interested prospects into customers given the implicit social proof. - It generates cost-effective customer acquisition compared to paid acquisition channels. Word of mouth is a Holy Grail for marketers. Creating products and experiences that deliver such outsized satisfaction that customers feel compelled to enthusiastically spread the word within their circles is the ultimate win. ## How do you generate good customer referrals? There are a few key things to focus on. First, you need to deliver an exceptional product or service that people genuinely want to rave about. If your offering isn't up to par, no amount of referral marketing will help. [Using customer feedback to improve your productAs many product marketers will testify, bringing a product to market is no piece of cake. From conducting market research and forming your personas to completing competitor analysis, you need to follow a long process, before unleashing your creation on the world.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2022/04/jason-goodman-vbxyFxlgpjM-unsplash.jpg)](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) Make it a natural part of your [customer journey](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/) and interactions. Don't wait to randomly spring the request on people out of the blue. Instead, build it into your processes at logical times when customers are likely to be highly satisfied. **For example,** you could send an automated email or in-app message after a successful product delivery thanking them and saying something like: > *"If you know anyone else who could benefit from our service, we'd be hugely grateful for the referral."* Or your customer support team could end positive service interactions by planting the seed about your referral program. The key is to make it a warm invitation from a conversational, human tone rather than a forceful demand. You want to catch people in their moments of peak brand appreciation. [From B2B to B2H: Building customer connectionOne of the biggest challenges facing companies today is standing out from the competition. Often, businesses forget they’re selling to actual humans when they look at marketing purely from a B2B lens. In this article, we’ll discuss one of the latest marketing approaches: B2H.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceCharley Gale![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/01/jackson-david-cIcBInoyb7U-unsplash--1-.jpg)](https://www.gotomarketalliance.com/from-b2b-to-b2h-building-customer-connection/) Consider different outreach sequences and messaging tailored to specific customer milestones as well. Reduce any friction by providing one-click sharing tools and clear guidance. How about offering meaningful incentives that motivate people to refer, whether it's credit, cash, prizes, perks, etc. Be sure to follow up on every referral quickly and offer a seamless experience for the referred contact as well. **And say thank you!** A little gratitude and recognition go a long way in inspiring customers to keep those referrals flowing. ## How customer referrals can drive organizational growth ### Cost-effective customer acquisition While traditional [lead generation](https://www.revenuemarketingalliance.com/what-is-lead-generation-in-marketing-a-guide/) channels like paid advertising, content marketing, SEO, etc. are essential, they also carry high customer acquisition costs that can strain budgets. In contrast, customer referrals provide a steady stream of warm, pre-qualified leads at a fraction of the cost. By prioritizing referrals as a key acquisition engine, organizations can reallocate resources away from expensive paid channels. You can double down on nurturing the referral program itself through automation, incentives, tracking tools, etc. – further compounding the ROI over time. The capital efficiency gained allows for more aggressive growth investments in areas like product development, talent, and market expansion. 💡 Referred consumers have an [****82%**](https://www.linkedin.com/pulse/what-customer-acquisition-cost-how-reduce-through-referral-m4sxc/?ref=revenuemarketingalliance.com)chance of continuing to be actively involved even **after 33 months**. ### Increased sales Referrals accelerate sales by starting you off on second base. The prospective customer is arriving pre-sold thanks to the referrer's credible endorsement. You're not fighting an uphill battle to grab their attention or build trust from scratch. The door is already open, so it's easier to advance them smoothly through your funnel to conversion. Beyond that, referrals have a multiplier effect: Every referred customer gained has the potential to become a new referral source themselves as they experience the value of your product. So, one great referral today could snowball exponentially through that customer's network tomorrow. It's a virtuous cycle of warm leads and expanded reach. Lastly, referrals drive sales by strengthening brand advocacy. Customers who rave about you amplify social proof, increasing consideration and demand. It's the ultimate form of peer-influence marketing. ### Increased trust and credibility Trust is the foundational currency that underpins all successful businesses. Yet establishing trust through traditional marketing is increasingly difficult in today's cynical, ad-saturated landscape. Customer referrals sidestep this by tapping into the purest form of social proof – personal recommendations from trusted sources. When a valued friend or family member endorses a brand, it carries exponentially more weight than any corporate messaging or advertising claims. There's an implicit stamp of credibility that supplants skepticism. This makes prospects much more receptive from the outset, accelerating the critical know-like-trust phases of the buyer's journey. The credibility earned also transcends just the initial conversion. It breeds confidence that cements long-term loyalty and reduces defection rates. Customers are less likely to be lured away by [competitive offerings](https://www.competitiveintelligencealliance.io/sustained-competitive-advantage/) because the trusted referral source already anchored them to your brand's superior value proposition during their purchase decision. 💡 Referred customers are [****54%**](https://www.linkedin.com/pulse/what-customer-acquisition-cost-how-reduce-through-referral-m4sxc/?ref=revenuemarketingalliance.com)more likely to make another purchase. ### Higher conversion rates Combining the benefits of lower acquisition costs with a pre-disposed trust advantage, it's no surprise that customer referral leads consistently achieve higher conversion rates across industries. **There are a few reasons for this conversion amplification effect:** - As mentioned, the trust factor means referral leads start further along in the sales funnel with existing brand affinity. - The referring customer effectively serves as a point-of-influence advocate, reinforcing the purchase motivation. - Prospects feel an accountability factor knowing their friend/family will be asking about their experience. Brands that successfully activate a scalable referral acquisition engine marvel at the conversion rates compared to their pay-per-click and other lead sources. ### Enhanced customer lifetime value Beyond the acquisition benefits, referred customers exhibit stronger engagement, lower churn rates, higher satisfaction scores, and more frequent purchases – all contributing to an average **16%** higher lifetime customer value over non-referral cohorts. There's a self-reinforcing psychological dynamic where referred customers perceive greater value upfront based on the referrer's endorsement. This breeds stickier loyalty and creates a "commitment and consistency" mindset where they perpetuate the referral cycle themselves. Through their elevated loyalty, increased purchases, and expanded referrals of new customers, these highly satisfied “acquired via referral customers” generate compounding revenue streams and profitability gains for the business over time. 💡 Referred customers are more likely to make repeated purchases and therefore have a [****16%**](https://www.linkedin.com/pulse/what-customer-acquisition-cost-how-reduce-through-referral-m4sxc/?ref=revenuemarketingalliance.com)higher lifetime value (LTV) than non-referred ones. ### Organic customer base expansion While paid acquisition channels require constant cash influx to keep them fueled, customer referrals effectively grow the business organically and sustainably by tapping into the networks surrounding each new customer. As more satisfied clients are onboarded via referrals, they too become potential new sources of referrals within their personal and professional spheres of influence. It creates a self-perpetuating "refer-a-friend" cycle that continually supplies your sales funnel with fresh, warm leads – no additional marketing spend required. This organic expansion is hugely valuable. It allows organizations to proliferate into new geographic markets and demographic segments passively just by delivering an exceptional experience that inspires customers to voluntarily recruit others. Over time, this can exponentially amplify a company's effective marketing reach and customer acquisition capabilities in a capital-efficient manner. ### Competitive advantage and defensibility The ability to generate a groundswell of authentic customer advocacy is an immense competitive advantage that's extremely difficult for rivals to replicate or undermine through conventional tactics. When a brand activates an army of raving fans who voluntarily promote it through their personal referrals, it establishes a level of social proof that simply can’t be fabricated through ad spend or marketing messaging alone. The customer-driven advocacy enhances brand equity, perceived value, and marketplace credibility in a way that creates real defensive barriers. As the referral engine builds momentum, it fosters a loyal brand community and sense of belonging that increases switching costs. Customers feel a sense of psychological ownership and identity with the brand story. This enhances [retention rates](https://www.gotomarketalliance.com/how-to-increase-your-customer-retention-rate-and-boost-loyalty/) and cements the brand's positioning as the de facto leader in its category. ### Increased customer loyalty There's a direct correlation between customer referrals and increased loyalty and retention. It stems from the basic psychological principle of consistency – once someone vouches for a brand by referring it, they have "skin in the game" and are far more likely to remain a loyal, consistent customer themselves to avoid cognitive dissonance. Not only that, the mere act of referring reinforces the positive associations and affinity they feel for your brand. Providing worthwhile referral [incentives/rewards](https://www.revenuemarketingalliance.com/incentive-marketing/) pays off in the form of deeper engagement and repeat business too. 💡 The retention rate of consumers who are referred is [****18%**](https://www.linkedin.com/pulse/what-customer-acquisition-cost-how-reduce-through-referral-m4sxc/?ref=revenuemarketingalliance.com) greater than that of customers who aren’t referred. Plus, an official referral program demonstrates that you value customer advocacy enough to bake it into your core business model. This boosts transparency and the feel-good factor of being part of a community of loyal brand evangelists. Psychologically and tangibly, referral programs strengthen the overall customer experience in ways that foster long-term loyalty. ### Continuous feedback loop Beyond the quantitative metrics like leads and conversions, customer referrals offer a rich mine of qualitative voice-of-customer insights that provide a continuous feedback loop for optimizing operations. For example, analyzing which customers are generating referrals (and which aren't) can reveal core customer personas and psychographics to prioritize and better understand motivations. [How buyer personas and segmentation can supercharge your product marketing strategyIt gets tough to explain product marketing. Is it in product management? Is it in marketing? But if there’s one topic we all agree it belongs to, it’s personas and segmentation.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceBekka Nathan![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/03/personassegmentation.jpg)](https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/) Looking at referral source patterns illuminates which marketing channels, campaigns, and customer touchpoints are hitting the mark in terms of delivering outstanding customer satisfaction. Tracking customer feedback and verbatim testimonials within referrals exposes potential product gaps, empowering data-driven roadmap decisions. Even detecting changes in referral velocity can signal potential issues before they escalate. Essentially, customer referrals serve as an always-on focus group, allowing you to continually iterate, improve offerings, and double down on what's truly resonating with customers. They enable a fast feedback cycle for quickly validating ideas, course-correcting inefficiencies, and fueling a culture of customer obsession – which is critical for sustainable growth. 💡 Referral campaigns statistically increased revenue growth for businesses by [****86%**](https://www.linkedin.com/pulse/what-customer-acquisition-cost-how-reduce-through-referral-m4sxc/?ref=revenuemarketingalliance.com) over two years. ## Customer referrals: Closing thoughts At the end of the day, an exceptional customer referral strategy is one of the most powerful growth levers a business can employ. While paid advertising, content marketing, SEO, and other traditional tactics are essential, none of them pack quite the same punch as activating your happiest customers as voluntary brand evangelists. Think about it – who would you trust more for an unbiased product recommendation? A faceless banner ad or a close friend raving about how much value they've got out of a product or service? Customer referrals forge authentic, credible connections on a personal level that simply can't be fabricated. And the benefits they unlock for the business are multi-faceted. For starters, referred customers come with built-in trust and expedited sales cycles, making them vastly more cost-effective to acquire than cold leads. But the benefits extend far beyond just the acquisition phase. Referred customers stick around longer with [higher lifetime values](https://www.customersuccesscollective.com/customer-lifetime-value-how-to-calculate-and-increase-it/), lower churn, and a mindset primed for making complementary purchases and referring others. It's a perpetual cycle that fuels itself. Not only that, a successful referral engine can be hard for competitors to replicate. It builds valuable social proof, brand equity, and defensive competitive positioning that increases switching costs and cements market leadership over time. So if you're serious about accelerating your business's trajectory in a sustainable, scalable manner, prioritizing an efficient referral program is non-negotiable. ### The rise of cloud marketplaces: 7 lessons from the trenches URL: https://www.gotomarketalliance.com/cloud-marketplace-gtm-7-lessons-from-the-trenches/ Last updated: 2024-06-13T08:02:13.000Z *This article is based on a presentation given by* [*Vishal Ganeriwala*](https://www.linkedin.com/in/vishalganeriwala/) *at #GTM23 in San Diego. As a GTM Blueprint member, you can catch up on* [*this presentation*](https://www.gotomarketalliance.com/gtm23-san-diego-ondemand-2/?wchannelid=2aadhpccn4&wmediaid=0ahqpomsll) *and more with* [*GTM OnDemand*](https://www.gotomarketalliance.com/gtm-ondemand/)*.* --- Are you looking for new ways to accelerate revenue growth for your software company? You're probably familiar with the traditional [routes to market](https://www.gotomarketalliance.com/accelerating-your-routes-to-market-getting-it-right-with-optimized-go-to-market-alignment/), like direct sales, channel partners, OEMs, [ecosystems](https://www.gotomarketalliance.com/ecosystem-go-to-market-vs-partnership-go-to-market/), and alliances. But what if I told you there's a somewhat hidden route to market that could allow you to increase your revenue by five to 20%? As you might have guessed from the title, that route exists. I’m talking, of course, about cloud marketplaces. It’s a route few startups use, either because they lack the bandwidth or simply aren't aware of it. However, if your company is making around $25 million or more in [annual recurring revenue (ARR)](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/#mrr-and-arr-monthly-recurring-revenue-and-annual-recurring-revenue), this is definitely something you should look into and invest in. As Nvidia's Product and GTM leader, I've witnessed firsthand the immense opportunity that cloud marketplaces present – but effectively capitalizing on this channel isn’t easy. In this article, I'll pull back the curtain to share our playbook for cloud marketplace success. You'll discover proven strategies for standout differentiation, structuring the right incentives, and nailing co-selling motions with marketplace giants like Google Cloud Platform (GCP), Microsoft Azure, and Amazon Web Services (AWS). More importantly, I'll reveal the blind spots and pitfalls we had to navigate – from legal entanglements to [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) restructuring. Steering clear of these landmines is crucial as you venture into this lucrative but complex new realm of B2B commerce. This guide will help you avoid our mistakes and replicate the initiatives that drove our success. The cloud marketplace ecosystem is growing fast. Let me show you how we successfully navigated it at Nvidia and went from zero to tens of millions in cloud marketplace ARR. ## The evolution of cloud marketplaces The top three cloud marketplaces are Google Cloud Platform (GCP), Microsoft Azure, and Amazon Web Services (AWS). There are others too, like Oracle Cloud Marketplace and Red Hat Marketplace, which are also pretty cool. But if you're brand new to this, start with those big three. That's what we did at Nvidia. We already had a huge software business that mostly sold through channel partners. Our goal was to build on that success through cloud marketplaces. Here’s one key lesson we learned along the way: don't try to tackle all the marketplaces at once. Each one is different – billing, listings, payouts, and so on vary across providers. Pick one to start with – whichever aligns best with your business model. We began with Azure, and within one year, we were able to scale and drive tons of revenue across all three major marketplaces. Let's look at how the cloud marketplaces have changed over time. When you browse the AWS, Google, and Azure marketplaces today, you'll see not just Nvidia's listings, but around 2,000 independent software vendors (ISVs) across all three platforms. If you're not listed yet, you're already behind. A case in point: of the top 100 cloud companies in Bessemer Venture Partners’ portfolio, 50% already have offers listed in the major marketplaces. So how did we get here? About two years ago, things shifted in a major way for these marketplaces. Google dropped a bombshell, announcing they would only take a 3% fee. To put that into perspective, Amazon used to charge 20%! Think about traditional channel partner margins – they're typically 20-30% because you're compensating them for sales efforts. AWS looked at those prices and said, “We'll take a 20% cut and handle the selling through our marketplace.” Then Google came in at just 3%, completely disrupting that model. Of course, keeping 97% of your revenue was an insanely attractive proposition for ISVs. Cloud marketplaces are already driving incredible amounts of revenue. According to [Tackle.io](https://tackle.io/resources/report/state-of-cloud-gtm/), marketplace throughput was already as high as $15 billion at the end of 2023, and it’s set to reach $100 billion by 2026. Here’s another stat that highlights the opportunity: according to [Tackle.io](https://tackle.io/resources/report/state-of-cloud-gtm/), 26% of ISVs expect to transact over 10% of their revenue through cloud marketplaces this year. My discussions with peers at the likes of Palo Alto Networks, Databricks, and VMware back this up; the range seems to be 5-20% of net new revenue coming through these channels. It's a seriously lucrative additional route to market. ## How does cloud marketplace spending work? The best way to explain cloud marketplace spending is through the “gift card” concept pioneered by AWS. _This post is for paying subscribers only._ ### Using customer feedback to improve your product URL: https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/ Last updated: 2026-01-08T11:56:28.000Z As many product marketers will testify, [bringing a product to market](https://www.gotomarketalliance.com/the-go-to-market-hub/) is no piece of cake. From [conducting market research](https://www.gotomarketalliance.com/how-to-conduct-market-research-for-go-to-market/) and forming your [personas](https://www.gotomarketalliance.com/the-role-of-customer-personas-in-a-winning-gtm-strategy/) to completing [competitor analysis](https://www.competitiveintelligencealliance.io/competitive-intelligence-complete-guide/), you need to follow a long process before unleashing your creation on the world. Some might say the release marks the end of the journey, yet this is only the start of a thorough process; you need to consider what is and isn’t working to make your product even better. [Customer feedback](https://www.productmarketingalliance.com/the-what-why-and-how-of-customer-market-feedback/?ref=gotomarketalliance.com) and win-loss interviews are among the most effective ways to gain a firm understanding of how your product has been received and how you can make changes where needed. Remember, customers and internal teams can both contribute at these pre- and post-launch stages in equal measure. Let’s check out how you can gain the insights needed to really help your product stand out. ## **How to source customer feedback externally** The customer's voice is paramount—surprise, surprise! This is the key ingredient in the post-production pie, and you can’t go without it. Receiving feedback from your target audience can provide you with golden insights that’ll give you essential information into what went well and which areas you need to improve. This allows you to refine your efforts in a bid to stay one step ahead of your competitors. So, how can you secure customer feedback? Let’s take a look at some steps you can take to collate all the essential information. [Do you know how to use customer pain points to your advantage?Imagine the feeling of that inconvenient thing that’s been annoying you just a little bit every day. How much would you pay to get rid of it? The solution to that problem, that makes your days run smoother and your life easier, that’s what you want to be for your customers.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/01/customerpainpoints.jpg)](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage?utm%5Fsource=ghost&utm%5Fmedium=post&utm%5Fcampaign=content-/) ### **Pick up the phone** Sometimes, the tried and tested no-frills methods are the most effective. 🤷‍♂️ While we can't promise every one of your customers will be willing to take part, when you do manage to speak with customers on the phone, this is a great source of qualitative data for your post-launch product analysis. Calls allow you to ask your customer for their opinions, probe with follow-up questions, and gauge their true emotions by listening to vocal expressions, detecting hesitancy, and so forth. When a customer is on a call, it’s much harder for them to pull the wool over your eyes and provide an answer lacking validity. Sure, you may need to provide an incentive to convince them to pick up the phone in the first place (a voucher goes down a treat), but believe us when we say the information you’ll get back will be worth much more than a $10 voucher. [Your guide to customer activationUnderstanding the value of your customer lifecycle is crucial to getting your go-to-market strategy right. As with most things inherent to GTM, your customers’ journeys will look different case by case. Read on to learn about customer activation, best practices, and mistakes to avoid.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/03/1fb4e508-2144-4057-aa7c-83e24663e010.jpg)](https://www.gotomarketalliance.com/guide-to-customer-activation/?utm%5Fsource=ghost&utm%5Fmedium=post&utm%5Fcampaign=content-) ### **Inbound emails and surveys** Rather not pick up the phone? If the cat’s got your tongue, inbound emails and surveys can also be used to generate wide-scale responses from customers. [From open to click: Email that captivates and convertsWith so many shiny new marketing channels available to us – from TikTok to chatbots – it’s easy to overlook the power of a well-crafted email. But, the data shows that email boasts one of the highest conversion rates across platforms.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceAidan Casey![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/12/efe-kurnaz-hvQMx4RnzYE-unsplash--1-.jpg)](https://www.gotomarketalliance.com/email-that-captivates-and-converts/?utm%5Fsource=ghost&utm%5Fmedium=post&utm%5Fcampaign=content-) Companies often use inbound emails because they’re cheap. With little to no set-up involved in capturing customer feedback or survey responses, you can send an email to thousands of customers and allow them to complete the feedback at a time that suits them (within reason!). Some customers might not like receiving a phone call asking for feedback. An email or postal questionnaire allows them to provide feedback without pressure. Such are the benefits of inbound emails and surveys that some of the world’s leading brands often use them. Airbnb, Netflix, and Slack are all advocates of the approach. ### **Win-loss interviews** There’s no product that’ll please everyone, but there are certainly ways to make a product better for most. You can invest your efforts into making your product as good as possible, and that involves speaking to converted customers as well as the ones who got away. [How to increase customer retention and and boost loyaltyCustomer retention and customer loyalty are both critical to the success of your products and company dynamic. Discover which methods you can use to retain more customers and why it’s so important.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/07/Screenshot-2023-07-24-at-17.04.38.png)](https://www.gotomarketalliance.com/how-to-increase-your-customer-retention-rate-and-boost-loyalty/?utm%5Fsource=ghost&utm%5Fmedium=post&utm%5Fcampaign=content-) Win-loss interviews are invaluable when you’re trying to improve your product, as the process gives you insights from both perspectives. In the case of your customers, which features make your product stand out above the competition? On the other hand, what dissuaded some to invest and opt for an alternative? The Apple vs. Android debate is the perfect example of two companies competing within a saturated market. Both crave the attention of mobile phone users and, while they win plenty of customers, they’ll also lose some of their prospects to their rivals. Therefore, win-loss interviews will be used to establish why their target audience A) decides to choose their product and B) opts to take their custom elsewhere. The process is critical in identifying which features need to be implemented within a new (or existing) product to capture the attention of those who have opted not to buy it. Take, for example, how an Android user may reveal they opted against an iPhone due to something related to the product’s battery life. Therefore, this could be an area of focus as you seek to improve your product. Similarly, win/loss interviews also inform you of positive feedback, with converted customers divulging key information about why your product appealed to them rather than the offerings of other competitors. ### [**Customer advisory boards**](https://www.customermarketingalliance.com/customer-advisory-boards-what-they-are-and-how-to-do-them-well/) Customer advisory boards provide PMM teams with candid feedback about their product or service after it’s been launched. This process is worth its weight in gold when you’re trying to address what is or isn’t working with your product. It provides an open forum for your target audience to vent their frustrations (or sing your praises!), giving you and your team an indication of how they’re using the product and its features. Customer advisory boards could validate your assumptions, but more importantly, the feedback may reveal other features that have caught their attention. This way you can amend your collateral and [product messaging](https://www.gotomarketalliance.com/what-is-product-messaging/) and bring them to the forefront of the minds of prospective customers. Similarly, customer advisory boards can influence the [product roadmap](https://www.gotomarketalliance.com/communicating-your-product-roadmap-and-vision/), as your customers may provide insights into additional products and features you need to develop to complement your offering. ## **How to source customer feedback internally** There’s no doubting speaking to your customers delivers essential information for product development. That said, there is a whole host of insights sitting right under your nose that can guide your analysis post-launch. ### **Sales representatives** Most companies selling a product have a sales team in place, and low and behold, every day, they talk directly to the people you’re desperate to reach — the customer. If you’re not asking your sales reps every question under the sun about how prospects respond to your product, then you’re missing out on a huge opportunity. [How can sales enablement improve your Go-to-Market strategy?Sales enablement is a relatively new function in B2B businesses, and it holds a lot of potential for your Go-to-Market strategy. Sales enablement is heavily associated with onboarding, but these multifaceted teams also support sales kick-offs, content creation and cross-functional collaboration.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2022/11/salesenablementgtm.jpg)](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/?utm%5Fsource=ghost&utm%5Fmedium=post&utm%5Fcampaign=content-) Make the time to sit with your sales teams and ask thorough questions about prospect feedback: what do they like? Which features have emerged as being particularly popular? On the other hand, if your product isn’t meeting pain points, why is this the case? Are they disgruntled with a particular feature? Collate every piece of information and form a bigger picture of what the prospect likes, and what the prospect doesn’t like, and act proactively to give them what they want. Some pretty popular methods to gather this kind of feedback include: - Biweekly/monthly feedback sessions, - Desk drops, - Surveys, and - Dedicated Slack (or similar) channels. ### **Customer success teams** The role of a customer success team is to form strong relationships with a company’s customers and ensure the relevant teams are aware of their customers’ needs and experiences. Given customer success spends time communicating with your target audience regularly, gaining insights and maintaining relationships, they’re a beacon of knowledge and can provide you with an array of information you can use to address shortcomings and also hone in on features that have ticked the relevant boxes. ### **Customer service teams** First things first: let’s clarify the difference between customer success teams and customer service. Very likely, when you think about customer service teams, one word might come to mind: complaints. Customer service is focused on rectifying problems that rear their head in a bid to keep customers satisfied and prevent them from jumping ship and swimming to your nearest competitor. Unlike the reactive stance adopted by customer service teams, customer success implements a more proactive approach, channeling their efforts into understanding and supporting customers to deliver desired business outcomes. While, on the one hand, no company in their right mind actively seeks customer complaints, when a customer service team’s faced with a tetchy customer, it’s for one reason, and one reason only: something isn’t’ right. Speaking with the customer service team allows you to identify any negative customer experiences that have arisen since the launch of your product before acting accordingly. Sure, you can’t please everyone, but if there’s an issue that’s repeatedly rearing its head, then it’s apparent this needs to be addressed. # **How trends influence your business** Finally, after collecting internal and external data, you’ll need to assess any potential trends that may have emerged. And remember, a trend isn’t one customer or sales rep saying jump and you saying, “How high?”— it’s looking for a pattern of a similar subset of your audience saying the same thing. The data will give you an indication of the positives and the negatives of your product, influencing decisive factors moving forward. For example, after initially launching your product, you may’ve placed an emphasis on a particular feature as being your core USP in your marketing campaigns. However, if your feedback comes back from your customers and the trends indicate A) your target audience is impressed by alternative features or B) your USP has been identified as a flaw rather than a benefit, your product marketing team can rectify the issue to improve the user experience. Your PM team can also amend accompanying collateral and messaging, highlighting the features considered to be more valuable by the target audience. Moreover, trends can be introduced within collateral, such as sales reps’ assets. For example, battlecards should be revised to highlight the key differentiating features earmarked by new customers, as well as comparisons against your competitors, and so on. The post-launch process is like a product marketing jigsaw puzzle; until you pop together all the pieces, you won’t see the whole picture. ### How to sell (not just write) great product positioning URL: https://www.gotomarketalliance.com/how-to-sell-product-positioning/ Last updated: 2024-03-15T16:46:58.000Z *This article is based on a presentation given by* [*Dave Prager*](https://www.linkedin.com/in/dave-prager/) *at #GTM23 in San Diego. As a GTM Blueprint member, you can catch up on* [*this presentation*](https://www.gotomarketalliance.com/gtm23-san-diego-ondemand-2/?wchannelid=2aadhpccn4&wmediaid=c5b1twz9v1) *and more with* [*GTM OnDemand*](https://www.gotomarketalliance.com/gtm-ondemand/)*.* --- Great news: You’ve cracked [the perfect positioning for your product](https://www.gotomarketalliance.com/positioning-finding-a-place-for-your-product/)! Don’t break out the champagne just yet, though. Now it’s time for the real challenge: selling that brilliant idea to the very people who can make or break its success. But don’t worry – I’m here to help. I’ll share my battle-tested framework for aligning executives, rallying [cross-functional partners](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/), and turning key decision-makers into champions for your vision. Let’s dive in. ## How *not* to sell your product positioning Let me start with a story about a failure. Our tale begins around 2010\. I’d just taken on my first job in Silicon Valley. The company I was working for was launching a storage product that we discovered could help protect users against ransomware – a pretty new idea back then. We decided to build our [positioning](https://www.gotomarketalliance.com/everything-you-need-to-know-about-product-positioning/) around this unique benefit. It was going to be really innovative, and we were super psyched about it. We were still preparing for the [launch](https://www.gotomarketalliance.com/what-makes-a-successful-product-launch/) and hadn't even told the CEO our plan yet. One day, during our Thirsty Thursday drinks, the CEO and I were chatting, and he asked me about this project. I told him our plan to position the product as protection against ransomware. However, I didn't explain my thought process – I didn't even check if he knew what ransomware was, which he might not have at the time. He just gave me a blank look, and we changed the subject. The next day, my boss called me into his office, furious because the CEO had killed everything we were working on. The project was over because of what I'd said. [![AI-generated image of Dave Prager with slumped shoulders and a defeated expression. He sits behind a blue table in what looks like the world's most depressing cafeteria. ](https://lh7-us.googleusercontent.com/RSq4bllLaSJjAdoUijut66E3RCFqMMmgFB10lZH5YDFhloMc9Kul-StDjU9OFDYc4lT0BLPJOik_SaF0J3GqUEQYXzuELMOzHL-3lvfUaWAV5JBM8VCbZmRLg2bFNjiHldz_xOXx8q9dqP9BNfDT1mQ)](https://www.gotomarketalliance.com/how-to-sell-product-positioning) Side note: I used AI to generate almost every image you'll see in this article. In this one, AI imagines me as a failure. Now, there are two ways you could interpret this story: 1. There was a bad CEO who lacked vision and didn’t know anything about marketing. 2. There was a bad marketer who didn't understand that you can't just share a great idea and expect people to buy it. The correct interpretation? The second one. ## Key concept #1: Great ideas don’t sell themselves What I learned from this incident (aside from all the creative ways a boss can yell at you without violating HR procedures) is our first key concept for today: great ideas don't sell themselves. [![Key concept #1: Like great products, great ideas don't sell themselves.](https://lh7-us.googleusercontent.com/5FxWeNCVSOlyGJpcY4BnyHoc4EJt4-nbwn2jqFiEbtDiBJ1FvKidXJ1wleNCLwcTII1JH1-iuuAeWiWdZCMaVtHriOzDCWIbfIfJelA0IuQB9EzP7tnSjKLxnAWXWtij9nheoXJm9K3jqOhrNGAo2g4)](https://www.gotomarketalliance.com/how-to-sell-product-positioning) My mistake was that I didn't realize I needed to sell the CEO on the idea; I just told him about it. We marketers often overlook the need to sell our ideas internally. When it comes to our customers, we understand they need to be taken on a journey, persuaded, and taught – but then we go to our execs and say, "Here's the idea. What do you think?" The rules for selling an idea are exactly the same as for selling your product. You've got to [know your audience](https://www.productmarketingalliance.com/understanding-your-target-audience-through-voc/), you have to know what they care about, you've got to speak their language, and you have to [talk in terms of benefits and value](https://www.gotomarketalliance.com/your-ultimate-guide-to-creating-a-value-proposition/) – not just features. ## Key concept #2: Never walk into a meeting without knowing the outcome It’s time for our second key concept: never walk into a meeting without knowing the outcome. “But Dave,” I hear you cry, “I don’t have a crystal ball! How am I supposed to know the outcome of the meeting before it’s even taken place?” That’s an easy one – you know the outcome because you've already influenced it. Now, I’ll admit, it's a ton of work upfront, but it means you have much less work to do on the other side. [![KEY CONCEPT #2: Never walk into a meeting without knowing the outcome.](https://lh7-us.googleusercontent.com/AlwOvlniMpgMtaxOK42C6Qa49kAHxuAqSwcvO90lu5qZxClCnGcOT72FmtUoPXPJ5Cum101TytM7yDGD1p3DNAnYV9jJrohZn1ctqQRFtCngns8ZZuNAcUQ6RoGlE7zqKoqHzd0obLGNIQM5ZHCIAA0)](https://www.gotomarketalliance.com/how-to-sell-product-positioning) So, how do you go about influencing the outcome of a meeting before you even walk in the room? The approach I take is very similar to [account-based marketing](https://www.gotomarketalliance.com/account-based-marketing-at-lseg/) (ABM). It's about selling an idea to a group of people who have to make a collective "yes" decision. Let me walk you through how I do that. ### Step one: Identify your buying group You want to start by mapping the people involved in the purchasing process. Your typical buying group contains the following roles: - **Initiators,** who kick off the project, - **Deciders,** who haveultimate authority, - **Approvers,** whose sign-off you need, - **Influencers,** who can sway the purchase decision one way or the other. - **Gatekeepers,** who have veto powers, and - **Users**, of course. This framework is built for software products, but it's relevant whenever you’re selling an idea – including when you’re selling positioning to your stakeholders. _This post is for paying subscribers only._ ### Design thinking in design-led customer experiences URL: https://www.gotomarketalliance.com/design-thinking-crafting-seamless-design-led-customer-experiences/ Last updated: 2024-03-13T11:00:33.000Z When it comes to product development, the quest for creating solutions that meet and surpass user needs is a must. Whether it's the sleek interface of your smartphone or the intuitive navigation of your favorite e-commerce platform, seamless user experiences set exceptional products apart. But what exactly fuels this user-centric approach? Enter user-centered design (UCD) and its symbiotic relationship with design thinking, two methodologies that converge to place users at the heart of the design process. Let's take a closer look at what each of these methodologies are. # Understanding user-centric design and design thinking [User-centered design](https://www.productledalliance.com/applying-design-thinking-to-product-ops/) (UCD) and design thinking aren't just buzzwords. In fact, they represent holistic approaches that revolve around understanding, empathizing with, and innovating for users. UCD emphasizes walking in users' shoes and crafting solutions that genuinely enhance their lives, while design thinking is an iterative approach aimed at challenging assumptions and finding innovative solutions. Both methodologies prioritize users' perspectives over personal opinions or business objectives, ensuring products resonate deeply with users and foster trust and loyalty. Tailoring the design to specific user groups is essential. Whether addressing the needs of tech-savvy millennials or seasoned professionals, UCD and design thinking methodologies prioritize understanding their preferences, challenges, and aspirations. Through in-depth user research, product teams gain valuable insights that inform every stage of the design process. Designers immerse themselves in understanding the nuanced needs, preferences, and pain points of end-users. This empathetic understanding serves as the foundation for creating designs that resonate deeply with the target audience, ensuring that the final product not only meets functional requirements but also delights users. Below are some of the important elements of a customer experience crafted with the synergy of UCD and Design Thinking. ## Seamless navigation Navigation acts as the backbone of UX design. An intuitive navigation system empowers users to seamlessly traverse through the interface, effortlessly locate desired information, and accomplish tasks without encountering obstacles. Clear menus, well-organized content, and intuitive labels all contribute to fostering a fluid navigation experience. ## Adaptive design When it comes to multiple devices, responsive design is indispensable. [A stellar UX design](https://www.productledalliance.com/how-design-thinking-is-reshaping-product-management/) guarantees consistency in user experience across various devices and screen sizes. This adaptability not only enhances usability but also positively impacts search engine rankings. ## Compelling visual elements Visual components of a design should captivate users without overwhelming them. The strategic use of color, typography, and imagery should complement the brand identity while maintaining a harmonious and user-friendly aesthetic. Visual elements should entice users and seamlessly guide them through the interface. ## Swift loading times In the digital era, speed is paramount. Users expect swift loading times for web pages and apps. Sluggish performance can lead to high bounce rates and frustrated users. An exceptional UX design prioritizes performance optimization to deliver a responsive and fast-loading experience. ## Effective content delivery Content reigns supreme in UX design. It should be clear, concise, and tailored to meet users' needs. Content hierarchy, typography, and legibility are crucial in ensuring users quickly grasp the message and locate desired information. ## Prominent calls to action A superb UX design integrates clear calls to action (CTAs) that prompt users to take desired actions, whether it's making a purchase, subscribing to a newsletter, or exploring further content. CTAs should be strategically positioned, easily noticeable, and designed to encourage user interaction. [Your guide to customer activationUnderstanding the value of your customer lifecycle is crucial to getting your go-to-market strategy right. As with most things inherent to GTM, your customers’ journeys will look different case by case. Read on to learn about customer activation, best practices, and mistakes to avoid.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceCecilia Toro![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/03/1fb4e508-2144-4057-aa7c-83e24663e010.jpg)](https://www.gotomarketalliance.com/guide-to-customer-activation/) ## Continuous user feedback and testing User feedback and testing are invaluable components of the design process. [Exceptional UX designs](https://www.productledalliance.com/why-its-time-to-implement-good-design-into-your-business-processes/) undergo continuous refinement through user testing and feedback loops. This iterative approach ensures that the design remains aligned with user expectations and evolves in response to changing user needs. ## Emphasis on accessibility and inclusivity Accessibility is a fundamental aspect of UX design. Outstanding designs ensure that all individuals, regardless of abilities, can access and utilize digital products. This encompasses considerations such as screen readers, keyboard navigation, and color contrast for users with visual impairments. ## Effective error handling and recovery No digital experience is flawless, and users may encounter errors or challenges. Exceptional UX designs anticipate such situations and provide clear, informative error messages and pathways for recovery. This ensures that users can resolve issues effortlessly, minimizing frustration and enhancing overall satisfaction. # Best practices to build design-led customer experience Design encompasses more than just aesthetics, focusing on usability and functionality. While design is often associated with how things look and graphical elements, it has long been recognized for its emphasis on usability and functionality, even predating the term Design Thinking. A successful design involves creating a solution that is intuitive, anticipates the latent needs of consumers, and is adaptable for the future. To understand design-led customer experience, below take a look at the key principles below. ## Prioritize customer needs and perspectives While many businesses focus on innovation from a technological standpoint, the Design Thinking approach prioritizes the consumer's perspective. Understanding and addressing core consumer pain points results in products that are consumer-oriented and offer delightful experiences. ## Develop customer personas Creating personas of the customer base allows businesses to better understand the consumer psyche. By empathizing with and comprehending consumer profiles, businesses can effectively connect with their audience and enhance their experience. These personas should include demographic information, attributes, motivations, needs, pain points, and actual customer quotes. [The role of customer personas in a winning GTM strategyIf you hope to sell your product, you need to intimately understand your target customer and market. That’s where personas come in. In this article, we’ll explore why personas matter for GTM and how to leverage them for success.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceAmelia Wilson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/01/Screenshot-2024-01-02-at-09.12.53.png)](https://www.gotomarketalliance.com/the-role-of-customer-personas-in-a-winning-gtm-strategy/) ## Employ empathy mapping Empathy mapping is a collaborative process aimed at gaining deeper insights into consumers. By representing a consumer segment, an empathy map provides a holistic view of the customer and their potential actions based on beliefs, emotions, and behaviors. Utilizing quadrants such as 'think,' 'feel,' 'say,' and 'do,' businesses can better understand different aspects of the customer experience and preferences. ## Map the customer experience journey In today's digital age, businesses have numerous customer touchpoints, both digital and offline. However, understanding customer motivations and influences remains a challenge. Customer journey maps help address this issue by enabling businesses to comprehend consumer needs and build relationships by solving for them at every touchpoint. According to research, customer journey maps enhance marketing ROI by 24% and reduce sales cycles by 16%. ## Develop [product roadmaps](https://www.gotomarketalliance.com/why-you-need-an-outcome-driven-product-roadmap/) and prototypes Given the dynamic nature of customer needs, market forces, and innovation, adopting an Agile approach is imperative for businesses. Rather than launching a fully developed product, smart businesses create Minimum Viable Products (MVPs) to test, experiment, and improve more frequently and rapidly. Creating product roadmaps and prototypes before the final launch minimizes errors and allows for further development. Iterating with customer feedback enables the creation of efficient customer experience prototypes, leading to secure outcomes before scaling the product. ## Conduct end-user product testing Product testing with end-users is crucial in the Design Thinking process. Since end-users will experience the product in uncontrolled environments, testing with them is essential. Design-driven enterprises often have Design labs where early-phase user research is conducted. Insights are gathered by observing how people interact with prototypes for different concepts. Simulated environments are created for users to experience products, and user interactions are measured using various tools like heat maps, touch maps, screen flows, and user analytics platforms. # Conclusion In the realm of product development, customer onboarding isn't just about guiding users through your platform; it's about crafting seamless experiences that resonate with their needs and aspirations. By embracing user-centered design and design thinking principles, organizations can create products and processes that not only solve problems but also foster lasting connections with their audience, ultimately driving business success. These methodologies, when synchronized effectively, form a powerful framework for innovation and customer-centricity in the digital age. ### Your guide to customer activation URL: https://www.gotomarketalliance.com/guide-to-customer-activation/ Last updated: 2024-03-12T10:23:59.000Z Your [product’s value](https://www.gotomarketalliance.com/how-to-create-a-value-proposition/) only goes as far as your customers' trust. It’s that simple (well, at least in theory). For example, without those who can vouch for your business or product, you risk losing momentum and your place among competitors. In short, your customers’ trust is at the heart of your [product launch success](https://www.gotomarketalliance.com/launching-success/). So, understanding the value of your customer lifecycle and journey is crucial to getting your [go-to-market strategy](https://www.gotomarketalliance.com/ultimate-guide-to-building-a-gtm-strategy/) right. As with most things inherent to GTM, your customers’ journeys will vary through [each stage](https://www.gotomarketalliance.com/what-are-the-stages-of-a-go-to-market-strategy/) and look different case by case. But one essential part of your [customer onboarding](https://www.gotomarketalliance.com/the-complete-guide-to-customer-onboarding/) and retention efforts will be **customer activation**. Read on to learn about customer activation, some best practices to adopt, and the mistakes you should avoid. ## **What is customer activation?** Customer activation marks the moment your customer takes the next step in the customer journey. Put differently, this is when users choose to buy your product or sign up to trial your service. This term also covers every effort your teams make to motivate your customers to take action before they drop off. You can imagine how tricky this might be because your customers will move along their unique journeys in ways that might be hard to pin down. One way to really make the most of your user activation strategy is to create unique [buyer personas](https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/) so you know exactly who to target. This will also help you adapt quickly when personalizing marketing efforts to attract the right users. Customer activation strategies are also set into ‘milestones’ - moments when your efforts are paying off and you notice your customers are engaging with your product. Some of these milestones might look like this: 1. Users have signed up to try your product and have now moved on to a paid subscription or option. This indicates your product must’ve solved some [pain points](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/) enough to get new customers on your side. 2. Those re-engagement, ‘friendly reminder’ emails you keep sending to existing customers? When your buyers click, react, and choose your product over your competitors again, you’re doing it right. Go you. 3. Another milestone that might be overlooked is the day-to-day onboarding and customer relationship building. Nurturing those relationships helps you build trust—a win-win and your way of making sure your customers stay happy. Ultimately, your activation strategies should always consider your customers first and your product second. Beyond just closing deals, you really need to look to more long-term, sustainable relationships. Without people to buy your products, without that trust in place, there’s no place in the market for your product, no matter how unique it is. Instead, speak to your product value by giving your customers a voice. That’s what activation strategies should be about. So, let’s look at best practices to craft an effective activation strategy. ## **How to create a user activation strategy** If you really want to engage or reconnect with your customer base, here are a few ways to foster a mutually beneficial relationship. ### **1\. First of all, know your audience!** Whenever you release a new product or feature, you need to be clear on the “who.” After all, your product is positioned to bring solutions to your customers, so familiarizing yourself with the people you’d like to reach is the best starting point. This means you’ll want clear customer segments and ideal customer profiles (ICPs) so you can directly adapt your marketing efforts to address these personas’ unique needs. Also, to really tailor your strategies, look at customer behavior. Pinpoint when in their journey they’re dropping off, becoming dormant, or engaging. The right [customer data](https://www.gotomarketalliance.com/what-are-the-go-to-kpis-and-metrics-used-in-customer-success/) on hand will help you build a personalized yet adaptable plan. Without it, it’s a bit like feeling your way in the dark. Another good way to establish how you should interact with your users is to ask yourself whether you should just leave them be or if any inactivity requires a gentle push (if yes, [email marketing](https://www.gotomarketalliance.com/email-that-captivates-and-converts/) would be great for this). ### **2\. Map out the ideal customer journey.** If [product roadmaps](https://www.gotomarketalliance.com/why-you-need-an-outcome-driven-product-roadmap/) are crucial for launches, consider your customer journey map as central to your activation strategy. The thought behind it is quite similar in that you’ll want to map out key touchpoints. To really make the most of your journey map, create unique touchpoints based on the customer personas you’ve developed throughout. Not only does this help you keep track of what’s next for and in your strategy, but it also helps you stay ahead of any necessary planning. Here’s another chance to leverage your existing customer data. By tracking a user’s behavior, you can determine at what stage in the journey they’re likely to take action—good or bad—and plan accordingly. In a nutshell, your customer journey map grants you access to your customers so you can more closely navigate the next steps to make the journey easier for them. ### **3\. Make sure the user experience is easy and intuitive.** Maybe this goes without saying, but… if your users are confused through the lifecycle, the less likely they will stick by your product or business. Once you’ve set a clear customer map in place, this part might come a bit easier. That is, if you have an idea of how each user should move along their journey, you can easily react to any potential roadblock so users can move on to the next stage without any added difficulty. What does this look like in action? Think simplified signups or user dashboards that are easy to use and navigate. Ultimately, make sure your customers know how to take every step in the right direction. ### **4\. Communicate your product value before and throughout your customer onboarding process.** From the get-go, it’s crucial to nail your [product story](https://www.gotomarketalliance.com/how-to-craft-epic-stories-for-your-go-to-market/). You can onboard your customers better when you know how to effectively and directly explain your product’s value. Whether through interactive sessions, live demos, or useful content explaining upcoming product features, emphasizing how your users can solve a specific problem with your product can make a huge difference. Showing users the best ways to incorporate and utilize your product can increase customer loyalty and satisfaction and strengthen your company or brand narrative. Engage your users from the start and show them what’s achievable with your product. ### **5\. Set feedback loops to encourage open communication with your customers.** Arguably, open communication is the best way to show you care. We’re likelier to open up about frustrations or voice our excitement when we feel listened to. This applies to your customer relationships. Since these individuals directly interact with your product or service, it’s worth focusing on what they have to say. Setting up feedback loops is the best way to ensure customers can directly communicate with you - or at least where they can turn to when encountering any issues. Tie this back to how you’d enhance the customer experience. Is it easy for your customers to reach your support team? What in-app communication platforms do you have in place? If it’s hard for your customers to contact you, you risk losing invaluable insights that could really power and inform your product strategy. ### **6\. Monitor performance and, from there, incentivize action or decide whether to change strategies.** Finally and equally important, your performance. This last tip involves everything we’ve covered up to now. You won't know how to motivate users without a clear understanding of your customer base and product journey. However, you probably already know what your customers and teams think about your product. While that’s great, your metrics best support your launch and product strategies. Some metrics to consider are conversion rates, [retention rates](https://www.gotomarketalliance.com/how-to-calculate-your-customer-retention-rate-and-increase-it/), and product usage patterns. This data will help you identify what works and what doesn’t so you can decide whether to change or stay on course. There’s no harm in changing plans if you notice your customers are dropping off at a certain part of the journey. It’s always better to improve than keep what doesn’t work. Regardless of where your users are in the customer journey, the following will help you guide them in the right direction and encourage them to trust your product. ## Customer activation mistakes to avoid Now you know some of the essentials of customer activation, spotting mistakes you can easily avoid while pushing users to take action is useful. ### There's such a thing as "too soon." Though showing off everything great about your product might be tempting, you must step into your customers' shoes. Would they feel overwhelmed if you listed all the features that make your product unique? Think about the onboarding process before sharing everything with new or existing users. In other words, don't jump right into all the problems your product solves. Instead, stick to the solution. In doing so, you can highlight your product value without speaking to all the other features that might be there to address different problems. Gradually introduce these features and consider the customer journey. Do this and you can walk your users thoughtfully throughout, without sharing too much, too soon. ### Complex and time-consuming tasks No matter how clear your guides are or how helpful your content is, if a user is expected to spend too much time on a task, they'll probably grow frustrated or leave it altogether. Though there's incredible value in educational, how-to content, this is better suited to helping customers navigate your product and their journey. If, for example, you have too many one-time tasks in place, consider where these should go in the customer journey. So, instead of making new users give all their information at once, divide and simplify the onboarding process so they can gradually familiarize themselves with your product or service. Remember, this is about user experience and building trust with users. Make tasks easier so they can tackle them on their own time and with little to no stress. ### Ignoring your customer feedback If customers are taking the time to review or give feedback on your product, don't leave them hanging. That is, don't just let their feedback go to waste. If you spot thoughtful and constructive feedback, try acting on it. The last thing you want is to lose customers because they've become frustrated with a lack of responsiveness or are too confused with your product. Most of these issues can be resolved; it just takes understanding your customers' pain points and communicating clearly with the teams involved so you can get a solution out faster and better. First, this shows customers you care. Second, if you encounter a recurring issue that's been flagged, it's absolutely worth looking into it. This will help you improve your product and service to give customers the support they need. More importantly, reacting to this valuable feedback means customers will think you're responsive and reliable. ## Key takeaways We've covered quite a lot, so let's look at some of the most important tips to remember: 🤝 Trust is everything when developing a truly valuable product for customers. 📣 Communicate clearly, and don't forget to react and respond to your customer's feedback! 🍃 An essential part of seamless customer activation? An even better customer experience. Keep things easy to follow - intuitive interfaces and clear next steps are your way forward. 📈 With the right metrics, you can keep an eye on your strategies and improve them throughout. Look at what's working and find sustainable ways to make your product the best for your customers. ### Why you need an outcome-driven product roadmap URL: https://www.gotomarketalliance.com/why-you-need-an-outcome-driven-product-roadmap/ Last updated: 2026-01-08T13:20:28.000Z Product roadmaps tend to be a timeline for the products and features you have coming up. But that’s just one way of looking at it. Your product roadmap can be so much more than a timeline; it can be an agile and strategic tool that helps you not only keep up with a rapidly changing market but also gives you the adaptability you need to get ahead of competitors. It’s time to wave the old school feature-based roadmap goodbye and say hello to the outcome-driven roadmap. In this article, we’ll be covering: - [What an outcome-driven roadmap is,](https://www.gotomarketalliance.com/p/c2b623a9-877a-4d4c-a6bd-23efc9a0aed2/#what-is-an-outcome-driven-roadmap) - [How to go about making one,](https://www.gotomarketalliance.com/p/c2b623a9-877a-4d4c-a6bd-23efc9a0aed2/#how-to-make-an-outcome-driven-product-roadmap) - [How it can be used as a strategic tool, and](https://www.gotomarketalliance.com/p/c2b623a9-877a-4d4c-a6bd-23efc9a0aed2/#how-to-use-product-roadmaps-as-a-strategic-tool) - [What value this will add to your Go-to-Market strategy](https://www.gotomarketalliance.com/p/c2b623a9-877a-4d4c-a6bd-23efc9a0aed2/#what-value-do-product-roadmaps-add-to-your-go-to-market-strategy) ## **What is an outcome-driven roadmap?** Very likely, you’ll have a rough idea of what a traditional feature-based roadmap is. These timelines are similar to the waterfall model: a sequential, fixed, and itemized list of the products and capabilities you’ll be introducing, with little to no emphasis on the value or purpose of the work. In short, feature roadmaps aren’t designed to be flexible, which means they become obsolete very quickly as the market changes. Unlike [outcome-driven roadmaps](https://www.productledalliance.com/the-power-of-outcome-driven-product-roadmaps-q-a-highlights-with-roman-pichler/?ref=gotomarketalliance.com), which focus on the goals you want to achieve rather than the features you’re rolling out. Outcome-driven roadmaps, by their very nature, are designed to demonstrate the value of your teams and how their work contributes to a product's success. You can outline the results you want and deliver on them early, often and continuously. For example, instead of stating that ‘*in May we’ll launch a bug fix for X device*’, you could say ‘*in May we’ll improve customer retention by X amount*’. Rather than getting bogged down in technical language, you’ll focus on the successes you’re going to deliver. However, your roadmap should be more than just a list of goals. It should tell a story of where your product is going and what it’ll achieve. This should also tie into your company's overall narrative and [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/) to demonstrate how an individual product is furthering the whole. If a roadmap includes every single feature that’s coming out, that meaning will be lost in a veritable sea of technical information. Instead, roadmaps should be a collaborative tool. And if only the most qualified engineers can understand them, they won’t benefit your other GTM stakeholders which could impact your overall [cross-functional strategy](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/). ## **How to make an outcome-driven product roadmap** So, what should an outcome-driven roadmap look like in practice? Let’s break it down into a few simple steps. ### **Product management has ownership.** One of the most important factors in an effective product roadmap is product management having ownership of it. Without this clear ownership, a roadmap will lose focus and become a list rather than a strategic tool. That being said, you shouldn’t make a product roadmap in isolation. We’ve talked about this a lot, but cross-functional working is fundamental to a successful [Go-to-Market strategy.](https://www.gotomarketalliance.com/ultimate-guide-to-building-a-gtm-strategy/) ### **Get your teams involved early.** Include representatives of your core teams in roadmapping workshops or reviews to ensure you’re making the most of the expertise in your company. It's also key to get these perspectives so you have a realistic sense of what will be needed from every team to complete a project and how long it’ll take. Getting these teams involved early on means everyone contributing to the project will be aligned in what they’re doing, ensuring a smooth process and a coherent and refined end product. ### **Consider your product goals and strategy.** Start by deriving your product goals from your product strategy. The milestones on your roadmap should be the outcomes/progress you want to make. Beneath these, you can detail one or two features that will bring this outcome about, but remember to keep it brief. I.e. your goal could be to boost customer retention by solving X pain point, beneath which you could mention the feature or capability which could solve the problem. Your goals need to be measurable. Demonstrating value and success is a big part of the outcome-driven roadmap. So, highlight your accomplishments with metrics that can be clearly measured and conveyed. The roadmap needs to be easy to understand, so that every stakeholder referring to it understands what they’re working towards and what's needed of them. Having a broad timeline for when each stage will be complete will help keep teams accountable, but flexibility is the name of the game. ## **How to use product roadmaps as a strategic tool** ### **Staying ahead of the market** Far and away the greatest advantage of the outcome-driven roadmap is its agility, keeping you at the forefront of an ever-changing market. Hold quarterly reviews of your roadmap to see where you’ve succeeded or fallen short of your goals. This allows you to make adjustments and correct problems early rather than leaving it until they’re embedded in a project. You can also get feedback from customers to see if you’ve met their expectations of you as a company and use this input to guide where you go next. These reviews are crucial as they keep you flexible and adaptable to what competitors are bringing out. If the market changes, you can too. This way you aren’t tied into outdated features or capabilities, because your vision is broader and more reactive. ### **Improving customer journeys** Traditionally roadmaps have always been an internal tool. A lot of people in product want to keep their ideas close to their chest, rather than give competitors any idea of what they’re working on. However, we’re starting to see bigger companies put out a public-facing roadmap that gives customers an idea of what they’ve got coming down the pipeline. So, what’s in it for you? For starters, it can seriously help your customer retention. Imagine you have a pain point that you haven’t been able to solve yet, but you’re rolling out the solution early next year. If a customer is frustrated with the pain point, they’ll likely look elsewhere for a product that’s already resolved the issue. But if they know you’ve got a solution coming soon, they’re more likely to stick it out with the product they’ve already invested time and money into it, rather than starting from scratch. You can also use your roadmap to demonstrate to customers that you’re taking feedback on board. You can do this by responding to feedback in your next roadmap update. This is hugely beneficial for your relationship with existing customers. ### **Enabling your sales teams** Not only that, but a public roadmap can be used as a sales tool to bring in new customers. Encourage your sales team to utilize your roadmap when they speak with potential customers. That way, they can win them over with the exciting releases they’ll have to look forward to as well as what’s already on offer. Customers want to see where a company is going, that it has a progression and will evolve with their needs. A public product roadmap that sales can refer to or potential customers can find via their own research is a great way to demonstrate how you’ll do just that. Although, there are some key differences between this and your internal roadmap. You’ll want your sales teams to keep it pretty vague, and definitely don’t commit to a specific date. It's important to manage the expectations of your customers. So, outline key things you’ve got coming up and show them you deliver on your promises. This will further build their loyalty to your brand. [How can sales enablement improve your Go-to-Market strategy?Sales enablement is a relatively new function in B2B businesses, and it holds a lot of potential for your Go-to-Market strategy. Sales enablement is heavily associated with onboarding, but these multifaceted teams also support sales kick-offs, content creation and cross-functional collaboration.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2022/11/salesenablementgtm.jpg)](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) ## **What value do product roadmaps add to your Go-to-Market strategy?** Product roadmaps are a really powerful asset for your Go-to-Market strategy. Doing collaborative groundwork early on in the process will give you a good understanding across your teams of the products going out and the value they add to the company. This is especially important for your public facing teams like sales and customer success, as when it comes to the post-launch stage of your GTM strategy, they’ll already be empowered to convey this value to customers. Training your teams early will make the Go-to-Market process run efficiently and smoothly. You’ll save yourself a lot of time and panic at the launch stage if everyone has been aligned and enabled from the outset of a project. And when we’re talking about adding value, don’t forget that you can use a project roadmap to align leadership as well as teams. Outcome-driven roadmaps clearly demonstrate the value you’re adding to the company with your projects. If you’ve outlined OKRs and success metrics in your roadmap, you can use it as a tool to secure stakeholder and C-suite buy in. As we all know, that buy-in is key to Go-to-Market success. ## Want to contribute? At Go-to-Market Alliance, we're always looking for more community members to share their experiences and expertise with us! If you're interested, let's talk! Look through how to [contribute](https://www.gotomarketalliance.com/create-and-contribute/) to our page or get in touch with anyone from [the team](https://www.gotomarketalliance.com/meet-the-team/). As well, why not explore some of our [upcoming events ](https://events.gotomarketalliance.com/location/losangeles?ref=gotomarketalliance.com)to network with like-minded pros? ### GTMA Event Case Study with Sandeep John URL: https://www.gotomarketalliance.com/gtma-event-case-study/ Last updated: 2024-03-05T11:00:06.000Z In January, GTMA hosted its first online event of the year. This event brought together a group of go-to-market leaders who shared their unique insights and experiences. With topics ranging from the challenges team leaders face to generative [AI in GTM](https://www.gotomarketalliance.com/the-ai-for-go-to-market-playbook/), this event was full of industry-relevant topics. One of the event speakers - Sandeep John - shares some of what he enjoyed most about the event and tells us a bit more about his experience and interests. Happy reading, and thank you, Sandeep! ## **Can you tell us a bit about yourself and your work?** I currently lead marketing at Prismforce, \[an\] AI-powered talent supply chain software for tech services. Over the last decade, I’ve had the opportunity to work across startups and large enterprises. My expertise is in building high-impact marketing teams. I’ve been fortunate to have the opportunity to build and scale teams in Freshworks, Outplay, and DataTracks. ## **How’d you first hear about our community and what attracted you to this opportunity?** I initially learned about your community from a few colleagues within a different professional network. The opportunity to share insights and engage with like-minded professionals immediately caught my attention, prompting my interest in joining. At the event, I spoke about why obsessing about your Ideal Customer Profile (ICP) is important. I believe that really knowing your ICP should be at the heart of everything you do in Product, Marketing, and Sales. I feel most of us don’t spend enough time understanding our ICPs. When we build a feature, write content, or do a sales pitch, we really need to ask ourselves if it matters to the ICP. ## **What did you think of our event and the other speakers?** I found the event to be excellently organized, catering to a broad spectrum of marketers, whether affiliated with startups or large enterprises. The diverse range of sessions offered valuable insights, with a personal highlight being the session on how Gen AI will enhance GTM (Go-To-Market) efficiency. ## **Are there any topics you’d like to see in our next events?** I would be interested in exploring deeper discussions on Gen AI and its implications for marketing, delving into the evolution of future marketing organizations. Specifically, gaining insights into what the structure and functions of a future marketing organization might entail would be a compelling topic for upcoming events. ## **And finally, what do you hope our community can learn from these events?** My hope for our community is to witness an ongoing inclusion of practitioners sharing their experiences at events. It remains valuable to showcase real-life examples, both successes and failures, related to strategies, campaigns, and tactics. These practical use cases offer abundant opportunities for learning and insights. \[And\] I’ve always seen the value of communities. My greatest learning stems from these communities, whether catching up on the latest resources or just peer-to-peer networking. I would recommend GTM online and the in-person series as a great way to network with fellow GTM leaders. ## Want to contribute? At Go-to-Market Alliance, we're always looking for more community members to share their experiences and expertise with us! If you're interested, let's talk! Look through how to [contribute](https://www.gotomarketalliance.com/create-and-contribute/) to our page or get in touch with anyone from [the team](https://www.gotomarketalliance.com/meet-the-team/). As well, why not explore some of our [upcoming events ](https://events.gotomarketalliance.com/location/losangeles?ref=gotomarketalliance.com)to network with like-minded pros? ### The biggest mistakes companies make post-launch - and how to fix them! URL: https://www.gotomarketalliance.com/the-biggest-mistakes-companies-make-post-launch-and-how-to-fix-them/ Last updated: 2026-01-08T13:26:04.000Z Product launches are tough. They take up time, energy, and expensive resources. Not only that but there’s always another launch coming right up. So, it can be pretty tempting on launch day to banish a product from your mind and move on to the next one. However, a launch doesn’t end on launch day. In fact, it’s really only the beginning. We’re seeing a lot of companies wrestling with [post-launch success](https://www.gotomarketalliance.com/how-to-ensure-product-launch-success-by-utilizing-the-post-launch-stage/), so let’s talk about the biggest mistakes you can make post-launch and how you can turn them around for your [GTM strategy](https://www.gotomarketalliance.com/ultimate-guide-to-building-a-gtm-strategy/). We’ll be covering: - [Undervaluing your frontline teams](https://www.gotomarketalliance.com/the-biggest-mistakes-companies-make-post-launch-and-how-to-fix-them/#undervaluing-your-frontline-teams) - [Not having a post-launch content plan](https://www.gotomarketalliance.com/the-biggest-mistakes-companies-make-post-launch-and-how-to-fix-them/#not-having-a-post-launch-content-plan) - [Not monitoring and learning from KPIs](https://www.gotomarketalliance.com/the-biggest-mistakes-companies-make-post-launch-and-how-to-fix-them/#not-monitoring-and-learning-from-kpis) - [Forgetting to celebrate success](https://www.gotomarketalliance.com/the-biggest-mistakes-companies-make-post-launch-and-how-to-fix-them/#not-celebrating-success) ## **Undervaluing your frontline teams** As a CMO or a Product Marketing Manager, it can be pretty easy to lose sight of what it’s like to be in the trenches because of your [role's responsibilities](https://www.gotomarketalliance.com/the-roles-and-responsibilities-of-your-go-to-market-team/). It’s important to remember that your frontline teams are your greatest asset and can make or break company success. Firstly, your frontline employees (and by this we’re talking [sales](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) and [customer success](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/)) are representing your brand to the public. If leadership isn’t communicating with these teams, then there’ll be discord between your work as a leader and the outward perception of your brand. Sales enablement and customer success need to be brought into your Go-to-Market strategy early because, post-launch, they’re going to be leading the charge to victory. If you undervalue their contribution and don’t properly enable these teams to carry out their role effectively, your new product or capability won’t be adopted. This enablement can take the form of training, creating content like battlecards and whitepapers, or whatever you need to do to ensure that the people selling your products and keeping your customers onside are as enthusiastic and knowledgeable about what they’re selling as you are. [How to get sales excited about your product launchSales people are crucial for Go-to-Market success. You can put hours upon hours into nailing your product’s positioning and messaging, but the reality is all that hard work can be undone in a matter of minutes if it’s not understood and acted on by your sales teams.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2022/08/salesproductlaunch.jpg)](https://www.gotomarketalliance.com/how-to-get-salespeople-excited-about-your-launch/) Secondly, it’s not enough for this communication to go one-way. Sales and customer success are speaking to your customers every day. This means they know better than anyone what customers like and dislike about a product. You have a built-in testing program, and if you’re not making use of it… you’re seriously missing a trick. Survey your customer-facing teams, and they’ll tell you your strengths and weaknesses. Are there frequent complaints? Listening to your sales team lets you catch those problems early and roll out a solution. If you have that back and forth with sales and customer success, you can always be one step ahead of your customers’ needs. It’s also important that the other [teams contributing to your GTM strategy](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/) are communicating with sales and customer success. Just ‘cause different teams are adding value to GTM at [different stages](https://www.gotomarketalliance.com/what-are-the-stages-of-a-go-to-market-strategy/) on the timeline doesn’t mean they shouldn’t collaborate! [4 strategies for maintaining cross-functional alignment beyond the product launchOne of the most important roles product marketing plays in most organizations is as the connecting force between other key departments. But for the work you do in that regard to really pay off in the long term, you need to keep connections current over long periods of time.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKompyte![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/02/Untitled--1-.png)](https://www.gotomarketalliance.com/4-strategies-for-maintaining-cross-functional-alignment-beyond-the-product-launch/) When considering marketing strategy, you need to consider sales enablement and customer success. A strong Go-to-Market strategy means effective and successful [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/), so make sure your frontline teams are enabled to use it. Why put all that work in if the people speaking to your customers aren’t using the tools you’ve made? [The Go-to-Market Tools of ChoiceWe’ve all experienced that all-too-familiar feeling of having to choose. And the process of sifting through countless options and comparing features, prices, and reviews to find the perfect tool for our teams is no different. But that’s where the Tools of Choice report comes in.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceGTM Alliance![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2024/02/GTM_Tools_of_Choice_Report_2024_Blog.png)](https://www.gotomarketalliance.com/the-go-to-market-tools-of-choice/) Sales and customer success are marketing platforms, just like any website or social media assets you invest your time and energy into. Even better, they can respond to customers and provide a personal and curated experience. So, make sure marketing and sales enablement/customer success are working together to reach overarching goals (e.g., customer retention and increased sales). ## Not having a post-launch content plan As we said above, launch day is really only the beginning. You’ve sent your shiny new product into the world, but you can’t just tell people about it once and expect them to remember. If you want a product to be successfully adopted, you need to work to sustain engagement post-launch. This is why you need a post-launch content plan. This is a crucial aspect of Go-to-Market strategy. For a large launch, you could easily be looking at six months of post-launch activities to drive adoption and engagement for your product. [The tiers of Go-to-Market launchesWhile you may assume bigger is better, when it comes to product launches this isn’t always the case. Effectively scaling a launch can make or break a company, so you have to be tactical or risk over launching, putting your budget, resources and customer retention on the line.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2022/06/tu-nguy-n-yW9DcLDYdMw-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-tiers-of-go-to-market-launches/) So, what do we mean by post-launch activities? For starters, you’re gonna want a series of marketing campaigns to get your product or capability out there, maintain excitement, and show people just what this new asset can do for them. Campaigns can take the form of webinars, in-person events, or emails. Again, what this looks like for you really depends on the size of your launch, your budget, resources, and so on. Whatever you choose to do, it’s important to carry out these activities with regularity to keep interest high. [How to brief the sales team on marketing campaignsCampaign briefing is an unbeatable tool when it comes to cross-functional collaboration. This basic yet strategic marketing campaign guideline is necessary to help the relevant teams work towards one common goal.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceDhruv Mehta![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/09/oleg-laptev-QRKJwE6yfJo-unsplash--1-.jpg)](https://www.gotomarketalliance.com/how-to-brief-the-sales-team-on-marketing-campaigns/) A lot of companies see a rapid drop in sales after an initial launch because customer interest isn’t sustained. You can’t just demonstrate a product’s use once; you need to be consistent. So, if a customer buys a product but fails to see why it benefits them, this’ll result in [churn](https://www.gotomarketalliance.com/what-is-customer-churn-how-to-calculate-and-fix-it/). In addition to events, make sure you have content going out on social media that showcases your product and directs customers back to your website. Essentially, post-launch content plans are crucial for generating new leads subsequent to launch day and sustaining your impact in the market. ## Not monitoring and learning from KPIs It can be hard to know where to start [measuring the success of a product launch](https://www.gotomarketalliance.com/how-to-measure-the-success-of-your-product-launch/), but doing so is essential for your Go-to-Market strategy. Without KPIs, it’s impossible to know if a launch has gone well and where you can improve. If you aren’t learning from your launches, you’ll keep repeating mistakes until your GTM strategy becomes obsolete. You can identify these [crucial metrics](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/) by breaking them down into the individual KPIs of each team that contributes to Go-to-Market. For example, sales will examine lead generations and win rates, while customer success will measure adoption, [retention](https://www.gotomarketalliance.com/how-to-calculate-your-customer-retention-rate-and-increase-it/), and churn. Marketing, on the other hand, will likely prioritize marketing-sourced revenue or SEO rankings and domain authority. Pulling these metrics together will create an overall impression of a launch’s successes and failures. If marketing-sourced revenue is low, you can revisit your messaging and positioning to determine why your launch isn’t resonating with the market. If you aren’t achieving those all-important adoption rates, bring in sales enablement and customer success to find out what tools they’re missing and what they need to be successful. You should sit between these teams—product, sales, marketing, and so on—so that you can identify which aspects of a launch are working and where processes are breaking down, resulting in underperformance. You also have to measure and pay attention to these KPIs from the start so you can anticipate when a launch starts to take a downturn, identify the problem, and keep things on track rather than letting problems escalate. Companies that don’t carefully measure their Go-to-Market success in the post-launch stage will end up building flawed processes into their strategy. Problems that start out small can become capable of breaking a company later down the line if they’re left unchecked. So, make sure you’re working with your teams so that they understand what their goals are and how to measure whether those goals are being met. Not only does this empower your teams, but, from every launch, you and your GTM stakeholders will gain key insights to make the next launch better. ## Not celebrating success As companies launch with increasing regularity, it’s not just flawed processes getting swept under the rug but successes, too. This can manifest as a series of problems for your company down the road. Low employee retention will surely follow in a business culture where success is never celebrated. The power in the workforce is no longer with top-down leaders but with the employees. You need talented people to *want* to work for you because they can always leave and take that talent with them, sometimes even to your competitors. This is why, when reviewing Go-to-Market metrics and KPIs, it's important to note the successes and the areas for improvement. Without acknowledgment of hard work from leadership, employees moving from launch to launch won’t be invested in the continued success of the product they just launched or the next one coming down the pipeline. What they *will* be is burnt out, lacking motivation for your company, and looking to take their skillset elsewhere. If your frontline employees are disenfranchised, then it doesn’t matter how much you believe in a product. That passion will never make it from you to your buyers if your key messengers aren’t experiencing it with you. It’s so important that [brand identity](https://www.productmarketingalliance.com/the-what-why-and-how-of-storytelling/?ref=gotomarketalliance.com) is a shared experience across your stakeholders and contributors, but especially in the post-launch phase, as celebrating as a team is essential to that unity. And celebrating the success of your teams fosters a culture that, rather than alienating your employees, encourages in them the same loyalty to your brand and products that you have. This is crucial, as employees who believe in a launch will automatically deliver better results than employees who have one foot out the door. If this doesn’t convince you, you can learn as much from launch successes as you can from failures. Measuring and celebrating success means that you can identify tactics that work and transform them into repeatable strategies. Celebrating success adds value at every level of your organization. ## **Conclusion** In a process as big as Go-to-Market, there are always going to be mistakes and room to improve, but the last thing you want is to fall at the final hurdle. These mistakes vary from company to company, but they’re easy to avoid when you know what you’re looking for. Perhaps the biggest problem with leading GTM, which underpins everything we’ve talked about, is underestimating just how much work needs to be done post-launch. Go back to the drawing board and make sure you’re putting as much planning into post-launch as you are in the pre-launch stages. And just to drive home our point, here are some key takeaways: - Your customer success and sales enablement teams are invaluable assets; use them! - You need a post-launch plan if you want to sustain your market success. - Measure your KPIs, or you’ll have no idea if or what your launches are achieving. - Celebrate success and keep your teams motivated! ## **Want to connect with other GTM pros?** In our efforts to bring you the latest and greatest in GTM, we've got a new event lined up. [#GTM24 Los Angeles ](https://events.gotomarketalliance.com/location/losangeles?ref=gotomarketalliance.com)is your best bet to accelerate your success with insights and best practices from top GTM leaders. Sign up now for two days packed with actionable tips, expert advice, and networking opportunities to learn from the industry's best. ### Buyer journey frameworks: The key to focusing your GTM strategy URL: https://www.gotomarketalliance.com/buyer-journey-frameworks-the-key-to-focusing-your-gtm-strategy/ Last updated: 2026-01-08T13:30:36.000Z *This article is based on a presentation given by* [*Tony Yang*](https://www.linkedin.com/in/tones810/) *at #GTM23\. Catch up on* [*this presentation*](https://www.gotomarketalliance.com/gtm23-san-diego-ondemand-2/?wchannelid=2aadhpccn4&wmediaid=n90b0v9esp)*, and others, with* [*GTM OnDemand*](https://www.gotomarketalliance.com/gtm-ondemand/)*. For more* [*exclusive content*](https://www.gotomarketalliance.com/tag/members-only-articles/)*, visit your* [*GTM Blueprint dashboard*](https://www.gotomarketalliance.com/gtm-blueprint-dashboard/)*.* --- When it comes to go-to-market strategies, there's a lot of talk about getting to grips with the buyer journey. But why is the buyer journey important? Well, let me give you a couple of scenarios. **Scenario number one:** An account executive (AE) does a [product demo](https://www.productmarketingalliance.com/how-to-deliver-an-effective-product-demo/) with a prospect. She thinks it’s going great. She walks through all the key features, and the demo lasts a full hour, but at the end, the prospect says, “Looks good. Why don't you reach back out in six to nine months and we'll reconnect then.” **Scenario number two:** A sales development rep (SDR) sends out hundreds of messages like this: “Hi, I'm John Smith from ABC Company. We work with top brands to do XYZ. What does your schedule look like next week for a quick chat?” Unsurprisingly, most of the time, there's no response. In fact, studies show [the average response rate is only about 8.5% ](https://backlinko.com/email-outreach-study)for these cold outreach messages. **Scenario number three:** I don't want to just pick on salespeople here, so let me give you an example from marketing. Here’s something you might have heard from your CMO: “Why are our sales reps rejecting or, worse, not even following up on the leads that I’m passing over to them? I mean, these were hot leads from target accounts who downloaded our eBook!” Sound familiar? Every single one of these frustrating and all-too-common scenarios comes from a lack of understanding of the buyer journey – specifically, a failure to understand buyers’ decision-making process as they evaluate solutions. ## The sales funnel is NOT the same as the buyer journey Before we dive any deeper, let me clear up one common misconception. The sales and marketing funnel is *not* the same as the buyer journey. I know we're aware of that difference logically, but in practice, we still execute [go-to-market strategies](https://www.gotomarketalliance.com/the-go-to-market-hub/) as if they're one and the same. Essentially, the funnel is an internal concept for companies to track [growth metrics](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/) using indicators like marketing-qualified leads (MQLs) and sales-qualified leads (SQLs). It also helps us establish workflows between various [go-to-market teams](https://www.gotomarketalliance.com/the-roles-and-responsibilities-of-your-go-to-market-team/). The issue is that the funnel is very company-centric. On the other hand, the buyer journey looks at the decision-making process prospects go through before purchasing. This framework *needs* to be buyer-centric. Mapping out the buyer's journey creates a framework to align your go-to-market messaging. There's been a lot of discussion around [crafting the right messaging](https://www.gotomarketalliance.com/establishing-and-developing-product-messaging/) for buyers at [each stage](https://www.gotomarketalliance.com/what-are-the-stages-of-a-go-to-market-strategy/). An effective buyer journey map serves as a messaging map – getting all go-to-market teams on the same page about communicating the appropriate messages to the right [personas](https://www.gotomarketalliance.com/the-role-of-customer-personas-in-a-winning-gtm-strategy/) at the right times. ## The buyer journey decision framework Now we’re clear on why it’s essential to understand the buyer journey and decision-making process, let’s walk through the SiriusDecisions framework. In my view, this is the best of all the buyer journey decision frameworks out there because (unlike many others) it’s clear, prescriptive, and customer-centric. Here are the key steps involved in this framework: ### Step one: Loosen the status quo Your goal here is to help your target audience recognize what’s wrong with their current situation, whether that's related to [pain points](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/), unmet needs, or challenges they face. You want to illustrate the contrast between the outdated "status quo" and show them the new world they could be a part of. ### Step two: Commit to change Once prospects are convinced their status quo needs to change, it’s time for you to instill a sense of urgency so they act now rather than putting decisions off. ### Step three: Explore potential solutions After getting bought into change, buyers enter the research and exploration phase to understand their options. At this stage, it’s vital for you to highlight how your solution can meet the customer’s needs or solve the problem they’re facing ### Step four: Commit to a solution Here is where your unique differentiation comes into play – demonstrating why your solution better meets the prospect's unique needs compared to the alternatives your prospect is evaluating. ### Step five: Justifying the decision At this point, your prospect’s mind is made up – now they just need to make sure their stakeholders are on board, too. This is your moment to swoop in with a compelling business case based on your persona’s decision criteria. ### Step six: Making the selection Great news! The deal is in the bag. All that’s left is for you to confirm to your new customer that they made the right choice. You can do this through [case studies](https://www.gotomarketalliance.com/how-case-studies-can-elevate-your-content-led-gtm-approach/) and testimonials from their peers. ## Why it’s essential to align your funnel with the buyer journey Earlier, I outlined how the buyer journey differs from the sales and marketing funnel. As go-to-market leaders, our goal should be to align those two frameworks as tightly as possible. A clear symptom of misalignment is low conversion rates across funnel stages. Let’s refer back to those previous examples. When the AE finishes the demo, and the prospect says, "Come back to me in six to nine months," that deal likely won't progress beyond the initial funnel stage. Why? Because the AE thought the prospect was already at step three of the decision-making process – exploring possible solutions. That means they skipped step one and didn’t do any foundational work to convince them that change was urgently needed. The same issue applies to the scenarios with the SDR and the CMO. You can’t expect prospects to seriously consider solutions if you haven’t first sold them on why change is necessary and convinced them to prioritize addressing this issue. The first buyer journey stages should focus on selling the “why” – why change, why act now. However, we often jump right into product capabilities (the “what”) and implementation details (the “how”) before establishing an emotional case for change. Start with why there is a burning need for your platform, then move into what you offer and how you uniquely deliver value. ### Demand creation vs. demand capture Going back to the SDR example, blasting out 1,000 cold emails and getting 85 people to respond sounds decent on the surface. But the reality is those 85 people were likely already convinced change was needed, so the SDR just got lucky targeting those buyers who were actively in-market. Meanwhile, they’ve wasted their time and energy on the 915 people who were never going to convert. So, how can you do better? Well, you have to put on your demand creation hat. Assume most cold outreach targets aren't yet in the market for a solution like yours and sell prospects on why there’s a need for change. Only once a prospect reaches the “exploring possible solutions” stage do you need to enter demand capture mode. They’re already convinced of the “why” – now it’s time to convince them of the “what”: your product. Later on in the buyer journey, you can dive into the “how.” [![Misalignment of funnel with buyer journey = low conversions](https://lh7-us.googleusercontent.com/eoySAMskBHvIqxqj97WiLbPBhRZVngjqpXg1ETM1pOPGexfwqU-bYtpawpaPQ2lKU1y7OXOIr3ThQVEaDUYFOLTQNzynGDwAE1wkhLQ8rA9GVGjV1w0GObS75w5kLbbkeKfgmc85EwbZozxkDntDLnA)](https://www.gotomarketalliance.com/buyer-journey-frameworks-the-key-to-focusing-your-gtm-strategy) However, it’s important to keep in mind that demand creation spans the entire buyer journey, not just the early stages. To drive continual success you need to perpetually generate interest and create demand – including with your current customers. ## The buyer journey in action Let me walk through an example of how you could apply this buyer journey framework, matching each stage to the right kind of messaging. This comes from some work I did with a robotic process automation company – let’s call the company ACME. One of their target personas is HR leaders responsible for onboarding new hires. Here's how I mapped out the journey to craft compelling value statements – the key ideas we wanted prospects to understand – at each step: | Buyer journey stage | Value statement | | ---------------------------- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | | Loosening the status quo | The current onboarding process takes too long, which affects new hires’ time to productivity, as well as the new employee experience and company culture. | | Committing to change | We are planning for 80 new headcounts this quarter. If we don’t improve our onboarding process, new hires will feel in the dark, undervalued, and unprepared to contribute. This will lead to higher turnover. | | Exploring possible solutions | There are solutions that automate many of the menial tasks for new hire onboarding. Solutions like this will speed up the process and make new hires feel ready to hit the ground running. | | Committing to a solution | ACME’s Hyperautomation solution uniquely meets our needs by combining automated back-end processes across all our new hire onboarding and HR systems with a user-friendly experience. | | Justifying the decision | With ACME, we’ll reduce the amount of time spent to onboard a new employee from nine days to three minutes, allowing our HR team, the hiring manager, and the new employee to focus on high-value tasks. | | Making the selection | ACME’s customers, like ABC Inc., who are similar to us, fully deployed ACME within 45 days. They realized a 280% increase in employee satisfaction and reduced time to productivity by two weeks. | As you set about crafting the ideas that you want to implant into buyers’ minds throughout their journey, remember that you might need multiple value statements for each persona at each stage. These persona-specific value statements then become the foundation for all other GTM programs, including: - SDR messaging sequences - Lead and account scoring - [Customer marketing](https://www.gotomarketalliance.com/what-is-customer-marketing/) - [Content marketing](https://www.gotomarketalliance.com/content-led-go-to-market-a-case-study-with-gaston-tourn/) - Ads - [Social media campaigns](https://www.gotomarketalliance.com/six-examples-of-social-media-launches-you-need-to-see/) - Nurture programs Rather than generic product-forward messaging, focusing on the buyer journey allows much more personalization to where prospects are in their decision-making process. ### SDR sequences by buyer journey stage So you can see what this looks like in practice, let's check out a couple of cold outreach messages. This first one is likely similar to the emails your SDRs are sending today: ❌ ****Subject line:** Get 95% accurate, human-verified data to power your CRM Hi Janice, ACME's award-winning platform can help you address the challenges of inaccurate and incomplete data in your CRM and the systems connected to it. That includes addressing gaps in your data records, standardizing or normalizing data (including matching leads to account), and ensuring that these data records are accurate and up-to-date in real time. We know from experience in working with rev ops leaders that data wrangling is a big headache for them. If this is true for you as well then we can certainly help you! Can I show you why rev ops leaders like Jane Doe at ABC Inc. have switched from XYZ Competitor to ACME? Best, Aakash This message might get a few responses, but most recipients will likely ignore it. And let’s not forget: if you send this to 100 contacts, while you might get 8 positive responses, you’re creating a negative brand impression with the other 92\. No one wants their inbox filling up with irrelevant sales pitches. Nobody cares what you’re selling until they believe you understand their needs. So, instead, let’s focus on the “why.” Let’s educate them about the challenges that they should be solving. Here’s how you could do that: ✅ ****Subject line:** Is data hygiene an uphill battle for rev ops? Hi Janice, Years of working with rev ops teams have revealed these top challenges: \- Systems of records have incomplete and/or inaccurate data, including duplicates. \- Data fields are not standardized or normalized because it's such a time-consuming manual process. \- Consistently feeding sales teams the right target accounts and prospects to go after can be tough. I'd like to personally invite you to join a virtual roundtable with other top rev ops leaders to explore best practices and solutions to these specific challenges. We'll even send you lunch! Can I send you the details? Best, Aakash In this example, rather than immediately trying to get the prospect to sign up for a demo, it focuses first on highlighting and addressing underlying business issues. The call-to-action is for a virtual roundtable with others facing similar challenges – with a generous offer of lunch to incentivize participation. Of course, one touch point alone won't guide prospects through the full journey. However, by speaking to their current concerns with the status quo, you significantly increase engagement, rather than just sending emails into a black hole. Over time, continued relevant messaging can steer buyers through the journey to selecting your product. ### Tailoring your content strategy to the buyer journey A similar concept applies to content strategies and nurture programs. Recently, I helped a company audit its entire content library across blog posts, eBooks, webinars, and more. We tagged each asset based on which buyer personas and stages it addressed. This allowed us to create tailored nurture tracks specific to where our target customers were in their journeys, leading them from early education on industry trends and peer benchmarks all the way through to product capability overviews and customer case studies later on. Just like with the cold outreach messages we saw a moment ago, the buyer journey provides a blueprint for more strategic messaging rather than one-size-fits-all content spray-and-pray. Plus, it helped us fill the gaps in our content strategy, ensuring that there was at least one piece of content for each persona at each stage of the buyer journey. ### Aligning lead scoring to the buyer journey Before we wrap up, let me give you one final example of how you can use the buyer journey to drive more targeted go-to-market activities. This one’s all about aligning lead scoring to the buyer journey stages. Many marketing automation platforms like Pardot, HubSpot, Marketo, and Eloqua give you the capability to implement lead scoring. Maybe your team already does this. I've always advocated splitting up the scoring into two components: 1. Fit score 2. Engagement score The fit score confirms a lead’s alignment to your [ICPs (ideal customer profiles) and buyer personas](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/) based on attributes like their title, industry, and company size. This ensures that you’re engaging with the right people at the right companies. Meanwhile, the engagement score is driven by content interactions mapped to specific buyer journey stages. So, as prospects consume content that aligns with particular stages, their engagement score increases accordingly. Early in my career, I took the wrong approach by arbitrarily assigning point values to how leads engaged with content – for example, giving ten points for attending a webinar, five points for downloading a whitepaper, minus two points for visiting careers pages – why? What did any of those values represent? Instead, you want to tie engagement to the buyer journey. As we discussed a second ago, you’ll need to start by identifying all your content pieces and mapping them to the buyer journey stages they support. Then, as prospects consume assets mapped to a certain stage, they accumulate an engagement score for completing that phase of the journey. So, downloading three pieces of stage one content might add 30 points to a “loosening the status quo” score. Registering for a webinar that supports stage three of the buyer journey might add ten points to their “Exploring potential solutions” score, and so on. This way, you can gauge where customers are in their decision-making process. Having a higher score for early-stage content consumption indicates they’re still learning about current problems with the status quo. High middle-stage scores mean they’re researching options. Late-stage scores show they’re ready to buy. All this is going to tie into how you define an MQL. I like to set the MQL threshold to when I believe prospects have embraced the “why” – they’re not content with the status quo, and they recognize that they need a solution. ## Key takeaways We’ve covered a lot today! Let’s recap the key takeaways: - The buyer journey is not the same as your funnel. - To make the buyer journey decision framework work for you, create value statements that guide each of your customer personas through each stage of the buyer journey. - Do a content audit to align your content assets to a particular persona and buyer journey stage. - Use the value statements you create to guide your messaging across all of your go-to-market channels. Your ultimate goal is to make sure that your approach matches the way your potential customers think and make decisions. Therein lies the power of the buyer journey decision framework - it helps you create a solid messaging and content plan that can lead your customers from questioning the status quo to feeling confident in making a purchase decision and beyond. ### How case studies can elevate your content-led GTM approach URL: https://www.gotomarketalliance.com/how-case-studies-can-elevate-your-content-led-gtm-approach/ Last updated: 2026-01-08T11:56:45.000Z Case studies are one of the most powerful content tools in the [GTM playbook](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/). Buyers are looking for third-party validation, and what better than a perceived peer who’s made a similar decision? In case studies, sellers have an external voice sharing what your solution provides and the value it delivers. Here are three things you should consider to make the most of them: 1. **Case study objectives.** When considering the objective of the case study, you have to consider the audience. [Salespeople](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) are an audience and your prospects, which means you need to use the case study to help your sales team sell and tell a story to your customers. 2. **Case study structure.** Don’t rush to the outcome and KPIs. Instead, start with the problem. When did the prospect realize they had a problem, and what did they do first? The case study should start early in the customer journey to help develop empathy with the prospect and where they are, not only focusing on the product and the value it adds. 3. **Case study activation.** Tie the case study back to relevant news so it’s topical to the buyer. If your solution doesn't relate to one of the top three things on your buyer’s mind, you need to find another buyer! Let's explore in more detail what makes a case study so effective in your [content-led approaches](https://www.gotomarketalliance.com/content-led-go-to-market-a-case-study-with-gaston-tourn/). ## **Case study objectives** When you write a case study, you're [telling a story](https://www.gotomarketalliance.com/the-what-why-and-how-of-storytelling/). That's obvious. What's less obvious is: who's the audience? That's a trick question. There are two audiences: [prospects](https://www.gotomarketalliance.com/why-its-crucial-to-nail-your-customer-marketing-strategy-2/) (or customers) and salespeople. Therefore, each case study has to do a lot of heavy lifting. They have to resonate with your prospects while also being a good tool to help salespeople accelerate opportunities. This dual purpose means that the story starts earlier than you’d think, and its key points should help the prospect understand and measure your value while also helping the salesperson understand the prospect’s journey through the sales process. Essentially, case studies have to tell a differentiating story that creates a sense of urgency (in other words, your story should be compelling). Additionally, every piece of content must help the salesperson move a prospect along the sales cycle while also educating the prospect. Consider the following questions as you create your case study to ensure that it resonates with your audiences: **Have you created a sense of urgency so that there’s motivation to take action?* **Have you laid the groundwork for differentiation so that action will be taken with your company instead of a competitor?* Now, let’s look at how to best structure your case studies for maximum effectiveness. ## Case study structure Writing good case studies is an exercise in storytelling. Good storytelling can’t be rushed and has a cadence that naturally highlights the important parts of your story. I realize we often have to fit these case studies into a fixed-length template. However, it’s also important to make sure you capture the whole story and retell it with empathy for the prospect. Here are three points to consider when crafting more impactful stories in and from your case studies: ### **1\. The story starts way earlier than most people think.** The story should start the moment the customer realizes they need some help. It should walk through the process the customer used to evaluate alternatives. Then, it should talk about the implementation and results of the solution. Too often, case studies start by defining the problem without walking through all the crucial steps before a solution is selected. That's a missed opportunity. ### **2\. The story engenders empathy in the reader.** Case studies often stick to the facts, but the richness of the best case studies I've read lives in the color outside the pure facts. Write the story in such a way as to bring out the people in the story, their roles, and the challenges they were facing. Give the reader someone to empathize with, to relate to. ### **3\. The story has measurable** [**metrics**](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/)**.** While empathy is important, so are metrics. These can be pre-purchase metrics, too. Anything from the sales cycle is fair game. At my current company, we do POCs in under an hour. See which metrics you can surface because it’s always a good idea to measure results. And, sometimes, you'll find the best metrics are the internal ones your customer uses to measure results, not the ones you wish they'd use. For example, [ROI](https://www.gotomarketalliance.com/redefining-roi-for-b2b-marketers/) is the most obvious metric, but it’s not the only one. Time to value (how long it takes until the prospects extract value from your solution) is as important as time saved with your solution relative to the current way of working. Increased technical metrics - like helping increase uptime or decrease mean-time-to-resolution - are also worth considering. Or business-level metrics such as how fast your software helps companies adapt to changing business requirements. So, to sum up, we've got a story that's focused on outcomes, written in a differentiating and compelling way. In that story, we start from the very beginning, engender empathy in the reader by telling the story of the people, not just the product, and provide measurable results that the customers themselves use to judge the project. However, there's one last step. Creating urgency. ## **Case study activation** Whether it's a landing page, social media, or a PowerPoint... your case study gets activated somewhere (likely in more than one place). It needs highlights that you can use to get people's attention, and once again, people miss one useful step that I find important. They miss relevancy. Specifically, they miss the opportunity to make themselves compelling when relevant news hits the wire. Grab headlines. Tie the headline back to the use case. For example, I used to work in the integration space. We had healthcare API stuff. Did you know that over $2B is wasted in US healthcare because of missed appointments? That's a pretty catchy headline. Could I frame my solution inside that $2B opportunity? You bet I could. And it doesn't have to be that complicated. I now work for a company that has solutions in the network security space. Each time a vendor “end-of-lifes” a product (meaning, announces that it won't be supported after a certain date), I can remind prospects that keeping these products in their network is risky. In response to this, when I see end-of-life notices published by vendors, I write a blog post or do some social media campaigns to get my message out, and I’d link back to the case study relevant to this use case. But it's the headline that's going to be compelling. Complement the headline with quotes from your customers (that should be in your case studies) and the winning metrics from your case studies. This thruple - the headline, the quote, and the metric - becomes your highest-level elevator pitch to get people's attention. So, to wrap up this point: Find the stories your prospects are reading, tie the compelling event back to your stories, drop in a customer quote and a metric, and you'll find that your case studies hit much harder than they otherwise would. # **It's going to be repetitive** A final point to keep in mind: as you build your case study library, it will feel repetitive. That's okay! Everything we do in content generation is repetitive. That's the whole point. We understand our unique value propositions and competitive differentiation, and that doesn’t change. We then put our messaging out into the market with stories that create a sense of urgency to drive the pipeline. But all of our stories are grounded on the same messaging! That's GTM. This tweet by Alex, a prolific content creator, sorta sums it up: [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/02/image.png)](https://x.com/alexhillman?s=20) ## Key takeaways Case studies are one of the most powerful tools you could have in your GTM playbook because they take the voice of the customer and present it as third-party validation of what you’re saying during your sales motion. They’re real-world proof of what you’re telling prospects, and they eliminate the fear in your prospects of doing something new. A good case study will help prospects understand that you empathize with their pain and have experience solving it. However, creating case studies that stand out takes some thought and practice. There are three key considerations when crafting case studies that stand out: 1. **Start your case studies earlier in the “story” than you think**. Set up the ‘pain’ the prospect felt and explore what caused them to consider the need for a solution like yours. Your prospects are going through the same process; don’t start in the middle of the story by starting the case study with how your solution helped. Doing so misses all the good stuff that happened as the prospect realized they had a problem and evaluated solutions to arrive at yours. 2. **Create a sense of urgency** by pulling relevant news from the headlines and relating it to your customer’s problem. If you can’t create urgency, perhaps the problem you’re solving isn’t so important. 3. **Your content’s going to feel repetitive, and that’s good.** You have the key messaging that you’re infusing into these stories. The story adds color and social proof, but your messaging is at the core of each story. ### 4 strategies for maintaining cross-functional alignment beyond the product launch URL: https://www.gotomarketalliance.com/4-strategies-for-maintaining-cross-functional-alignment-beyond-the-product-launch/ Last updated: 2024-03-13T12:35:52.000Z One of the most important roles product marketing plays in most organizations is as the connecting force between other key departments. But for the work you do in that regard to really pay off in the long term, you need to keep connections current over long periods of time. _This post is for subscribers only._ ### The difference between a product manager and a product marketing manager URL: https://www.gotomarketalliance.com/the-difference-between-a-product-manager-and-a-product-marketing-manager/ Last updated: 2024-02-22T17:17:12.000Z There’s a fairly well-known saying that “product managers put products on the shelf, and product marketers get products off the shelf,” which rubs many product marketers up the wrong way. Why? Simply, because it's inaccurate. ## What is product marketing? That’s right, we’re taking it back to the basics just to give you a fully-rounded picture. Product marketing is all about getting the word out about a new product or service. The product marketing manager (PMM) is responsible for driving demand and adoption of products by promoting them to customers. They focus on the marketing strategy, positioning, messaging, and campaigns that introduce a product to its target audience. In essence, product marketing managers act as the voice of the customer. They ensure that the product messaging resonates with users and compels them to buy. ## What's the difference between product management and product marketing? The work of a product marketer begins much, much earlier than a product makes it to the shelf, and companies who don’t adopt this approach miss out big time. PMMs are the pulse of the customer and without their input into the product roadmap, there’s no guarantee the products and features that are brought to market are actually what your customers want, and if it’s not what people want – or what *enough* people want – it’s not going to get off the shelf full stop. ![Product Marketing Alliance: the key differences of Product Management Vs Product Marketing](https://www.productmarketingalliance.com/content/images/2021/05/image-11.png) ## Product management and product marketing: Separating the two roles There’s a lot of ambiguity around both roles, so you can be forgiven for confusing product managers (PM) with product marketing managers, many, many people do. There are certainly some similarities, PMs and PMMs are all-rounders, who can effectively work across product, marketing, and sales. Both are responsible for [product launches](https://www.gotomarketalliance.com/your-ultimate-product-launch-checklist/) and both roles need to coordinate different teams within an organization to ensure that the product release is successful. But what is the difference between a product manager and a product marketing manager? Well, besides the extra M? The simplest explanation would be... product managers are responsible for helping create and define a product, while Product Marketing Managers are responsible for leading the product’s [go-to-market strategy.](https://www.gotomarketalliance.com/ultimate-guide-to-building-a-gtm-strategy/) Now we’ve skimmed the surface, let’s take a closer look at both of their responsibilities, starting with that mysterious creature... the product marketing manager. ## What is a product marketing manager? With product marketing being the driving force behind getting products to market – and keeping them there, PMMs handle a wide range of strategic planning and tactical execution related to product launches. They’re the overarching voices of the customer, masterminds of messaging, enablers of sales, and accelerators of adoption. ### What does a product marketing manager do? PMMs bridge the gap between products developed and success in the market. They ensure sales and marketing are aligned on what problem the product solves and how to articulate its benefits. **A PMM is responsible for:** - [Positioning](https://www.gotomarketalliance.com/positioning-finding-a-place-for-your-product/) and [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/) for new products and features - Conducting competitor analysis and [market research](https://www.gotomarketalliance.com/how-to-conduct-market-research-for-go-to-market/) - Empowering the sales team with clear value propositions - Setting up marketing campaigns for demand generation - Being the internal voice of the customer - Outlining the benefits of product features using customer-facing messaging - Developing a deep understanding of the market and competitors - Crafting compelling content like blogs, guides, and case studies that attract and educate potential buyers - Defining pricing strategies to optimize sales volume and market share - Planning events and webinars to generate buzz and pipeline - Leveraging channels like analyst relations and partnerships to expand reach - Monitoring buyer sentiment, product feedback, and market trends - Collaborating with cross-functional teams on launch readiness ## What is a product manager? Product managers are masters at organization, strategy ninjas, and roadmapping wizards. Their roles often include marketing, forecasting, and profit and loss. ### What does a product manager do? The product manager owns the strategy and roadmap for a product. They set goals based on customer needs, market analysis, and business objectives. As the subject matter expert, the product manager guides engineering teams to build solutions that solve customer problems. **Their main responsibilities include:** - Setting the [product roadmap](https://www.gotomarketalliance.com/why-you-need-an-outcome-driven-product-roadmap/) - Identifying [customer pain points](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/) to target - Defining features to build through user stories or jobs-to-be-done. - Developing a deep understanding of competing products and technologies - Making sure the company ships the right product ## Product manager vs. product marketing manager: Key takeaways So, to summarize, product managers are responsible for developing and defining the product, while product marketers are the voice of the customer – before, during, and after launch. We’ve outlined the differences and the crossover in this handy graphic for your viewing pleasure. ## How to become a product marketing manager If you’re keen to venture into the world of PMMs, here are some tips on how you can get started. - **Get a relevant educational background** Degrees like marketing, business, and communications provide a strong foundation. Coursework focused on marketing fundamentals, consumer behavior, competitive analysis, market research, and data analytics are extremely useful. - **Complement with certifications** Specialized certifications can help you stand out. Options like Pragmatic Institute’s product marketing certification or Product Marketing Alliance certification validate your expertise. - **Gain early experience** Internships and entry-level roles in areas like marketing, sales operations, content writing, or product management allow you to develop relevant hard and soft skills. - **Understand your target industry** It’s valuable to gain some early experience in your chosen technology sector or target industry. Build knowledge of the competitive landscape, buyers, and business challenges. - **Hone your skills** Sharpen abilities like positioning, strategic planning, market analysis, communication, and cross-functional collaboration. These will serve you well as a product marketing manager. - **Show impact** Highlight program successes, campaign results, sales enablement wins, and launches you contributed to. Demonstrate you can strategize and execute product launches skillfully. - **Network internally** Connect with product marketing managers in your company. Offer to assist with launches and projects to gain hands-on experience. By following these tips, and gaining relevant, valuable skills, you’ll be well on your way to transitioning into an engaging, rewarding career in product marketing. The role leverages marketing savvy, strategic orientation, and cross-functional collaboration to successfully bring new products to market ### What product marketing is saying: Expert insights It’s well-known within the industry that a PMM’s role can massively vary from one company to the next and because of that, it’s notoriously tricky to nail down a definitive list of responsibilities, so we asked the community how they would define the role. Alicia Carney, Global Product Marketing Manager of Growth at Deliveroo, summarizes well: > “\[Product marketing is\] the glue that brings disparate stakeholders together. We create scalable, personalized customer experiences to drive growth, profit, and satisfaction.” Marvin Chow, Vice President of Global Marketing at Google, defines a product marketer as: > "\[The\] liaison between the product engineers and the end-user. PMMs should be an expert on the user and their needs. Great PMMs champion the voices of all users and celebrate and elevate diverse perspectives. During the go-to-market process, PMMs should own the launch plan, working to make the product a reality for all users.” Carol Carpenter, VP of Product Marketing at Google Cloud's succinct description: > "\[The role and value of product marketing is\] to express the distinct value of our solutions to customers. Expression of value.” And, in the 2023 [State of Product Marketing Report](https://www.productmarketingalliance.com/state-of-product-marketing-report/), we asked product marketing maestros to list their main responsibilities: ![State of Product Marketing Report 2023: Main responsibilities of product marketers](https://www.productmarketingalliance.com/content/images/2023/08/SOPM-report-2023-main-responsibilities.png) As was the case in 2022, product positioning and messaging were the main responsibilities of a product marketer, with this option selected in 90.1% of instances. In many smaller companies or start-ups, the roles of PM and PMM overlap or sometimes merge, so one single person is responsible for both product management and product marketing. In an ideal world, the two would be clearly defined and able to focus on both of their respective skill sets, but it’s understandable that the two would crossover. After all, there is one thing that’s pretty consistent across both of these roles – the customer is at the heart of everything they do. ## Let's recap: Here are the key differences between product managers and product marketing managers Like night and day, product managers and product marketers bring complementary powers to the table. PMs are the master strategists, charting the product roadmap by moonlight. PMMs are the sultry voice of the customer, marketing mavericks by daylight. Though different in focus, their partnership is key. PMs excel in the left-brained duties – organization, forecasting, and roadmapping. PMMs rule the right, connecting stakeholders and crafting killer messaging. In startups, roles meld in the craze of creation. But mature companies know that understanding the uniqueness of PM and PMM duties brings success. For all their differences, product managers and product marketers share a north star: The customer. PMs map the path ahead based on customer needs. PMMs ensure the customer's voice is heard through launch and beyond. Together PM and PMM can propel any product to prosperity. For once united behind the customer, no obstacle nor challenge will block their way. ### How to harness the power of message-market fit URL: https://www.gotomarketalliance.com/how-to-harness-the-power-of-message-market-fit/ Last updated: 2024-02-21T18:12:50.000Z Ever wondered why some companies hit the mark with their messaging while others seem to miss the target altogether? The answer is message-market fit, a principle whose power I've seen firsthand in my role as Founder and Marketing Strategist at Deepstar Strategic. In this article, we're going to dive into the world of message-market fit and explore why it's crucial for the success of any business. We'll unravel the mysteries behind aligning your message with your market, share practical insights on measuring message-market fit, and discuss when it's time to reassess and fine-tune your [messaging strategy](https://www.gotomarketalliance.com/what-is-product-messaging/). So, buckle up and get ready to discover how to unlock the true potential of your messaging and captivate your audience like never before. # What is message-market fit? You’ve almost certainly heard of [product-market fit](https://www.gotomarketalliance.com/defining-and-measuring-product-market-fit/) – people are always throwing around that Marc Andreessen quote about customers buying the product just as fast as you can make it (although there's more nuance to it than that). However, people don’t always attribute the same level of importance to message-market fit – and that’s a huge mistake. Product-market fit is kind of irrelevant if you don't get message-market fit right first. After all, it doesn't matter how great your product is if no one sees it. So, what is message-market fit? Well, it’s all about making sure your message is hitting the mark. How do you know if you're delivering the right message? Clarity, relevance, value, and differentiation are key factors. Does your audience understand what you're offering? Is it tailored to their needs? And crucially, what sets it apart? Even today, marketers still strive to show that their product is better than its competitors. Forget being better – what counts is being different. In my experience, great messaging can compensate for some product gaps. It's not a silver bullet; you still need a good product. However, if your messaging is aspirational and presents a compelling vision, people can overlook minor product flaws. If your product delivers nine out of ten desired features, but your messaging resonates, you’ll be forgiven. Improving your messaging by 20% can have a more significant impact on your ROI than a 20% improvement in your product. When your messaging resonates, more people will see your product, giving you the opportunity to showcase all its strengths. # Why is message-market fit so important? We’ve seen two major shifts that have changed the game and made message-market fit more important than ever before. The first change is customers’ increased access to information. We used to rely on libraries and encyclopedias, but now we can gather multiple viewpoints from an unlimited number of sources thanks to the internet. The second shift is the emergence of the buying committee, which has fundamentally altered the way customers make purchasing decisions. Nowadays, committees evaluate and disqualify companies before even officially engaging with them. In fact, customers are typically only actively considering options for about 12% of their buying journey. Once they start actively considering options, it’s like there’s blood in the water – it’s super competitive. Herein lies the challenge. With such an abundance of information and offerings, how can customers decide if one product is truly better than another? They both look good on paper. This is where investing time in crafting the right message and achieving message-market fit becomes crucial. By focusing on category awareness and [generating demand](https://www.productmarketingalliance.com/demand-gen-product-marketing-relationship/), you position yourself as the trusted source of education for the customer. And you don’t want to focus all your efforts on that short window of time when prospective customers are actively weighing up their options. You’ll have a much better shot at success if you make sure customers are aware of you during the 79% of their [buying journey](https://www.productmarketingalliance.com/understanding-your-sales-prospect-the-complexity-of-the-buyers-journey/) where they’re aware of their needs but not ready to take action. That way, when customers eventually reach the decision-making stage, you’ll be top of their list. Take the CRM industry as an example. There are countless options available, but when people are evaluating CRM systems, they tend to go straight to HubSpot and Salesforce. # How to measure your message-market fit When I’m helping clients assess whether they’ve found message-market fit, there’s a process we typically go through, which involves applying some of the most foundational product marketing skills and tasks. First, we examine historical metrics, conduct interviews, and perform sales analysis. Next, we evaluate competitors and alternatives (competitors are who you perceive as competition, while alternatives are what the buyer considers comparable options – and sometimes the alternative can be as simple as an intern armed with a spreadsheet). Then it’s time to collaborate with product, marketing, and sales to assess how value and differentiation are being communicated. I also highly recommend conducting a specific message test with a cohort that the client believes represents their [ideal customer profile (ICP)](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/). Surprisingly, it often turns out that the client’s perception of their ICP doesn't align with their actual buyers. We often find that companies are managing to reach buyers *in spite of* their messaging and not because of it. That might not sound great, but it’s good to know. It provides an opportunity to expand the serviceable market or to narrow the focus and concentrate on [specific segments](https://www.gotomarketalliance.com/what-is-market-segmentation/). All this evaluation often leads us to a storytelling and [narrative design](https://www.gotomarketalliance.com/narrative-design-for-go-to-market/) process. Typically, it involves a lot of prep followed by a half-day to a day-long workshop, which is ideally held off-site to foster collaboration, even if remote work is the norm. The objective is to align all the different units, not just marketing. We want the core business identity, brand, the purpose for existing, the solution offering, and the go-to-market strategy to line up. Once all the components are aligned, we conduct message testing using the updated ICP and the new narrative. We put a lot of emphasis on message testing because getting answers from a target customer cohort within a week is way more efficient than spending six to twelve months in the market, wasting resources on campaigns and creatives. One of the most rewarding experiences I've had going through this process came when I was working with a small startup that had just raised seed funds. They were profitable, had a great product, and were getting good MRR (monthly recurring revenue). However, they realized they had reached their limit and needed outside help. That's when they reached out to me. It was interesting because the head of engineering initially didn't fully grasp the value of marketing. But as we guided them through a storytelling framework and narrative design, they had a realization. They discovered that they were not actually solving the problem they initially thought. Instead, they were addressing a different problem for a different user. That clarity sparked a huge change in their approach. Whether you refer to it as business strategy, marketing, or messaging, the key was bringing all the teams together and crafting a clear, concise, and coherent message around some fundamental questions: Why are we here? What problem are we solving? Why is that problem worth solving? And who are we solving it for? Now, that startup isn’t just winging it anymore. They’ve hired 15 new people and the team is incredibly excited. Their growth trajectory is inspiring, and it's a testament to the power of aligning their message and purpose. # When to reassess your message-market fit Finding message-market fit isn’t a one-and-done activity. Every now and then, it’s going to need an update. Working closely with your product team and demand team, you want to keep an eye on both leading and lagging indicators so you can see when your messaging is no longer hitting the mark. Sometimes, the signs are pretty obvious, like when customer acquisition costs start rising or there's a drop in trial signups or other easy entry points to conversion. Take a close look at the different stages of your adoption journey. See where things change or where you have room to make iterative changes that can have a big impact. If you're making significant changes to your product, that's a strong signal that your messaging may need an update, too. And if you're having interviews with prospects who fit your ICP and they consistently feel that the product isn't for them, that's another sure sign that your messaging is off. I highly recommend regularly testing your messaging. You can do this through focus groups, targeted test campaigns, and, of course, ongoing conversations with customers and ideal prospects. # Key takeaways In conclusion, understanding and achieving message-market fit can make all the difference in how your business communicates with its audience. Let's recap the key takeaways from our exploration: 🎯 Message-market fit is just as important (if not more so!) as product-market fit in ensuring the success of your business. 🌟 Clarity, relevance, value, and differentiation are the cornerstones of effective messaging. 💡 Compelling storytelling and great messaging can compensate for certain product limitations. 💻 Customers now have more access to information than ever before, making it vital to be the source of education and stand out in a sea of options. 🚀 Aligning all teams and having a clear, concise, and coherent message creates a strong business identity and brand. 📊 Regularly measuring and testing your messaging helps you stay aligned with your customers' needs and adapt to market changes. Keep these key takeaways in mind as you fine-tune your messaging strategy and embark on a journey to captivate your audience and propel your business to new heights – and good luck! ### The problem with our problem slides (and how to solve it) URL: https://www.gotomarketalliance.com/the-problem-with-our-problem-slides-and-how-to-solve-it/ Last updated: 2025-03-12T17:21:15.000Z *This article is based on a presentation given by* [*Mikey Mioduski*](https://www.linkedin.com/in/mioduskidesign/) *at #GTM23\. Catch up on* [*this presentation*](https://www.gotomarketalliance.com/gtm23-san-diego-ondemand-2/?wchannelid=2aadhpccn4&wmediaid=ueh55n1y1s)*, and others, with* [*GTM OnDemand*](https://www.gotomarketalliance.com/gtm-ondemand/)*. For more exclusive content, visit your* [*GTM Blueprint dashboard*](https://www.gotomarketalliance.com/gtm-blueprint-dashboard/)*.* --- Whether we’re in [customer success](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/), [sales](https://www.gotomarketalliance.com/five-actionable-strategies-for-collaborating-more-effectively-with-sales-teams/), [marketing](https://www.gotomarketalliance.com/13-saas-marketing-metrics-to-track-in-2023/), or the [C-suite](https://www.gotomarketalliance.com/how-can-c-suite-impact-go-to-market-strategy/), we have to communicate constantly. We're busy people juggling multiple priorities. But in this whirlwind of communications, there’s one thing that unites us all: PowerPoint. (Bet you thought I was going to say “revenue”, didn’t you?) We’re all using slides to convey key information and strategy throughout an organization. If you’re in [a product-led organization](https://www.gotomarketalliance.com/product-led-go-to-market-a-case-study-with-derek-osgood/), you probably don’t make a lot of sales decks or [enablement](https://www.gotomarketalliance.com/what-is-sales-enablement/) slides. After all, your products speak for themselves – but your most important business strategies are likely still getting boiled down into slideshows. [![1980s businessman laughing in front of a background of PowerPoint logos](https://lh7-us.googleusercontent.com/rONl_Y0ncKyw7JIIET-EgJv3RdYWnI2HkosK0D5DYXK_BgxHymCg-HZPg95sa_kVHOlpx8vcrOaXK19l6Pq-XN8gMAUmHbeMJRWb0yOPf0SE9cSAx7CQJyomRbZz5-m0g87Dpw0yAUDFwoKeZtxWVSg)](https://www.gotomarketalliance.com/the-problem-with-our-problem-slides-and-how-to-solve-it) The scary thing is that anyone can create a deck these days. That means we end up with countless PowerPoints or Google Slides floating around our company drives. You have to wonder – what do some of those slides say? What do they look like? Are they aligned with our company’s core message and vision? [Alignment](https://www.gotomarketalliance.com/how-to-connect-gtm-strategy-gain-organizational-alignment/) is a huge challenge as organizations scale. By some estimates, a lack of alignment can cost a company [up to 10%](https://www.o8.agency/blog/why-sales-and-marketing-alignment-important) of its revenue. That means if you’re in a billion-dollar company and your teams are all pulling in different directions, you could be leaving $100 million on the table. In short, you could be in trouble if you’ve got dozens of decks telling conflicting stories. Now, I’m not here to tell you to stop everything, cull those conflicting decks, and make sure everything’s aligned – you don’t have time for that. Instead, I’m going to talk about two or three key slides we see in most good presentations. If you can perfect these slides, they can serve as “narrative anchors” to ensure alignment across your organization. Scaling a consistent story is hard when different departments have to contribute to the same GTM strategy. Still, by nailing your narrative fence posts in slide decks, you can enable better alignment. ## Anchor slides 1.0: The solution Let’s start at the end and work backwards. We all love a good solution slide. It’s where we get to show off what we do – whether we’re in the SaaS, carbon removal, med tech, or even underwear industry. We get hyped up to reveal what we’re working on – but that’s also where we can trip up. When we jump right into product features and claims, it can feel off-putting to the audience. Remember the pen sales scene in *The Wolf of Wall Street*? Jordan Belfort challenges his team to sell him a pen, and they all launch right into claims about how brilliant the pen is without addressing [the customer’s needs](https://www.gotomarketalliance.com/what-are-customer-needs-5-steps-to-meet-them/). Old-school car ads were the same, touting brilliant features and velvety interiors. Thank goodness the smart marketers of today know better. [![Old-school car ad](https://lh7-us.googleusercontent.com/NzrPPiUxAOcXSbulczYF20zPHTHfANZwR1tWe9bYGA_09cVvMy_zmkh0sc6SiO99j2xt3ST_Q6WFTmfykCsc6dL2g2Zx-zCEhG8Qbviw3DjPKcLQ_jA2g5maxQu-oP60LX5W7U86-Z8sNX_TLddrWqM)](https://www.gotomarketalliance.com/the-problem-with-our-problem-slides-and-how-to-solve-it) As Christopher Lochhead, co-author of [*Play Bigger*](https://www.productmarketingalliance.com/definitive-product-marketing-reading-list/#16-play-bigger-how-pirates-dreamers-and-innovators-create-and-dominate-markets-%E2%80%93-al-ramadan-dave-peterson-christopher-lochhead-kevin-maney) says, there are “too many solutions without problems.” After decades of having these solution slides crammed down our throats, we see them coming a mile off. What worked back in the day now falls flat because it doesn’t speak to our real problems and needs – and we all have unique ones. That’s where the tried and true problem-solution combo punch comes in… ## Anchor slides 2.0: Problem-solution If you focus on only two slides, make them the problem and solution slides. They just belong together. We all love a good problem slide because it makes our solution look even better. It’s the yin to our yang, the before to our after, the peas to our carrots. As [storytelling experts](https://www.gotomarketalliance.com/how-to-craft-epic-stories-for-your-go-to-market/) have shown time and time again, engaging an audience with ups and downs makes them feel the story more viscerally. Our brains release chemicals that aid memory when exposed to moments of tension and release. And, [as Nancy Duarte says](https://www.nonprofitjourney.org/uploads/8/4/4/9/8449980/resonate-nancy-duarte.pdf), > “If two products have the same features, the one that appeals to an emotional need will be chosen.” Yet, most problem and solution slides out there look like this: [![Side-by-side comparison of problem and solution slides](https://lh7-us.googleusercontent.com/E5GMZCLTsXytAm0wBP7Z7EFFqAyApU04CmTvdbNGnn9pK-A6BLrxiNxMY11jXrawXSsiJSK1nRjjlUuJCMtuzNnuxuf4wYONVpVe0sutvxAk3JE3F5zvtX9JPhcfTt2F4rn-gwPnTsBPvIQUin0MG4Q)](https://www.gotomarketalliance.com/the-problem-with-our-problem-slides-and-how-to-solve-it) Tell me – at a glance, which one is the problem and which is the solution? We have to do better. ### The power of visual storytelling In this age of ever-shrinking attention spans, slides need to immediately convey their key message – and for that, you need powerful visuals. If you don’t take advantage of visual storytelling, you’re missing out. Our brains process images and the feelings they elicit much faster than text. Look back at history’s most epic print ads. The best ones had no text at all. What’s the power of this Maxell cassette? See for yourself. [![](https://lh7-us.googleusercontent.com/SWxwO1WkKXHbsSW7oTPDLHHmM3cec39-Iwwan-Bxgpj7vnI5XOcNihxh6t2Qrd48BAXENsAUCC3y_BRTFUPjVK44wUzRjbRK7xfU0NPEMfSsk-mvEUcD3hckiU3uT0ayLvAXz-wU4LHht82e3fex8Rk)](https://www.gotomarketalliance.com/the-problem-with-our-problem-slides-and-how-to-solve-it) Clever, right? When we arrive at our own conclusions from images alone, we’re more easily persuaded because we weren’t told what to think. And it’s not just about icons and illustrations. Think about color, tone, and the feeling you want your slides to convey. Use every tool in the box to bring that feeling to life. To give you an example, Mindtickle’s CMO, Chris Lynch, likes to push things to the edge with dramatic framing. If there’s an enterprise readiness crisis, he wants to make it look truly catastrophic. Even if you take the text away from the image below, you get an overwhelming sense this person is about to be crushed. [![The Crisis of Enterprise Readiness – Mindtickle](https://lh7-us.googleusercontent.com/0fWME10Agf6k4xuhflpHLeqtDaDamH_DAjV5prJlUPrDcFzF-0x5uha-JkzSsW0P2TLf52JBl0CpTibrkD_r8dW5JiVsIJ2-GE789UpwRJxjTFiLxM7JmwsAQ-lbqiog33B-3YVFsdFD5UozpeU9Itk)](https://www.gotomarketalliance.com/the-problem-with-our-problem-slides-and-how-to-solve-it) Source: Mindtickle Framing problems so dramatically makes the solution feel so much more powerful by contrast. If your current problem slides are littered with bullet points and don’t convey at a glance the problems that your customers are coming up against, it’s time for a new approach. Instead of relying on bullet points, break things up and make sure you *show* rather than tell the problem. The book *Pixar Storytelling* analyzes what makes Pixar films so moving and memorable. As Dean Movshovitz writes, “The most moving endings show the results of the journey… preferably in a visual way.” For instance, at the start of *Inside Out*, core memories can only be happy, sad, angry, etc. But by the end, as the main character grows up, her memories take on more nuanced colors. We see her inner world transform visually – and that’s powerful. So, as you create problem-solution slides, think about how you can visually illustrate the transformation from problem to solution. Problem-solution is a powerful one-two punch that should be in every deck. If you had to cut every other slide, you’d likely keep these two because they introduce empathy along with solutions. We feel your pain – and here’s how we can help. ## Anchor slides 3.0: Vision-problem-solution So, having a strong problem and solution is a great start, but you need one more element to round out the narrative: the object of desire. As [Tamsen Webster says](https://tamsenwebster.com/get-and-tell-stories/), > “The action of a story begins when we discover what someone wants.” Screenwriter Aaron Sorkin agrees. He says drama boils down to [intention and obstacle](https://www.masterclass.com/classes/aaron-sorkin-teaches-screenwriting/chapters/intention-obstacle-11ba8c15-7856-490d-85bb-eb0601e02c55). Someone has to desperately want something in order to overcome the problems standing in their way – that’s where the meat of the story lies. This is an age-old formula for [great storytelling](https://www.gotomarketalliance.com/the-what-why-and-how-of-storytelling/). Way back in antiquity, Aristotle outlined the ideal dramatic structure: a setup, a series of trials, and a satisfying resolution. So, let’s define our three key anchor slides: 1. Vision 2. Problem 3. Solution Rather than attempting a clumsy one-two-three punch combo, let’s liken this to volleyball’s famous bump-set-spike. 1. **The bump**, or the vision, changes the ball’s direction, flipping it up to give you greater control. That initial point of contact lets you lift the vision or narrative up for examination. 2. **The set**,or the problem, further controls the ball’s placement so you can strategically aim your message at your target audience. 3. **The spike**, or the solution, is the part where you strategically deliver your message with the best possible framing, to your audience. Let’s dive a little deeper. ### The vision There are many ways to conceptualize that opening vision slide to tee up your narrative. It could be a goal, mission, purpose, a “[job to be done](https://www.gotomarketalliance.com/enriching-personas-with-jobs-to-be-done/)”, the promised land, or an ideal future state. But let’s keep it simple. As one smart marketer told me, there are two kinds of visions: - **Daydreams:** The ideal – think streets paved with gold and not a threat in sight. - **Nightmares:** What you desperately want to avoid – like getting eaten by a shark. If you’re selling to marketers, you might want to paint a dream scenario of seamless marketing success. Meanwhile, if you’re selling to procurement or finance teams, you might be better off illustrating a nightmare to avoid, like hackers, loss of revenue, or straight-up redundancy. RingCentral set the vision perfectly in a campaign aimed at CIOs. First, they highlighted the pressure to see ROI on digital investments and transformation. That set up the problem of siloed communication preventing those coveted “digital dividends.” And then, they spiked their solution: intelligent connected experiences. Ta-da! [![RingCentral slides](https://lh7-us.googleusercontent.com/Pb3U3-KCVKl0v_F1VZAER4eo7jURXGqLggbEybyoyeE4iOr2jPUb4OOeeZySFOkRc1VGXMXH-mF9YRjBkecBRimJqF2qMrAyx2s93mbXlQm7HCriY_RruVClyzcxbZG3MKHV0e0twcX9ppFkHZq7fos)](https://www.gotomarketalliance.com/the-problem-with-our-problem-slides-and-how-to-solve-it) Source: RingCentral When you align on these three slides, it helps the whole team play together towards one scalable story. Let’s check out another example. You wouldn’t expect exciting slides from a wastewater treatment company like Hach, right? Wrong! First, they lay out a vision of better data on wastewater flows. Next, they showed what stands in the way of that vision: the many steps involved in the long and complex wastewater treatment process. Finally, they present their unique solution to that problem. [![Hach's vision, problem, and solution slides](https://lh7-us.googleusercontent.com/4eSgnxVXVZBK0TWZFQiKCYkwStWgyJSVLj3KgEOVRzIg5EtlgD97txTCy70I6bP70vO3FARy9puyZUwChMOi4e9UD4PeCgY8FAdJi-xNoegRdJkSECE84Rp1UV3yHfSBXYSdj3JLNWzi_xiiA0rpG6U)](https://www.gotomarketalliance.com/the-problem-with-our-problem-slides-and-how-to-solve-it) Source: Hach See how framing the desired end state and then showing what’s blocking it sets up the solution spike? It’s a powerful combo. Somewhere in there, you also need your unique POV. In *Play Bigger*, the authors recommend owning the problem if you’re charting new territory, or owning the solution approach if you’re in an established space. ## Scaling your story To recap, to make sure your message lands, you want to bump your vision, set up the problems, and spike your solution. Of course, just three slides won’t always cut it. For instance, in a first call deck, you’ll certainly need safe harbor statements, specifics on how you deliver, customer proof points, etc. However, these three narrative pillars – vision, problem, and solution – form the three main branches that everything else sprouts from. Bump the vision, set the problem, spike the solution. Then it gets easy to go deeper – what are the three key benefits of this vision? Great! But three big obstacles stand in the way. No worries – we’ve got these features to help you overcome them. This is how it scales company-wide. If you’re communicating the big-picture strategy, stick to the main plot first. And then, for the various internal and external characters involved in this story, hone in on the specific subplots they care about most, whether that’s a certain feature or a particular benefit. When you nail these three slides, you can align all your [go-to-market teams](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/) around them and make sure everyone’s telling the same core story. Just start small with a bump-set-spike and see where it takes you! ### What is market segmentation? URL: https://www.gotomarketalliance.com/what-is-market-segmentation/ Last updated: 2026-01-08T13:22:58.000Z Knowing your audience is marketing 101, but knowing exactly how your product can benefit your audience in a market oversaturated with competitors takes a little more finesse. Segmentation arms you with the data needed to fulfill your target customers’ needs. Essentially making sure that you’re not out there trying to sell water to whales. You’ve utilized segmentation and analyzed the stats, deducing that water is free and plentiful in their geographical habitats, and whales are really cash-poor. Now that we’ve dipped our toes in, let's dive deeper into segmentation. We’ll explain the different types, the benefits of segmentation, and its relationship with targeting and positioning. ## **What defines market segmentation?** Market segmentation is the first step in determining who your [target market](https://www.gotomarketalliance.com/market-segment-vs-target-market-whats-the-real-difference/) is. By [segmenting potential customers](https://www.gotomarketalliance.com/4-steps-to-sharpen-your-gtm-focus-with-customer-segmentation/) into groups that share similar characteristics, you can identify groups to target further down the line. Traditional market segments are identified using the following characteristics: - Demographics - Psychographics - Geographics - Behavioral ## **Types of market segmentation** Next, let’s delve a little deeper into the different types of segmentation listed above and throw in a few examples of segmentation in practice to give you a clearer picture. ### **Demographic segmentation** Demographic segmentation is defined by age, education, occupation, income, gender, race, sexuality, family size, interests, and more. It’s the most commonly used form of segmentation because it’s essentially the root of all of our spending habits, where we live defines where we buy things, where we work has a huge influence on what we buy, and how much we spend is heavily dependent on how much we earn. A good example of this is T-Mobile’s 2019 campaign targeting baby boomers - the company’s strategists pinpointed what older adults were looking for when buying a phone; which they found was the ability to connect with family and friends. In response to these findings, the company unveiled a new data plan targeted towards customers 55+ which eradicated all of the unnecessary added extras you might find in a millennials plan who, for instance, streams an ordinate amount of content via TikTok or Spotify. ### **Psychographic segmentation** While demographics tell us who the customer is, psychographics tell us why the customer buys a product. Psychographics categorizes customers by factors relating to personality and characteristics, like lifestyle, values, opinions, and hobbies. For example, a company like Mercedes Benz focuses on customers who value luxury and status, while Volkswagen, which literally translates to ‘the people’s car’ in German targets an audience who value affordability and reliability. ### **Geographic segmentation** Geographic segmentation categorizes customers based on geographic boundaries. For example; - Country - State - City - Zip Code - Climate - Urban or rural For example, a company that sells only waterproof outerwear would have an easier time targeting markets in Seattle than say, Arizona. ### **Behavioral segmentation** Behavioral segmentation divides consumers by behavior patterns as they interact with a business - their knowledge of a product, what they like or dislike about a product or a service, how often they interact with a certain area of your app, and so on. Netflix has the perfect model of behavioral segmentation, with each user receiving recommendations completely unique to them and based purely on their viewing behaviors. The data doesn’t lie, around 80% of Netflix views come from the recommendation feature. ## **Market segmentation requirements** Once you’ve finished the market segmentation study, your results should be: - Measurable - Accessible - Substantial - Actionable Let’s unpack each in a little more detail... ### **Measurable** Segments should be easily measurable so that marketing strategists can decide whether, and to what extent, they should focus their efforts and resources. If you can’t measure your rate of growth then how will you know the segment is valuable? ### **Accessible** There’s no use selecting a market segment you can’t reach, whether that means geographically, or psychologically. After all, you wouldn’t market a software solution specifically for a doctor and try and sell it to a police officer, would you? ### **Substantial** The market segment must have the ability to buy your product. For example, almost everyone would like to own a private jet but can most of us actually afford it? Not in this lifetime! ### **Differentiable** Differences between market segments should be clearly defined so that your campaigns, products, and marketing tools can be used as effectively as possible without overlap. ### **Actionable** The market segment needs to provide supporting data for a marketing position or sales approach so that your intended marketing targets actually purchase a product. ## **Customer segmentation examples** ![](https://www.productmarketingalliance.com/content/images/2020/06/anf_email_10_1250.jpg) ### **Gender** In this example, Abercrombie & Fitch segment by gender using the same campaign for men and women. Although the offers are the same, the campaigns are slightly different. A&F know that having the exact same campaign for both genders just won’t work. Instead, they've divided their customer profiles to see which trends appeal to female customers (e.g., vintage) and what appeals to their male customers (e.g., fitted jeans) when it comes to selling denim. ![](https://www.productmarketingalliance.com/content/images/2020/06/image0-2.jpeg) ### **Age** Segmenting by age, Urban Outfitters has ads that target school, college, or university students. This particular one is aimed at their University student target base. This offers a discount to students who more than likely only have their student loan to play with, new clothes to buy, and a dorm room to decorate. Which is why the website also has a section dedicated to dorm room interior design and school supplies. ![](https://www.productmarketingalliance.com/content/images/2020/06/Screenshot-2020-01-22-at-09.36.11.png) ### **New Customers/old customers** This is an email Typeform sends out when you sign up for their product. The email essentially asks the customer to self-segment themselves into either a new user or an old pro. These two customer segments will then receive a specific type of content targeted at their sophistication level, super relevant to where they are in their customer journey. ## **The benefits of market segmentation** By getting to know your customers better, you can create and execute better marketing strategies from the ground up. Market segmentation can help you identify gaps in the market and determine how you fill them. ### **Create stronger marketing messages** When you know who you’re talking to you can personalize your marketing messages. Instead of vague, generic messaging, you can develop stronger, direct messaging that speaks to the unique needs and characteristics of your target audience. > ***. -* Sarah Din, Director of Product Marketing at SurveyMonkey** ### **Find out what works** With dozens of marketing tactics available, it can be difficult to know what will attract your ideal audience. Using different types of market segmentation guides you toward the marketing strategies that will work best. When you know the audience you are targeting, you can determine the best solutions and methods for reaching them. ### **Create hyper-targeted ads** You can use all the information gathered to target audiences by age, location, purchasing habits, interests, and more to create more effective digital ad campaigns. ### **Stand out from the crowd** Being more specific with messaging and value propositions will set you apart from the competition. By focusing on specific customer needs and characteristics you can deliver products that uniquely serve them, which inevitably leads to stronger customer bonds and lasting brand affinity. ### **Identify niche market opportunities** When you segment your target market, you can identify parts of the industry that can be served and utilized in new ways. Once you’ve pinpointed these underserved markets you can develop new products and services to serve them. ## **What’s the relationship between market segmentation, targeting, and positioning?** Segmentation, Targeting, and Positioning (STP) is one of the most popular marketing models out there. In fact, Smart Insights conducted a survey where STP was revealed as the second most popular marketing model, behind the classic SWOT / TOWs matrix. The STP model is useful for creating marketing communications strategies because it helps marketers prioritize propositions and develop and deliver personalized, relevant messages to different audiences. ![](https://www.productmarketingalliance.com/content/images/2020/06/STP-model.png) Courtesy of Smart Insights STP is essentially the journey you take to position your brand in the minds of consumers, it’s the difference between yours and your competitor’s products. ### **Targeting** Once you’ve collected the relevant data through market segmentation, you can then use it to identify your target market. ### **Product positioning** When you have a target audience in your sights you can then work to present your product and all of its benefits, tailored specifically to the needs of your target market. ### The roles and responsibilities of your Go-to-Market team URL: https://www.gotomarketalliance.com/the-roles-and-responsibilities-of-your-go-to-market-team/ Last updated: 2024-08-16T11:58:42.000Z A recurring theme in Go-to-Market is the concept of working closely with diverse teams. What exactly does a [cross-functional GTM team](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/) bring to the table? Well, if your strategies don’t involve the expertise of every key team member, you’re missing an opportunity to reform and refine your launch plans for maximum impact. And a collaborative effort from your central teams (marketing, product, sales, etc.) means you’ve got a unique perspective on and view of [every stage of your GTM](https://www.gotomarketalliance.com/what-are-the-stages-of-a-go-to-market-strategy/). This is vital for your launches to go smoothly from start to finish. But who do you need on your GTM team, and how can you ensure that roles and responsibilities are clearly defined? Read on and discover how to put together a winning GTM team. ## **Building your GTM team** Getting the right people involved in your launch plans can seem daunting, to say the least. Knowing who will deliver on team-wide goals and which teams can help your strategy adapt to market changes can feel tricky, as there are so many moving parts. But, at the time of deciding who’ll be on your team, it’s always good to define what you value most. Is it adaptability or creativity? Do you want to focus on a [customer-centric approach](https://www.gotomarketalliance.com/customer-led-growth-the-key-to-long-term-success/) or go for a [sales-led](https://www.gotomarketalliance.com/sales-led-go-to-market-a-case-study-with-jarod-greene/#what-is-sales-led-go-to-market) motion? This can inform who will form an integral part of your GTM team. 💡 Want to learn about other popular GTM motions? Download our [Go-to-Market Motions Playbook](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) to discover the right motion for your business. Of course, understanding your product, target market, and customer base is as important as getting the ideal team together. Once you’ve mastered your product positioning and messaging, you can better communicate the broader business goals to your teams. Understanding how and what you’re trying to relate to the world will create a strong sense of purpose amongst your peers. And let’s not forget that trust applies as much internally as it does externally. You’re likelier to succeed if you’re able to foster a truly collaborative, cooperative, and engaging environment. Now, with that out of the way, let’s take a look at who makes up your GTM team and some of the ways you can really bring these teams together. ## **Who’s in your GTM team?** After you’ve decided on your[ product launch](https://www.gotomarketalliance.com/what-makes-a-successful-product-launch/) strategy, let’s get those key internal members on your side. You’ll want to consider bringing along someone from each of the following teams: - **Product** - **Marketing** - **Sales** - **Customer Success** Let’s briefly break down what each team does: 1. Your **product team** is essentially responsible for bringing your product to life. This team should equip your wider GTM team with the product knowledge and market context needed for your launch. 2. **Marketing** is the bridge between your product and your audience, *the* go-to team for generating interest in your product and attracting the right customers. They’ll know exactly how to ‘sell’ your product concept and tell its story to your target audience. 3. Your **sales team** can support your marketing efforts and rack in revenue by identifying the right prospects and nurturing promising leads. This team ideally communicates your product vision and brand message to the world. So, make sure your [sales and marketing teams are aligned](https://www.gotomarketalliance.com/how-to-brief-the-sales-team-on-marketing-campaigns/) if you want to pitch your product vision clearly! 4. What better way to know your product ticks all the boxes than by looking at what your customers think? The team in charge of shining a light on your customers: (surprise, surprise!) **customer success**. This team can spot your customers’ pain points and needs, address any major concerns, and keep track of progress by managing customer relationships and collecting feedback. Each of those teams is central to securing a reliable GTM foundation from which to work. But, to facilitate team-wide communication, set clear responsibilities and establish who’ll ‘own’ each team. What this means is that within each team, you’ll have to designate a clear leader. Who should lead these teams? ### **Go-to-market manager** At the very top, you’ll have your[ **go-to-market manager**.](https://www.gotomarketalliance.com/the-importance-of-hiring-a-go-to-market-manager/) Someone with this level of know-how and expertise is best prepared to lead the rest of your GTM team through any product launch or feature. Beyond simply overseeing the whole of your GTM process, this team leader should: - Establish your [product launch tier](https://www.gotomarketalliance.com/the-tiers-of-go-to-market-launches/#the-tiers-of-product-launches), determine how or where to allocate resources, delegate tasks, select the most relevant stakeholders, etc. - Have a deep understanding of your target market and customers. - Propose a clear strategy and, [alongside the PMMs or PMs, devise a cohesive roadmap](https://www.gotomarketalliance.com/product-marketings-influence-on-the-product-roadmap/) based on customer and [market research](https://www.gotomarketalliance.com/how-to-conduct-market-research-for-go-to-market/). - Collaborate closely with all members of your cross-functional team. - Leveraging [competitive intelligence](https://www.gotomarketalliance.com/how-competitive-intelligence-can-improve-your-go-to-market-strategy/), determine where your product or service falls compared to your direct competitors and how best to strategize based on this. This, in turn, informs your [product messaging](https://www.gotomarketalliance.com/what-is-product-messaging/) and helps keep your launch at the very top. - Have a deep knowledge of market trends, ensuring adaptability across the board. Your GTM manager’s understanding of all the nuances and complexities inherent to GTM means they’ll ensure seamless collaboration throughout and communicate expectations from the very start. ### **Product marketing manager** Beyond knowing how to market your product, a PMM is aware of your target market and audience, your product or brand’s messaging, and can precisely drive your product launch vision. Why? This individual’s knowledge of *what* your product does and *who* it’s for gives your GTM plan the competitive edge it needs. Think of this team player as the voice of your product, the one who can clearly define how your product can make an impact. So, the moment you’ve been waiting for: what does a product marketer *do?* - For starters, this individual will conduct the relevant research to craft a product strategy or create a product story accurately. - Your PMM will determine how to generate enough buzz around your product through the right marketing channels. There’s no better way to do this than with a clear marketing strategy in place. - PMMs grant you access to your target audience, which is a must if you intend to sell your product or service effectively. - Similarly, this individual will have to monitor the right data closely to spot whether your customers are interested in your product at all and determine how to refine your marketing efforts. ### **Product manager** If your PMM can tell you the what and who, your product manager can explain the *why* of your product. Essentially, this individual will know exactly the problem your product is trying to solve and why you should take it to market. Your product manager will juggle quite a handful of responsibilities: - Similar to a GTM manager, your PM needs to effectively bring in the creativity and expertise of several diverse team members. And your PM will have to oversee the product development process (from the ideation stage to post-launch). - As we’ve seen, your team leaders need to understand both target customer and market. Your PM - because they’ve got their hands in the product dev from the beginning - will best know how to meet customer and business needs and why your product is best for this. - This leader will have ownership over your product strategy and roadmap, setting goals throughout launch plans. ### **Sales enablement manager** A central focus of your launch plans should be on long-term, steady revenue growth. Who better to lead this part of your GTM plan than a sales manager? This person will: - Understand the unique details of your product message, encouraging and enabling the sales team to deliver on company goals. - Encourage cross-collaboration with members from your marketing and product teams to ensure your sales reps understand how to communicate your [product value](https://www.gotomarketalliance.com/how-to-create-a-value-proposition/). - What’s more, because your sales manager will be directly involved in sales processes, this person will provide invaluable insights to your PMs and marketing teams. In this way, your GTM team can reassess and adjust strategies to make sure sales efforts aren’t going to waste. It’s this strategy know-how that makes your sales manager such a key player in your GTM function. Understanding your product is one thing, but making sure it sells effectively is another. Your SM will know how to spot the best revenue opportunities and how to get your [sales team excited about your product launch](https://www.gotomarketalliance.com/how-to-get-salespeople-excited-about-your-launch/). ### **Customer success manager** Finally and no less important, you’ll want to bring in a customer success manager. At the heart of any long-term success is customer loyalty and satisfaction, and your GTM team’s CSM will be able to oversee the customer experience. These leaders will put empathy at the center of their approach, essential to getting customers to vouch for your product or service. CSMs will also prioritize customer feedback when making decisions regarding your GTM plans. Beyond being your customers’ point of contact, your CSM should do the following: - Work closely with sales, specifically at the post-sales stage. This is especially important when monitoring customer experience and satisfaction, and your CSM will establish whether the product is actually meeting your customer needs or falling short. - Ensure new [customer onboarding](https://www.gotomarketalliance.com/the-complete-guide-to-customer-onboarding/) is conducted properly. This part is crucial to get right, as the right training sessions and support will help your customers maximize product use and trust its purpose and value. - Also, when it comes to improving [customer retention](https://www.gotomarketalliance.com/how-to-increase-your-customer-retention-rate-and-boost-loyalty/), CSMs are responsible for ensuring customers still find value in your unique service and if there’s any chance of renewal. ## How to encourage cross-collaboration Okay, you've built out your GTM team, and now you're wondering how to bring them together and encourage effective collaboration and transparent communication. This might seem overwhelming at first as so many different teams will have their own targets to hit and separate priorities set. But there are ways around this! 1. First, **lay out your team or business objectives**. This involves your product roadmap, as you'll want to show your teams each step of the way before launching. 2. Alongside your roadmap, establish the most [**essential metrics for your GTM**](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/) **plans**. This will show your team where there's room for improvement or where things are on track. 3. Do not underestimate the power of the right **project management tools**! When choosing a management tool, think about the ones that will help your team members communicate clearly and understand tasks, especially when they're due, what they're for, etc. Trial out a few and see which ones work best for your teams, always bearing in mind usability and accessibility. Of course, you'll want your teams to feel comfortable and confident in the tools they use daily. 4. Another way you can encourage your teams to collaborate more closely is by having set **communication channels**. You can decide which communication platform (like Slack, for example) is best by asking your teammates directly. Have they felt they can communicate quickly and effectively with that tool in place? Or are there still some frustrations with, say, response times? 5. Another option would be to **set up regular team meetings**. Get in touch with the relevant members so the team feels they can voice a concern or celebrate an achievement! 6. Remember our point on building trust externally and internally? **Team feedback** is as important to the success of your launch as your customer feedback. Ask around and see if any training sessions need to take place, for example, or if there are real challenges ahead that might impact your larger team. 💡 Cross-functional working and alignment are core foundations of an effective GTM strategy. Our [Cross-Functional GTM playbook](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) spotlights how you can promote alignment between your teams and build it into your processes. ## Key takeaways The strength of your GTM team lies in the expertise of all its key members, who bring fresh ideas and expert-level insights to set your product apart. Through common goals and a shared purpose, your cross-functional team will know how to drive your product to the right market and audience. And remember just how human-first your product launches should be - in how you empathize, collaborate, and align with all parts of your GTM motion. Ultimately, understanding the value of cross-collaboration and diversity at the time of building up your team means you’re well on your way to success. ## Contribute to our growing GTM community We're always looking for go-to-market leaders willing to share their expertise and insights! What did you think of this post? If we missed anything, reach out to [our lovely team](https://www.gotomarketalliance.com/meet-the-team/) or join our [Slack community](https://www.gotomarketalliance.com/join-the-gtm-slack-community/) to get a conversation started! Similarly, if you're keen to network with like-minded pros, check out our [events](https://events.gotomarketalliance.com/location/losangeles) page for any exciting and upcoming events we have planned. ### The Go-to-Market Tools of Choice URL: https://www.gotomarketalliance.com/the-go-to-market-tools-of-choice-2/ Last updated: 2024-07-18T16:27:30.000Z We've all experienced the all-too-familiar challenge of making a choice. And the process of sifting through countless options and comparing features, prices, and reviews to find the perfect tool for our teams is no different and can feel overwhelming. But that's where this report comes in. Our Tools of Choice report contains some of the best and most indispensable tools for Go-to-Market. We’ll share ones hand-picked by experts like you, meaning you’ll only discover industry-approved tools you can trust. ## What you can expect Beyond including a list of hand-picked tools that can really help elevate your entire operation, we'll also share: **🔍 Tool overviews** so you can take a look at what makes each of these tools a must-have. From key features to unique selling points, know exactly what you're getting. **🔗 Direct links to each tool** so you don't have to hunt them down! This way, you can explore further or make a purchase if there's one on the list you're set on. **💰** Wherever possible, we break down **the costs** for you to decide which tool is right for your budget and team size. [ Download your free copy ](https://share-eu1.hsforms.com/1CEjyzrWLSwyuciMqkAE2yQ2b1vun) ## What tools does this report cover? GTM is, by nature, incredibly varied. It involves diverse teams at every stage, all of which require specific tools to see them through their everyday. To provide a wide scope of all the different tools that might make up a go-to-market leader's tech stack, we're including tools in these specific areas: - Marketing automation - Account-based marketing - Lead generation - Customer data - Sales enablement - Sales and marketing analytics - Sales intelligence [ Discover the best tools ](https://share-eu1.hsforms.com/1CEjyzrWLSwyuciMqkAE2yQ2b1vun) ### GTMnow - exclusive live streams URL: https://www.gotomarketalliance.com/gtmnow/ Last updated: 2024-05-20T15:27:21.000Z GTMnow is your chance to stream exclusive talks and presentations, hosted by GTM experts and industry leaders. It's a unique opportunity to watch the most sought-after GTM content. Each stream delves deep into a key GTM topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced SaaS leaders 👨‍💻 Enjoy regular in-depth sessions Take a look at what we've got coming up 👇 - Fireside chat: Ditching vanity metrics, embracing revenue generation - a paradigm shift in ABM with Philippe (Phil) Ruttens & Samantha Richey - Ideal customers, ideal messaging: Uncovering your true north with Sandeep John - Maximize renewals with Omnichannel GTM --- ### Fireside chat: Ditching vanity metrics, embracing revenue generation - a paradigm shift in ABM May 15, 2024 5:00 pm BST | 12:00 pm EDT [Watch OnDemand](https://www.linkedin.com/feed/update/urn:li:activity:7196542514290409473) Join us as we delve into the paradigm shift that ABM is bringing about, transforming the way organizations approach lead generation, sales efforts, and team empowerment. 👉 You'll gain valuable insights into how ABM: ✨ Replaces generic lead generation with a targeted approach, ensuring your team engages with the most promising prospects. ✨ Streamlines sales efforts by eliminating unproductive leads, saving time and resources. ✨ Empowers sales teams with tailored training and skill development, boosting their performance and success rates.Whether you're a marketing or sales leader, a revenue operations manager, or simply interested in harnessing the power of ABM for revenue growth, this fireside chat is an invaluable opportunity to learn from industry experts and elevate your revenue strategy to new heights. Meet the speakers: #### Samantha Richey, VP of Marketing at Squire Samantha is a creative marketing and communications professional with a results-driven approach to strategic planning and operations. She's an expert in both quantitative and qualitative analytics, specialized in translating raw data into actionable insights. She has a proven track record of generating results and increasing marketing efficiency, effectiveness and ROI through process optimization, infrastructure development and alignment to business objectives. #### Philippe Ruttens, Chief Marketing Officer at TYK Philippe Ruttens has 30 years of global & EMEA B2B marketing experience in various marketing and communications roles. Philippe is currently the Chief Marketing Officer (CMO) on contract at Tyk, the leading API Management Platform, Tooling & Gateway. Prior to Tyk, Phil held revenue, ABM and demand creation/capture marketing positions at cleverbridge, Mollie, World Courier, Accenture, EY, MasterCard/Mondex and Iron Mountain. As B2B Revenue Marketing & RevOps specialist, Phil helps now Tech/SaaS companies from 50 to 5000 employees transform their marketing team, operations & performance, growing their ROI, CAC Payback and ARR. His expertise in demand generation, digital marketing, marketing operations and channels combined with Board experience and team transformation help him combine strategic vision, roadmap planning and practical & measurable execution with a growth- and hacking-focused mindset. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/05/Fireside-Chat-LI-Live.png) --- ### Ideal customers, ideal messaging: Uncovering your true north June 6, 2024 5:00 pm BST | 12:00 pm EDT [Sign up now](https://www.linkedin.com/events/7198342214056329217/comments/) Do you really know exactly who your best-fit potential buyers are? Many businesses lack clarity on their ideal customers, relying on guesswork messaging that often misses the mark. In this session, we’ll discuss how to identify and profile your “true north” customers through rigorous ideal customer profile (ICP) exercises. Meet the speaker: #### Sandeep John, Director, Marketing at PrismForce Sandeep is an accomplished global marketing leader with 15+ years driving growth for leading SaaS brands. As Marketing Director at Prismforce, he leverages his expertise building high-impact marketing functions to tightly align sales and marketing. With a record accelerating expansion for brands like Freshworks and DataTracks, Sandeep excels at scaling marketing impact through customer-focused growth programs. He sits on the Customer Advisory Board for the Revenue Marketing Alliance and was recently named a Top Revenue Marketer for 2023 by Demandbase ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/05/Sandeep-John-LI-Live.png) --- ### Maximize renewals with omnichannel GTM June 12, 2024 5:00 pm BST | 12:00 pm EDT There are so many ways to build a renewals motion in pure SaaS companies, but it can be harder if you are just starting out or if you have different types of products in your organization. This session will walk you through the building blocks of people, playbook, and processes to capture value across segments, and how to break down a renewals transformation into achievable pieces. Meet the speaker: #### Vasudha Gambhir[,](https://www.linkedin.com/in/amy-oilman/) VP of Customer Success & Renewals at Cisco Vasudha Gambhir is Vice President, Customer Success & Renewals Transformation at Cisco. Vas is part of Cisco’s Transformation Center - a cross functional team accelerating the company's shifts towards a more subscription-based, recurring revenue model. Previously Vas was the global leader of Cisco's Security Customer Success team, driving outcomes across the portfolio and integrating the team from hyper-specialists to security specialists. She has held a variety of other roles across Customer Experience: data and analytics, and strategy and platforms. Prior to Cisco, Vas spent time at Salesforce and at KPMG. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/05/Vasudha-Gambhir-LI-Live--1-.png) ### A marketing leader's guide to messaging and positioning URL: https://www.gotomarketalliance.com/a-marketing-leaders-guide-to-messaging-and-positioning/ Last updated: 2024-02-06T14:00:53.000Z *This article was adapted from Yoni's appearance on Go-to-Market Radio. You can listen to the conversation in its full glory on* [*Apple Podcasts*](https://podcasts.apple.com/us/podcast/more-than-just-talking-messaging-and-positioning-with/id1624870488?i=1000579690779) *or* [*Spotify*](https://open.spotify.com/episode/6b8xYAtmRHACDqtNlI6jKV?si=MfYehmeGT6OTEks6XQghmA)*.* --- Stepping into a new role as [CMO](https://www.gotomarketalliance.com/the-importance-of-building-a-creative-culture-as-a-cmo/) in an unfamiliar industry and audience landscape can feel like navigating a labyrinth blindfolded. From customer expectations to the nitty-gritty of product details, every piece forms a puzzle that requires meticulous attention to solve. I'm Yoni Solomon, the CMO of Uptime (*Editor's note: At time of writing, Yoni has gone on to be VP of Marketing at Gympass*), and I ventured into this challenge head-on. In this article, I'll share the lessons I've learned in building effective messaging and positioning at Uptime. Whether you're a seasoned marketer or new to the game, these insights can help you better tune your messaging, deepen customer engagement, and bolster your brand's impact. ## Why is messaging and positioning important? The responsibilities of a CMO are vast and varied. From growing demand and launching new products to expanding the brand and forging partnerships, it's a multi-faceted job. However, one element serves as the foundation for all these activities: [the art of messaging and positioning](https://www.gotomarketalliance.com/the-secrets-of-compelling-messaging-and-effective-product-positioning/). Without a clear and compelling story, all other marketing efforts are like building a house on shaky ground. Having a background in product marketing, I firmly believe that mastering [messaging and positioning](https://www.gotomarketalliance.com/positioning-and-messaging-in-the-startup-space/) is critical to a company’s success. This expertise lays the groundwork for everything we do in marketing, from rebranding efforts and product launches to training sales teams on how to talk about our products effectively. Essentially, messaging and positioning give us a coherent and impactful way to convey the value we offer to customers. Being in charge of your company's [core narrative](https://www.gotomarketalliance.com/narrative-design-for-go-to-market/) isn't just a job; it's arguably the most critical role a CMO can play. It's about being the vanguard of how your company communicates its value to the world. Therefore, understanding and honing this narrative is fundamental for any CMO who wants to succeed. ## What is messaging and positioning? The terms "messaging" and "positioning" often get thrown around together, sometimes losing their essence amid buzzwords and jargon. So, let's get back to basics. Messaging and positioning are fundamentally about defining who you are as a company – your identity, values, and unique selling points. ### Positioning: Building your company's core story One thing that has always irked me is that we often hear "messaging and positioning" instead of the more logical "positioning and messaging." [Positioning](https://www.gotomarketalliance.com/everything-you-need-to-know-about-product-positioning/) serves as your internal guideline or "message house" that defines who you are as a company. This involves crafting your core umbrella statement, the value propositions that support it, and the proof points that back those up. If you think of it like building a house, [positioning](https://www.gotomarketalliance.com/positioning-finding-a-place-for-your-product/) lays down the foundation and constructs the internal framework. This is your company's core story. Then, you can move on to what I like to call "the messaging neighborhood" – your positioning documents for each product you sell and every feature within those products. Think of these as your strategic guidebooks, or "Bibles," if you will, on how to talk about every single aspect of your company. ### Translating positioning into messaging Once you've nailed down your positioning, you can then translate it into [messaging](https://www.gotomarketalliance.com/establishing-and-developing-product-messaging/). This is the part everyone sees and loves: the flashy ads online, the TV commercials, the billboards, and everything in between. It's your positioning turned into stories and visuals that resonate with the public. In essence, the work starts internally with positioning and culminates externally through messaging. So, remember: it's not "messaging and positioning" - it's positioning first, and then messaging. This distinction may seem subtle, but it's critical to understanding the architecture of a solid marketing strategy. ## Five-step process to nail messaging and positioning Transitioning into a new role as CMO at Uptime – an IT-focused company – after coming from G2, which catered to a marketing and sales persona, was like stepping into an entirely new world. Different audience, different product offerings, different language. Yet, the foundation remained the same: the need to nail down messaging and positioning. ### Step one: Understanding the product through research The first few weeks of my role at Uptime were entirely dedicated to [research](https://www.gotomarketalliance.com/how-to-conduct-market-research-for-go-to-market/). I knew that we had features and functionalities explained well on our website and sales materials. What was missing was the "why" – the real value we were providing. To bridge this gap, I listened to every customer call recording available, and read case studies, testimonials, and even online reviews about Uptime. It was crucial for me to understand what the heck I was going to talk about before diving into messaging and positioning. ### Step two: Clustering customer feedback into topics My initial research culminated in a comprehensive messaging document. I transcribed impactful quotes and reviews from our customers and started categorizing them into specific topics. Interestingly, I noticed recurring themes like "peace of mind" in our customer feedback. These themes essentially clustered themselves into five major topic areas that became the pillars of our messaging and positioning. ### Step three: Identifying value propositions from topic clusters These five topic clusters were not just recurring themes; they were also reflective of the value we provided to our customers. They turned into our [value propositions](https://www.gotomarketalliance.com/how-to-create-a-value-proposition/). For example, the cluster around "peace of mind" helped us define why we exist: to provide peace of mind to those responsible for monitoring website health, performance, and downtime. ### Step four: Turning customer feedback into proof points The beauty of this approach is that it wasn't me creating stories; it was our [customers defining our story](https://www.revenuemarketingalliance.com/messaging-and-positioning-customer-journey-continuum/). All those reviews and testimonials became proof points to support our value propositions. Our customers spoke about the reliability of our alerts and the customization of our dashboards, and those became significant elements of our messaging. ### Step five: Crafting the final messaging and positioning framework The final step was to cohesively assemble these insights into a structured messaging and positioning framework. And voilà, we had a clear, customer-centric narrative that wasn't built in a silo but was instead a true reflection of what our customers thought and felt about our product. For the last decade, I've consistently followed this customer-centric blueprint for messaging and positioning. The job of marketing isn't to sit in a silo creating narratives out of thin air; it's about listening to the customers. They tell us how they perceive us, the problems they're looking to solve, and what they think our value is. My role as a CMO is to polish these raw insights into a formulaic framework that we can then use for all our external communications. Remember, messaging and positioning shouldn't be an afterthought or a buzzword. It should be your starting point, and it should always revolve around the customer. [Build your own positioning statement with our free templatePositioning statements are concise, educational and contain a lot of information in a very small space. That’s really hard to get right, but we’re making it easier.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2023/05/GTM_Meta_Tools_3-3.png)](https://www.gotomarketalliance.com/build-your-own-positioning-statement-with-our-free-template/) ## Communicating messaging and positioning internally Having a well-defined messaging and positioning framework is only the first half of the equation; the other half is making sure it's ingrained throughout the organization. For me, building consensus was a crucial next step. Just three weeks into my role as CMO at Uptime, I hosted a meeting with co-founders and senior leadership, aiming for alignment and approval on the new direction. I initiated the meeting by giving a comprehensive overview of the market we are in – its challenges, its opportunities, and its pain points. Next, I shared the topic clusters created from customer feedback, presenting them as an invaluable insight into what the market thinks of us. The final part involved walking them through our proposed new brand story and vision, ending with our newly crafted big messaging statements. This set the stage for the eventual rebrand we were planning. ### Dispelling preconceptions and myths People across the organization had different perceptions about Uptime, and so it was crucial to address these. During my initial interviews, I'd often ask, "What’s your elevator pitch for Uptime?" The responses were illuminating but often focused on the 'what' rather than the 'why.' I used this as an opportunity during the consensus-building meeting. By juxtaposing how internal staff described us – "We provide excellent monitoring tools and features at a great cost" – with how our customers felt – "Uptime gives me peace of mind so I can go to sleep at night," I exposed the gap between our self-perception and the emotionally powerful ways customers described us. The difference was stark. On one hand, we had a description that was feature-driven; on the other hand, we had customer voices that painted us as indispensable lifesavers for their online presence. By doing this, I was able to promptly dismiss any preconceptions about our positioning, driving home the point that our story should be based on the unique value we deliver as seen through the eyes of our customers. Messaging and positioning isn't a one-person job; it’s a whole-company mission. But as the CMO, it's my responsibility to take the lead in aligning everyone, to take those customer-driven insights and craft them into a compelling story that everyone in the company can stand behind. This approach has not only built a strong internal consensus but has also paved the way for our ambitious rebranding project, driven by real customer insights and focused on delivering unmatched value. ## The balance between emotional resonance and feature-driven messaging It's a delicate dance between emphasizing the features and focusing on the emotional messaging. Many think of these as mutually exclusive, but they're not. The example of Steve Jobs introducing the iPod as '1,000 songs in your pocket' illustrates this point well. It was a high EQ, value-driven messaging that struck a chord with the general audience. But for the tech-savvy, the details about storage capacity, battery life, and user interface were also critical. That's where the concept of a "messaging neighborhood" comes in. In a well-thought-out marketing strategy, different messaging statements serve different purposes and audiences. For instance, your top-level messaging can focus on the emotional resonance and overarching value propositions. Meanwhile, core products and features should have their own messaging statements that are more feature-specific. The trick is to combine these intelligently. Picture a landing page with a headline that immediately tugs at the emotional strings – 'We are your eyes,' it might say. But then, right below that, you list the technical features and functionalities that make you "the eyes" of the customer. This approach ensures that you're not just emotionally engaging your audience, but you're also providing the intellectual backing for why they should choose your product. ### Keeping all stakeholders happy No one wants to hear, "No one cares about your features." Especially not the development team that worked tirelessly to build those features. The idea is to strike a balance that serves multiple stakeholders – be it the end-user, the internal team, or business partners. Striking this balance also plays a significant role in internal relations. Your development team should feel proud and recognized for their contributions. By giving space to feature-driven messaging in the right context, you're acknowledging their work and aligning it with the broader vision of the company. So it’s not just about keeping the customer engaged; it’s also about maintaining a healthy, collaborative environment within the company. Effective messaging isn’t about choosing between emotional connection and feature description; it’s about marrying the two in a way that tells a compelling story. You need a high EQ to engage and a high IQ to substantiate. That's the crux of a successful marketing strategy that not only tells a compelling story to the external world but also fosters collaboration and pride within the team. [The Cross-Functional Go-to-Market PlaybookDid you know only 33% of PMMs have a defined Go-to-Market strategy? At Go-to-Market Alliance, we don’t think that’s good enough. There’s a lot of confusion around what Go-to-Market is, who does it and how it benefits growth and revenue. We’re here to change that.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w1200/2022/11/GTM_Cross-Functional_GTM_Playbook_2022_Blog_2.png)](https://www.gotomarketalliance.com/the-cross-functional-gtm-playbook/) ## What to do with your messaging Once you've crafted the messaging, it doesn't stay in the meeting rooms; it flows into every aspect of your company's external communication. Whether it's a full-blown rebrand or a product launch, the idea is to keep the story consistent across all platforms and touchpoints. For instance, for a product launch, we develop a 'message house' – a single-page document that acts as the bible for that specific product. From there, it's a matter of extending this into various marketing materials like landing pages, Google ads, [social media posts](https://www.gotomarketalliance.com/six-examples-of-social-media-launches-you-need-to-see/), etc. The website is often the most pivotal tool for positioning and selling, especially if you're [a product-led company](https://www.gotomarketalliance.com/product-led-go-to-market-a-case-study-with-derek-osgood/) like us. It acts as the anchor, the source of truth from which every other piece of content derives its substance. So it's crucial to make sure that the website encapsulates the narrative effectively. Once that is in place, other materials like sales pitch decks and [email messaging](https://www.gotomarketalliance.com/email-that-captivates-and-converts/) can take shape more coherently. ### Beyond marketing: Sales, customer service, and more While people often think that the CMO is focused solely on marketing initiatives, the truth is quite different. The reach of the CMO extends far beyond just marketing campaigns; it also encompasses sales, customer success, and even product development. As a CMO, you should ideally have influence over every aspect of the business that interfaces with the customer or impacts the brand. This includes not just what goes on the website or in marketing collateral but also the conversations that sales teams have with prospects and the language used in customer support. Sales teams need to be trained and equipped with a [compelling story](https://www.gotomarketalliance.com/breathe-life-into-your-gtm-motions-with-compelling-storytelling/), aligned with the overall messaging. Similarly, [customer success teams](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/) must communicate in a way that echoes the brand's core messaging. Good messaging keeps employees engaged and aligned with the mission, irrespective of the department they belong to. It helps the executive team navigate the company's journey more coherently, ensuring everyone is on the same page. An often-overlooked benefit of strong messaging is its ability to attract investors. [Good storytelling](https://www.gotomarketalliance.com/the-what-why-and-how-of-storytelling/), consistent with your brand's mission, can be an invaluable asset during fundraising rounds. The influence also extends to product development. A cohesive and strong story ensures that new features or products are in sync with the larger narrative of the company. In the grand scheme of things, your messaging isn't just your strategy – it's your identity, your value, your promise, and your direction. It encompasses all facets of your operations – from how you develop your product to how you market it, from how you sell it to how you support it. ## Evolving your message While it's crucial to set a strong foundation with messaging, it's a mistake to consider it set in stone. As markets evolve, products expand, and customer needs shift, your messaging should [adapt accordingly](https://www.customermarketingalliance.com/how-to-know-when-its-time-to-update-you-customer/). This is why I recommend a "spring cleaning" of your messaging frameworks at least once or twice a year, especially if your product roadmap is moving rapidly. Listening to customer reviews, NPS scores, and especially direct customer interviews can offer invaluable insights into how your messaging might need to evolve. Sometimes, it's these conversations that deliver that "aha" moment that can pivot your messaging in a more compelling direction. Messaging shouldn't be overhauled on a whim. Major changes can disrupt internal alignment and confuse the market. Your top-level, core messaging should remain relatively stable, only changing if there's a substantial reason like a shift in strategy or market dynamics. That said, the details – those "a few levels under the fold" – should be continuously optimized. For example, the messaging around specific features or product offerings can be more dynamic. Product roadmaps often evolve quickly, and your messaging needs to keep up. Failure to update this level of detail can result in outdated or irrelevant messaging that doesn't accurately reflect what you offer. While there's a danger in changing too often, there's also a danger in not changing at all or waiting too long to adapt. Stagnation can be just as harmful as constant flux, leaving you unresponsive to market changes and customer needs. This is where analytics and metrics come in. Monitoring KPIs, consumer behavior, and market trends allows you to make data-driven decisions about when and how to adjust your messaging. This ensures that changes are deliberate and justified, not reactionary. Messaging is a living entity – it should grow and evolve just as your company does, but it should do so in a way that is both strategic and considered. The key is to find the balance between consistency and adaptability, ensuring that your messaging is always aligned with your current goals and offerings. ## Standing out with competitor analysis The goal of competitor analysis here isn't imitation, but to [identify opportunities for differentiation](https://www.competitiveintelligencealliance.io/what-is-competitive-positioning/) – essentially to "poke holes" in the competitors' offerings. This isn't just useful for messaging but equips your sales and support teams to effectively compete. Copying competitors can easily lead to a commoditized market where price becomes the only differentiator. Three [different companies](https://www.competitiveintelligencealliance.io/brand-positioning-strategy-examples/) saying "web monitoring made easy" do nothing to distinguish themselves and force a race to the bottom on price. Take the luxury travel industry as an example. When everyone is marketing "luxurious marble baths," the only point of contention becomes the price. That's not inspiring marketing; it's a bidding war on features. The ability to offer something distinct in the market is invaluable. Brands like Gong have set themselves apart not by reacting to competitors but by breaking new ground in how they position and message their offerings. As markets mature, features tend to converge. Integration ecosystems, quality, and other functional metrics will be more or less similar across competitors. In such a landscape, the one remaining avenue for differentiation is storytelling. The ability to connect with customers emotionally, not just logically, becomes the pivotal factor. In 2011/12, the average software company had two competitors. By 2015/16, that number jumped to nine. The figure is likely much higher today. This exponential increase in competition makes differentiation not just advisable, but necessary. As the tech landscape rapidly evolves, everyone's tools are going to be good; they'll have similar features and high-quality offerings. The true differentiator will not be what your product does, but how you tell your story. While competitive analysis is an essential part of the messaging strategy, it should be a catalyst for differentiation, not imitation. The goal isn't to mirror what competitors are doing but to understand where you can offer something different, something better. Ultimately, it's the brands that dare to be unique, those that craft compelling narratives, that will capture the market's attention and loyalty. ## Emotional connection and community building in brand messaging In today's world, particularly in the aftermath of the pandemic, emotional connection with brands has become crucial for consumers. This is not just a [B2C phenomenon](https://www.gotomarketalliance.com/how-brand-messaging-changes-for-b2b-and-b2c-companies/); even in the B2B space, emotional resonance has gained considerable importance. [Community building](https://www.gotomarketalliance.com/community-led-go-to-market-a-case-study-with-rebecca-boucher/) is a challenging feat in B2B, requiring a large user base and deep-rooted passion for the product. However, when executed well, it becomes an unparalleled asset. The most successful communities are often those where users are so passionate about the product that they organically come together to share knowledge and experience. Brands like Marketo and HubSpot have nailed this approach, creating forums where users help each other with practical advice and solutions. A brand can provide the space and awareness, while the product offers the common thread that binds the community. When these two elements align, the result is a powerful, engaged community that amplifies the brand's messaging and positioning. ### Community as a feedback loop Once a strong community is established, it becomes a valuable source of insight for brand positioning. These are the people who will be giving testimonials, leaving reviews, and speaking at your events. A strong community begins to share the responsibility of messaging with the CMO. This collective ownership not only adds credibility to the brand but also makes it agile in adapting to customer needs and market shifts. In the complex landscape of modern marketing, creating an emotional connection and building a strong community are not just nice-to-haves; they are imperatives. The key lies in striking a balance where the brand provides the platform and the product fuels the passion. This delicate synergy not only enriches the brand's story but also creates a feedback mechanism that keeps the messaging and positioning both relevant and compelling. ## The balance of control and collaboration in brand messaging It can be daunting the idea of letting go of control over messaging. It's natural to feel this way, especially when you've been in the driver's seat for so long. But here's the thing: the best marketing isn't one-sided. When customers feel that they have had a role in shaping the brand, they're less likely to leave. This fosters not just customer retention, but customer advocacy. As marketers, our foremost duty is to listen, not assume. This is particularly important when marketing for a domain or product you've never personally used. I've never worked in IT, but that doesn't mean I can't effectively market to them; it means I need to listen more to understand their needs and tailor the messaging accordingly. Statistics suggest that [68%](https://d16cvnquvjw7pr.cloudfront.net/resources/whitepapers/Zendesk%5FWP%5FCustomer%5FService%5Fand%5FBusiness%5FResults.pdf) of B2B customers would leave if they feel uncared for. The antidote to that is simple: curiosity and empathy. If your brand messaging and positioning can embody these traits, you're golden. I often say that effective messaging and positioning are a blend of three equally important elements. The first is experiential knowledge – understanding the product's ins and outs. The second is analytical skills, which include leveraging data and metrics to gauge market response and needs. And the third is the anecdotal or qualitative feedback directly from customers, which can often provide insights that numbers alone can't. When it comes to branding and messaging, there's no room for egos or assumptions. It's all about balancing control with collaboration, employing empathy and curiosity, and integrating qualitative and quantitative data to build a messaging strategy that resonates. This holistic approach not only amplifies brand credibility but also establishes a reliable and empathetic brand image in the long run. ## Five lessons in building effective messaging at Uptime Embarking on the journey at Uptime has been a major learning experience, especially given that I had to familiarize myself with an entirely new product and audience. Here are the top five lessons that I've garnered from this incredible venture. ### 1\. Embrace humility and curiosity One cannot overemphasize the importance of entering a new role with humility. The mantra "Assume nothing and stay curious" is not just an idyllic phrase; it's essential for success. Acknowledge that you don't know everything - doing so opens the doors for learning and empathy, cornerstones for effective messaging. ### 2\. Elevate the voice of the customer I always recommend starting with direct customer interactions. Whether it's through customer calls, one-on-one interviews, or even digging through customer reviews, this primary source data is invaluable. The direct voice of the customer will be your most reliable guide in shaping authentic messaging and positioning. ### 3\. Recognize patterns, build frameworks As you collect insights from customers and stakeholders, it's crucial to start organizing them. Bucket these insights into themes and through-lines, as they will lay the foundation for your overarching messaging and positioning framework. ### 4\. Depth and breadth in messaging Effective messaging goes beyond just a snappy tagline for the company. It needs to resonate throughout all your offerings, features, and even integrations. A holistic approach ensures that the brand's voice is consistent across every touchpoint, enhancing credibility and strengthening customer relationships. ### 5\. Secure consensus early Lastly, it's critical to build consensus within your team and broader organization as early as possible. Without an early agreement, you risk getting halted in your tracks when you're deep into execution. So, present your proposed messaging to the Senior Leadership Team yourself, secure buy-in, and go ahead with confidence. Each of these lessons is a cornerstone in building an effective and impactful messaging strategy. With a focus on humility, an ear for the customer, a knack for pattern recognition, a comprehensive approach, and early consensus, any CMO can not only build but also sustain a powerful brand narrative. ### GTMA contributor case study: "GTM leadership is an impactful role where you get to be an optimistic champion of a better future." URL: https://www.gotomarketalliance.com/gtma-contributor-case-study-with-anne-hunter/ Last updated: 2024-02-06T13:00:19.000Z We had the opportunity to converse with and learn from some of our [community](https://www.gotomarketalliance.com/join-the-gtm-slack-community/) members for our [AI for Go-to-Market Playbook](https://www.gotomarketalliance.com/the-ai-for-go-to-market-playbook-2/), gathering insights and top tips from professionals on what they think the future of GTM looks like. One of these contributors, Anne Hunter, shared some of her thoughts on AI and GTM (so make sure to check out our playbook if you haven't already!) But we've caught up with her again to see what other invaluable advice she can give our lovely GTM community. Happy reading, and thanks, Anne! ### **Please tell us a bit about yourself and your role at Ipsos.** I am responsible for taking the Ipsos line of business-to-business (B2B) research products to market, including capabilities such as brand health tracking, customer experience assessment, message testing, and product development research. I came to this role with a deep background in market research as well as senior product management, sales, and marketing roles, making GTM leadership a perfect synthesis of my skills across multiple departments. Fundamentally, GTM is a cross-discipline function centered on understanding your target customer so well that your strategies pull them in to want to do business with your company over the long term. Even when launching an individual product, I keep in mind that retention and upsell opportunities must be part of GTM planning as well, so every aspect of GTM should align with building a lasting customer relationship. ### **What’s one aspect of your role that you really enjoy? And what leadership qualities do you find most essential in and for your role?** I love that GTM work is a multi-disciplinary function, and I need to use technical, creative, analytical, and persuasive skills in new combinations every day. In addition, I get to work with all departments and meet amazing people with unique skills of their own. For someone who loves learning, GTM is a great spot where you get to be both student and teacher simultaneously, but, most importantly, always an optimistic champion of a better future. ### **What key piece of advice do you have for GTM professionals and our community members?** Centering your decision on the customer is crucial. GTM professionals who have successful products execute market research in advance of their launch to understand their target audience far deeper than what customers might share on sales calls. Some research can be passive, such as examining top search terms, etc., but active research with real prospects and, separately, customers is critical to understand not only your offer but how it fits into your prospect's overall jobs to be done. This can be accomplished with in-depth, moderated interviews with prospects, several of whom should not be familiar at all with your company, as they represent your future sales. You can also use qualitative market surveys to gain statistical insights into your prospects' needs and, through multi-variate analysis, understand the key drivers of choice in your category. Often, this uncovers hidden desires you wouldn’t know to ask about. ### **And what advice would you give GTM professionals for the coming years?** Alignment is the hardest part of a GTM strategy and deserves the most attention. While AI can optimize social copy for a launch, it can’t get five senior executives to all be enthusiastically singing from the same songbook. That takes human skills GTM experts are uniquely suited for. How do you get alignment? Start by getting agreement on the process you will use to build your GTM plan. When executives agree on the process, 80% of the alignment is already done. Ask others for feedback early and iterate, ensuring people know where you are in your process so they don’t think rough drafts are final. Link milestones directly to revenue, but when there isn’t data to do so, align on secondary metrics and communicate your progress toward them at a regular cadence. ## Want to contribute? At Go-to-Market Alliance, we're always looking for more community members to share their experiences and expertise with us! If you're interested, let's talk! Look through how to [contribute](https://www.gotomarketalliance.com/create-and-contribute/) to our page or get in touch with anyone from [the team](https://www.gotomarketalliance.com/meet-the-team/). As well, why not explore some of our [upcoming events ](https://events.gotomarketalliance.com/location/losangeles)to network with like-minded pros? ### What is customer marketing? URL: https://www.gotomarketalliance.com/what-is-customer-marketing/ Last updated: 2024-02-05T12:46:39.000Z Customer marketing is a department within businesses, usually positioned under marketing (though it can be housed in other areas, such as [customer success](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/), product marketing, and demand generation). Customer marketing focuses on marketing and management areas that pertain to a company's existing customer base. Customer marketing activities are specifically focused on increasing [customer retention](https://www.gotomarketalliance.com/how-to-calculate-your-customer-retention-rate-and-increase-it/), customer advocacy, and overall company growth. The aim is to build a long-lasting community of customers and encourage their participation in business events and development. Their skills lie in turning new customers into loyal ones, aiming to convert them by prioritizing the customer-business relationship. ## **What are the four types of consumers in marketing?** Understanding and categorizing your consumer base is important when considering your [customer marketing strategy](https://www.gotomarketalliance.com/why-its-crucial-to-nail-your-customer-marketing-strategy-2/). Each group must be targeted differently, as they all have different motivations, types of engagement, and mindsets when it comes to buying and/or using your services. ### **Loyal consumers** Loyal consumers often make up a smaller percentage of a business’s existing customer and consumer base. But they’ll stick around, which is most important when it comes to retaining consistent revenue and growth. These are, perhaps, the most important in regard to customer marketing. Loyal consumers are their area of expertise, not just in managing loyal consumers but also in converting other types of consumers into loyal ones. ### **Discount consumers** Like loyal consumers, discount consumers tend to frequent a handful of organizations regularly, but only buy during a sale season or when there are discounts available. Market to these consumers by advertising any discounts you have in the works; social media is a great way to keep in touch with these consumers. ### **Impulse consumers** These are notoriously the most difficult consumers to pin down when it comes to focused marketing strategies. They tend to make a purchase on a whim with no particular brand or even product in mind. However, the vast majority of purchases *are* impulse purchases, so they’re not a group to be overlooked. Customer marketers can help with this by analyzing the emotional nature of why your loyal customers came to your brand in the first place and apply that to impulse buyers. Advertising and messaging that focuses on emotional impact can get these types of consumers to buy. ### **Needs-based consumers** Needs-based consumers are people who purchase products or services to fulfill a specific need. To correctly market to this consumer base, you’ll need to correctly identify and anticipate these needs. This is where effective customer marketing can help other marketing departments. Understanding the existing customer base equips customer marketers with knowledge of these needs based on customers' real-life experiences with your product. ## **What is the difference between customer and consumer?** So, what’s the difference between a customer and a consumer? This distinction may not seem important, and though the difference may be subtle, it’s vital to understand when looking at customer marketers and where exactly their role lies in the customer journey. Put most simply, the customer is the one who purchases the product or service. A consumer is the one who uses it. These may be the same person, or may be several different people. We’ve highlighted the more important differences below: ### **Customer** 1. The customer purchases the product or service. 2. A customer can resell the product or service for a profit. 3. The customer could be an individual, a team, or a full enterprise. 4. A monetary transaction must happen for the customer to receive the product or service. ### **Consumer** 1. A consumer may or may not purchase the product or service, but is its end-user. 2. The consumer cannot resell the product or service for profit. 3. The consumer relates to a single person or a single company. 4. For consumers, a monetary transaction to obtain the product or service is optional. For example, most often, B2B businesses sell to a customer who is not necessarily going to be the direct consumer of the product. In the [State of Customer Marketing Report](https://www.customermarketingalliance.com/state-of-customer-marketing-report-2022/), **96.4%** of participants were customer marketers for B2B businesses. If you were selling a SaaS product that optimizes email marketing, you might conduct the sale through a leadership figure, such as the Head of Content, a Chief Marketing Officer, or even a CEO. These would be your customers. However, this email optimization tool likely won’t be used by these leadership positions (though they may use it, and be both your customer and your consumer). What’s more likely is that the teams working under them - the customer marketers, the content team, the product marketers, and customer success - will be the ones to use your product regularly. These are your consumers. ## **How can customer marketing nurture your business?** While dedicated teams manage the majority of the customer journey, customer marketing addresses an area most often neglected by businesses: existing and loyal customers. There’s a misconception that loyal customers don’t need as much attention or dedicated resources as new or churning customers do, but that’s simply not the case. A lot of the customer marketer’s job revolves around improving sustainable growth for your business, in both size and revenue. Not only that, but existing customers are also a valuable source of information that can help elevate other marketing departments, too. ### **Converting customers** A large part of their efforts goes into making successful customer conversions, turning one-time customers into returning customers, and loyal customers into brand advocates. One such task is taking advantage of cross-sell and upsell opportunities. This refers to the act of advertising either a different product or an upgraded version of your product to your existing customers. This is done based on their purchase trends and habits. The aim is to not come off as too ‘salesy’ and put your customers off. ### **Informing customers** Another key ingredient to the customer marketing cake is CRM, or customer relationship management. In essence, this is a strategy for improving how customers interact with and experience your brand. There are a lot of ways to do this, and it’s a part of marketing that overlaps with other departments, such as customer success. CRM can be done through customer support by collecting [customer feedback.](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) Using surveys, focus groups, and customer interviews, customer marketers use this data to monitor customer satisfaction and improve overall experience. Another way to improve customer-business relationships is by informing your customers of your product through content marketing. This is the process of giving your customers access to learn how to effectively use your product. This reduces the chance of customers churning out of the customer journey if there is a learning curve that comes with using your services, and gets them invested in your brand. ### **Managing advocacy programs** Customer advocacy programs are about turning your customers into raving fans of your business. In fact, this goes a long way to helping customer acquisition, which businesses tend to prioritize. Advocates are the ones who support and promote your business for you. They can be key figures in getting referrals and are good sources for promoting social proof by participating in case studies and testimonials. ## **What does customer loyalty mean for businesses?** Nowadays, there’s an overwhelming number of choices of stores, products, services and brands. How does a customer pick your product out of a sea of so many others? What makes yours so special? Customers want to be able to make an easy, simple decision. If they’re too overwhelmed, they may decide to leave without making a purchase. It's human nature to follow a routine and build habits. Going with something familiar is a safe bet; customers know what they’re getting and know they’ll like it, so why would they choose something new, scary, and uncertain? Businesses should aim to increase these types of customers from the get-go. They should also foster relationships with them to ensure everyone’s getting the most out of it. How else can loyal customers help? ### **Higher chances of purchase** Loyal customers are far more likely to fully immerse themselves in your business and brand, and buy the new products and services that your business is selling. They take less convincing to buy due to their established trust with your brand and business. Customers will dip their toe, maybe purchase a sample or a product, but they’ll only invest money into your business when they become truly loyal. Experience and familiarity are key. If a customer knows what to expect, i.e., excellent customer service, then they’ll know to choose your business. They won’t even think about going elsewhere if they believe they’ve got the best. ### **Saves money and time** When businesses try to acquire new clientele, they need to spend time getting to know and understand their new customers on a deeper level and create a new [buyer persona](https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/) that’ll fit with the new target customer. Time spent on this will take money away from other marketing activities. For start-up and mid-size businesses, this is money that is better invested into your current customers, who you already know will buy from you (you have a guaranteed revenue stream). There’s no certainty that a new customer will continue to purchase from you and your efforts would have been in vain. ### **Greater retention rates** Customer marketing is important to increase the retention rate while lowering the chances of [churn](https://www.gotomarketalliance.com/what-is-customer-churn-how-to-calculate-and-fix-it/). Having strong relationships with your customers is important for the success of your business. Having a deeper understanding of your customer, as well as what they need and want, will help you to effectively target your marketing activities towards them. In turn, your customers will respond by staying loyal and keep purchasing from you as their needs and wants are fulfilled. They are less likely to go elsewhere. ### **Customer advocacy** Having loyal customers pays off big time! Loyal customers will shout their praise out to the world, telling friends and family about you and driving sales. As in, customers are more likely to take the word of a friend or family member as opposed to a business, which will be biased. So, aim for word-of-mouth marketing: These loyal fans will do the hard work for you and are far more likely to give you a genuine and dependable evaluation. ## **Why is customer retention important for your business?** Customer retention is more important than acquisition, which is both money- and time-consuming. The more loyal your customers are, the more they spend in your stores and less in your competitors', which is great news for your business! There’s no doubt that businesses need new customers; however, in pursuing new clientele, it’s important not to forget the customers who already regularly buy from your business. These are customers who have stuck by you and become loyal fans, coming back time and time again, pumping money into your business, and allowing it to grow and expand. They’re the ones who nurture your business to success. With predictable customers, you get an almost fixed guaranteed revenue year after year. Strengthening your retention rate by as little as **5%** has a significant effect on your profit margins, boosting them by another **70%**. It also doesn’t cost as much to invest in your existing customers compared to acquiring new ones. And having a fixed amount of money from your existing customers each year is important, as uncertainty can be deadly, like we saw during the COVID-19 pandemic. Current customers, since they have grown loyal and trust your business as a whole, will spread their trust to other potential customers. They’re also a much easier way to pursue new business. ## **Types of customer marketing strategies** ### **What is customer-centric marketing?** Customer-centric marketing is when you utilize your marketing activities to target existing customers. The entire focal point for your marketing campaigns is the customers who’ll automatically and predictably purchase from you. Many businesses invest a lot of their funding into customer marketing to boost customer retention, reduce churning, and elevate loyalty, advocacy, and support. This type of marketing is based on cementing strong, stable relationships with your customers. By utilizing what you’ve gleaned from your current customers, you can elevate retention which, in turn, helps to expand the business. ### **What is customer lifecycle marketing?** Customer lifecycle marketing focuses on personalization. It recognizes that different messaging and strategies work best for customers depending on their stage in the customer journey. This style of marketing requires an intimate knowledge of each stage in the customer lifecycle, and how it fits in with the products and services you have to offer. Each stage will have different priorities, knowledge, and investment in your business. ### **What is customer engagement marketing?** Customer engagement marketing does a little of what it says on the tin; it’s a marketing strategy focusing on increasing engagement between your customers and your business. While other types of marketing also have this aim, and some of their activities may be the same, this style of marketing is focused on accommodating a variety of ways customers can communicate with your brand. This involves interacting with customers through email, your website, social media, community forums, etc. While most brands intend to engage with their customers, it’s often difficult for customer marketers to prioritize which parts of the business they should promote next. An effective customer engagement marketing strategy will not only develop customer interest through storytelling and incentives, but will iron out any kinks already present in your system. It’ll show you when, where, who, and how you should be making these connections and can support the marketing process as a whole. ### From blank canvas to masterpiece: How to craft a customer-focused sales enablement program URL: https://www.gotomarketalliance.com/from-blank-canvas-to-masterpiece-how-to-craft-a-customer-focused-sales-enablement-program/ Last updated: 2025-03-12T17:21:05.000Z This article is based on Ruben Boom’s talk, ‘*Customer-focused enablement programs: From concept to implementation*’, at the 2023 Amsterdam Sales Enablement Summit, hosted by our sister community, [The Sales Enablement Collective](https://www.salesenablementcollective.com/). --- Staring at a blank canvas can be daunting for any artist. Where do you begin? How do you turn that vast whiteness into a meaningful work of art? I found myself facing that same question a few years back when tasked with building a global [sales enablement](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) program at **ifm electronic**. While the blank slate felt overwhelming initially, it soon became clear this represented an exciting opportunity to create something with *real* impact for our team. In this article, I'll share the step-by-step journey our team took in going from concept to full implementation in establishing ifm's [**structured yet flexible enablement program**](https://www.gotomarketalliance.com/when-is-a-sales-enablement-training-program-needed/). Drawing on my firsthand experience leading this initiative, I'll provide a behind-the-scenes look at how we turned that blank canvas into a thriving ecosystem that today equips 8,500+ sales professionals across 55 countries. Along the way, I'll share key insights and lessons that can help you craft tailored enablement programs for your own team's needs. So whether you're just starting to envision your enablement "painting" or working to perfect an existing program, I hope this provides a spark of inspiration for the exciting work ahead. - **Beginning at the beginning** - **Gathering stakeholder expectations** - **Rallying leaders as enablement champs** - **The 4 enablement pillars** - **Creating a structured program** - **Top tips for next steps** - **Final thoughts** ## **Beginning at the beginning** When diving into the creation of customer-focused enablement programs, to continue my art analogy, you can’t just start painting. When faced with my challenge, I knew I needed to step back and carefully consider the full vision. Where should I start in developing programs that would resonate across different regions, roles, and experience levels? So I began at the beginning, reflecting on enablement’s fundamental purpose, support. To me, it boils down to equipping colleagues with the training, coaching, information, and tools they need to successfully engage buyers and customers. When our professionals are set up for success, they make our customers successful. Simple as that. ## **Gathering stakeholder expectations** With a broad mandate but no defined program, I needed to understand stakeholders’ expectations. First, I had conversations with customers across regions to gather their perspectives. How could ifm better support their needs? What challenges did they face? How could we add more value? My next stop was chatting with sales leaders across our global footprint. I wanted the inside scoop on what was working and where there was room to grow. I asked them: - **What are your teams nailing day-in and day-out?** - **What skills could still use some sharpening?** - **What knowledge and behaviors do you expect from your team?** Getting all those unique perspectives gave me a crystal clear picture of the key mindsets, capabilities, and skills our programs needed to build. Armed with insights from sales leaders and customers, combined with external research, I had the perfect roadmap to guide our blank canvas ahead. 🎨 The directions were laid out - now it was time to start splashing on some color! ## **Rallying leaders as enablement champs** Once I had a clear vision for our enablement canvas, I was eager to launch new training programs. But first, I needed to ensure we had the right foundation in place. I knew that even the most compelling curriculum would have little lasting impact if managers didn’t reinforce the concepts consistently. Just as primer helps paint adhere, training needs ongoing coaching and follow-up to truly stick. I realized a critical first step was getting leaders on board who could actively champion enablement with their teams long-term. Here are a few tips that helped us rally leaders to drive enablement: - **Identify passionate professionals** at different levels who are motivated to develop their people. Seek out those enablement "diamonds in the rough." - Bring the group together for intensive **sales coaching workshops** to equip them with new tools and approaches. - Hold **pre and post-workshops to align on expectations** and next steps. This ensures they leave motivated and ready to take action. - Organize them into **peer coaching groups** that meet regularly to share challenges and wins. This builds enablement muscle memory company-wide. - **Coach leaders to cascade key concepts through their teams**. Engaged leaders will reach every corner of the company. Developing and uniting these enablement champions provided the solid foundation we needed before rolling out broader programs. Their energy and commitment helped the training truly stick! ## **The 4 foundational pillars** We organized our enablement curriculum into four foundational pillars: 1. **Personal skills** \- Communication, questioning, listening, and relationship-building capabilities. 2. **Social skills** \- Collaboration, cultural awareness, and working across boundaries. 3. **Business knowledge** \- Understanding customers' industries, market dynamics, and business contexts. 4. **Product and solutions knowledge** \- Technical capabilities regarding our sensors and solutions. I see these pillars like the four legs of a chair. A chair with one slightly shorter leg still works fine, but to work at its best, all four legs need **equal** strength. The four-pillar framework brought us simplicity and organization-wide buy-in, preventing any overlap between departments. Defining these foundations first provided the structure to then bring our enablement canvas to life. ## **Creating a structured program** Using the pillars as a blueprint, we then built out a progressive program that would develop professionals throughout their journey: 👋 **Onboarding** Onboard thoughtfully. Align new hires to the culture from day 1 with welcome packages, CEO videos, and blended training on the pillars. 💡 **Ongoing development** Keep skills sharp. Email short monthly refreshers to keep the organization's knowledge fresh together. 🎯 **Personalized learning** Personalize development. Assess skills gaps, then build targeted learning paths and assign precise courses to close them. 🧠 **Reinforcement** Reinforce with practice. Combine digital courses with hands-on training at regional hubs to instill new muscle memory. ## **Top tips on the next steps** ### **Localize content for a global audience** It's vital to [make content globally accessible](https://www.gotomarketalliance.com/how-to-create-a-localization-strategy-for-your-business/). Early on, all our materials and courses were only offered in English and German. But these languages didn’t resonate with our Asian colleagues. So, we localized materials into nine languages, engaging local employees to help with instructional videos. This meant colleagues could connect better *and* share guidance in their native language. We then subtitled videos to unlock access across all languages. This shift ensured our enablement programs represented ifm’s diversity. No matter someone’s location, they could now leverage any information in their own language, bringing our programs to life across borders. ### **Track enablement's full impact** When it comes to measuring the success of your enablement program, it's important to look beyond just participation metrics. While they're helpful, they don't tell the full story. To really make a difference, you need to empower managers to regularly reinforce what's being taught and encourage improved behaviors that boost performance. Gathering feedback along the way is also key to perfecting the program, but ultimately, the end goal is all about customer success. If your efforts help your people and your customers succeed, then you'll know you're on the right track. ## **Final thoughts** Stepping back, I’m proud of the enablement ecosystem we’ve built over the past few years. But at the end of the day, as I’m sure you all know, any enablement program relies on the people behind it. **This community is the lifeblood.** I like to think of enablement like sculpting, envisioning the end goal, the final sculpture waiting to emerge from raw materials. We then work backwards, chipping away at skills gaps and honing strengths until the vision becomes a reality. 💡 There are always opportunities to refine techniques and improve impact. But by taking an “outside-in” approach, focusing first on customers’ needs, then determining what our people require to meet those needs, we've made great strides. I’m excited to see where this journey can take you, the possibilities ahead remain endless. There are always new skills to hone and masterpieces left to create, **so what are you waiting for?** ### Narrative design for Go-to-Market URL: https://www.gotomarketalliance.com/narrative-design-for-go-to-market/ Last updated: 2026-01-08T11:55:03.000Z Ever wondered how to craft a [launch campaign](https://www.gotomarketalliance.com/what-makes-a-successful-product-launch/) that your audience just can’t ignore? Then, it’s time to harness the power of [narrative design](https://www.gotomarketalliance.com/positioning-vs-narrative-design-lets-get-ready-to-rumble/). In this article, we’ll explore just what the heck narrative design is and how you can integrate it into your [Go-to-Market strategies](https://www.gotomarketalliance.com/the-go-to-market-hub/). Plus, we’ll look at some common obstacles and how to overcome them. Let’s dive in. ## What is narrative design? In a nutshell, narrative design is like a mix of [storytelling](https://www.gotomarketalliance.com/breathe-life-into-your-gtm-motions-with-compelling-storytelling/) and [positioning](https://www.gotomarketalliance.com/positioning-finding-a-place-for-your-product/). It helps you [tell your product’s story](https://www.gotomarketalliance.com/how-to-craft-epic-stories-for-your-go-to-market/) in a way that resonates with your audience. Done right, it sets the stage for how to build an awesome brand that customers will love. To find out more about narrative design and its origins, let’s turn to Marcus Andrews, Director of Product Marketing at Pendo.io and absolute master of this strategy. As [he puts it](https://www.productmarketingalliance.com/an-intro-to-narrative-design-ebook/), > “Narrative design is a term used in video game development to describe how interactive stories come to life. It describes the work of the authors who create a world and the rules that exist inside them. It’s a perfect analogy for this new approach to telling stories in marketing.” So how does this approach work? Well, by identifying major shifts impacting your customers and industry, and positioning your product as the answer, you can create a narrative that directly addresses the biggest changes and difficulties your audience faces – making your offering uniquely appealing. [As Marcus points out](https://www.gotomarketalliance.com/how-to-master-narrative-design-q-a-with-hubspot/), HubSpot are absolute masters of this strategy, using it to create not one but two whole new categories in the minds of their audience: inbound marketing and the flywheel. In the case of inbound marketing, HubSpot realized that people were becoming increasingly immune to traditional advertising, so instead, they turned their focus to attracting customers with useful and relevant [content](https://www.gotomarketalliance.com/content-led-go-to-market-a-case-study-with-gaston-tourn/). They then created a story and framework around providing that content, which helped establish them as leaders in an emerging space. ## How narrative design can supercharge your GTM Narrative design might sound a bit conceptual and fluffy, but it can deliver major value for your GTM campaigns. Let's take a look at why it's so pivotal. Firstly, it helps you stand out from the crowd. Today's markets are so crammed with [competitors](https://www.gotomarketalliance.com/how-competitive-intelligence-can-improve-your-go-to-market-strategy/) claiming to be the best that it all becomes background noise. Instead of trying to make yourself heard above the racket of your rivals, narrative design allows you to create and dominate a whole new category. There’s another massive benefit, too – it allows you to forge emotional connections with your audience. By crafting a relatable journey from struggle to success, you show you understand their struggles and prove they can count on you to help. In short, a solid narrative design is great for maximum success in your Go-to-Market strategy. Sounds great, right? Now let’s explore how you can set about harnessing this powerful strategy for your organization. ## How to design your narrative in five steps Crafting an impactful narrative isn’t as daunting as it might seem. In just five straightforward steps, you can unlock the power of storytelling and inspire your audience to choose you. Here’s how. 👇 ### Step one: The change First, scan the horizon and identify a massive change that’s shaking up your target audience’s world. We're talking seismic shifts – technological, societal, environmental, regulatory – something that’s flipping an entire system on its head. This is the spark that’ll ignite your narrative. Let’s say your customers are banks, and the rise of decentralized finance is a major challenge for them to navigate – that’s the basis of your narrative. Identified your colossal change? Great! Now for step two… ### Step two: The impact So, you've spotted a huge change that's shaking things up for your audience. Now it’s time to dig a little deeper and outline the impact that change is having. Get descriptive! Paint the implications in vivid technicolor. Harness people’s natural risk aversion by pointing out the dangers ahead. By showing you understand the struggles they’re facing, you’ll start to build a connection with your audience. Coming back to our banker customers, decentralized apps built on blockchain tech represent an existential crisis for them. Show that it's adapt-or-die time for these dinosaurs! ### Step three: Adapt You've grabbed your audience’s attention by showing you recognize the challenges they’re up against. Now you need to gain their trust by offering your vision for not just surviving but thriving amidst the storm. How should your audience adapt to this change? What kind of process or system should they implement? Like the video game creators who pioneered the concept of narrative design, you’re sculpting a whole new universe in the minds of your customers – and it’s up to you to shape the rules. Crucially, you’ll want to give your process for thriving in this new universe a name – something sticky. Then, bring it to life through killer content – the more, the better. We’re talking blog posts, videos, whitepapers, courses – the lot! ### Step four: Why it’s hard Although you’ve offered a vision for adapting and flourishing in this new world order, chances are that your audience is still a little nervous – after all, change is hard! You’ll need to show a little empathy here. Outline why adapting is such a challenge. When your audience feels reassured that you understand their struggle, they’re much more likely to trust you to guide them through it. ### Step five: The solution After validating your audience’s concerns about adapting, it’s time to present your product or service as the vital missing link that makes adapting to the new world possible. Remember: the point of narrative design isn’t to make bold claims about how you’re (to quote Daft Punk) harder, better, faster, stronger than the competition – that kind of chest-beating belongs to the marketers of yesteryear. Instead, show exactly how your solution will help customers navigate the massive change you identified back in step one. Highlight the tools, features, and processes that will enable them to adapt to this new world *and*, in doing so, outmaneuver their rivals. And remember: you can’t do any of this in a vacuum. As you craft your narrative, be sure to talk to your [cross-functional partners](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/) and colleagues, gather internal and [external feedback](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/), and keep refining your approach. Narrative design should *always* be a collaborative effort. ## Integrating narrative design into your Go-to-Market strategy So, we’ve covered the principles of narrative design and how to start building a narrative of your very own. Now, how do you tie all this into your [GTM strategy](https://www.gotomarketalliance.com/how-to-build-a-go-to-market-strategy/)? Great news: while it’s possible to use narrative design as a more general [branding](https://www.gotomarketalliance.com/the-top-ten-examples-of-brand-positioning/) exercise, it’s even more powerful when used to fuel a [product launch](https://www.gotomarketalliance.com/product-launch-and-land-answering-the-what-why-when-and-how/) or refresh. After all, you’re concretely presenting your product or service as the solution to your audience’s problems – that’s a great way to grab attention and pull in revenue. As with all things GTM, the key is [cross-functional collaboration](https://www.gotomarketalliance.com/how-to-lead-a-collaborative-go-to-market-strategy/). You need to share your narrative with the entire GTM team and make sure it’s woven into each and every part of your strategy, from marketing to [sales enablement](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) and beyond. Every launch activity must roll up to this overarching narrative. ## Overcoming the challenges of narrative design Hopefully, you’re feeling ready to deploy narrative design for GTM success by now. But what’s a good success story without some obstacles to overcome? Here are two common challenges of rolling out this strategy, and how to conquer them: ### Challenge #1: Getting executive and cross-functional buy-in For your narrative to work, it needs to permeate not just your marketing messages but the entire [customer journey](https://www.gotomarketalliance.com/your-ultimate-guide-to-improving-customer-journeys/). That means you need to get every GTM team on board to bring your narrative to life – and that can be a challenge. If there’s one person in the company who can get everyone hyped about the new narrative you’re rolling out, it’s the CEO. So, work with your CEO to fine-tune your narrative and have them present it to the company. That way, you’re far more likely to get the buy-in you need. ### Challenge #2: Maintaining a relevant narrative The world moves fast. The challenges your customers face today aren’t necessarily the challenges they’ll be facing tomorrow. If your narrative doesn’t evolve with the market, you’ll lose your audience’s interest. To stay relevant and avoid looking like a dinosaur, you’ll need to update your narrative from time to time. So, keep an eye on industry trends and tweak your story accordingly. ## Key takeaways Well, there you have it! We've covered everything you need to start using narrative design to craft killer GTM campaigns. Let's recap the top tips: 🚀 Identify a major change impacting your customers. 📚 Map out your narrative across five steps: the change, the impact, how to adapt, why it's hard, and your solution. ✍️ Maintain relevance by tweaking your narrative as the market evolves. 💡 Get executive buy-in to drive consistency across all Go-to-Market activities So, why not give narrative design a try in your next Go-to-Market campaign? It might just be the key to creating an unforgettable brand experience that resonates with your customers on a deep and meaningful level. --- ## Ready to dive deeper into narrative design? Get expert guidance from Marcus Andrews, Director of Product Marketing at Pendo.io, with [Narrative Design Certified](https://learn.gotomarketalliance.com/training/c99f7b5c-c55b-11ec-bd4c-020df940d6b7/overview?utm%5Fsource=ghost&utm%5Fmedium=resources&utm%5Fcampaign=content). Including real-life case studies, awesome examples of narrative design in action, best practices, and more, it’s packed to the rafters with everything you need to create a repeatable process and propel your product’s growth. [Get Narrative Design Certified](https://learn.gotomarketalliance.com/training/c99f7b5c-c55b-11ec-bd4c-020df940d6b7/overview?utm%5Fsource=ghost&utm%5Fmedium=resources&utm%5Fcampaign=content) ### How to get sales excited about your product launch URL: https://www.gotomarketalliance.com/how-to-get-salespeople-excited-about-your-launch/ Last updated: 2026-01-08T13:25:37.000Z Your sales teams are crucial for[ Go-to-Market](https://www.gotomarketalliance.com/why-you-need-to-invest-in-go-to-market-strategy-2/) success. You can spend hours upon hours nailing your product’s [positioning](https://www.gotomarketalliance.com/positioning-finding-a-place-for-your-product/) and [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/), but all that hard work can be undone in a matter of minutes. If your sales teams don’t understand your product or how to act on it, you risk losing sight of your launch’s progress and your teams’ efforts. But don't worry - there are ways to align your product marketing and sales teams. In this article, we’ll share tips on how to: - [Use real life anecdotes](https://www.gotomarketalliance.com/p/127248b6-c72f-446f-bada-2f437a47862e/#1-use-real-life-anecdotes) - [Make your pitches interactive](https://www.gotomarketalliance.com/p/127248b6-c72f-446f-bada-2f437a47862e/#2-make-it-interactive) - [Use gamification](https://www.gotomarketalliance.com/p/127248b6-c72f-446f-bada-2f437a47862e/#3-use-gamification) - [Star your salespeople](https://www.gotomarketalliance.com/p/127248b6-c72f-446f-bada-2f437a47862e/#5-star-your-salespeople) And much more. So, read on if you want to discover strategies to [enable your sales teams](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) for a more unified launch. ### **Use real-life anecdotes** Telling salespeople your new product or feature is great and that your audience will love it is one thing, but your target market telling them is another. At the end of the day and the most basic level, sales reps’ only aim is to sell. The more convinced they are that what you’re telling them will help, the more likely they are to listen. And what illustrates that better than active testimonials? So, if you have a beta version that’s been rolled out to X number of customers, pick their brains, compile their feedback, and let them do some pitching for you. If you don’t have any pilot results, the next best alternative is your data. Presumably, you ran some research before going ahead with the new product or feature you’re about to launch so use those numbers to back yourself up. For example, going in with this: > *“Our research showed 65% of lost customers didn’t convert because we didn’t have this feature. Now that we have it, the odds of closing deals will improve.”* Is way stronger than: > *“We’ve decided to add this feature to product X, and it does this, this, and this…”* The fact is that showing your customers that you’re directly engaging with their feedback means you’ll land better sales and build brand loyalty. And, when it comes to your sales teams knowing how to craft their pitches, go in with a role-reversal approach. This time, you’re the sellers, and they’re the market. Sell your product or feature to them and see what works. ### **Make it interactive** So, to our earlier point on role-playing! Instead of speaking to your sales team for 15, 20, or 30 minutes, mix it up by incorporating a bit of role-playing. It'll be more engaging, help them contextualize what you’re telling them, and offer some practical pitching tips, too. **Tip #1:** Make sure the people involved in the role-play are enthusiastic and up for it. Two people begrudgingly and half-heartedly acting in front of a room of sales reps won’t yield the results you’re after. So try setting clear expectations and creating an open environment where people can feel comfortable while still learning how to sell better. **Tip #2**: Consider using your reps as the stars of the show. We’ll touch on this in more detail a little later on. However, salespeople are often more likely to listen to other salespeople, so capitalizing on this might make everyone more receptive to your efforts. ### **Use gamification** A lot of sales departments gamify their targets and day-to-day: “the first person to reach X sales might get an early Friday finish.” Or, they might have an ongoing, quarterly leaderboard, and so on. If it works, it works, so get on their wavelength and consider adding an element of gamification to your launch. For example: - The first rep to make $XXXX in sales gets a $100 voucher, the second $75, and the third $50 or - The rep at the top of the deals closed leaderboard at the end of month one gets half a day in lieu. Use your imagination, factor in what works best for your set-up, and - of course - remember to run your idea by the departmental heads first. ### **Split it up** From features to pricing,[ sales enablement](https://www.salesenablementcollective.com/best-practice-sales-enablement-tips-to-level-up-your-strategies/?ref=gotomarketalliance.com) collateral to demos, there’s so much you need to communicate with sales teams before launch. So, instead of overwhelming them with info in one not-so-swift swoop, consider breaking it into weekly sessions on specific subjects. For example: - Week 1: product features, benefits, and pricing - Week 2: messaging, positioning, and marketing - Week 3: sales enablement collateral, etc. Your teams will surely be hard at work and focused on several tasks at once, so try to keep each meeting clear, useful, and short. ### **Star your salespeople** Rightly or wrongly, salespeople can be more inclined to pay attention to their own. Ultimately, who better understands the ins and outs than your sales teams? Whether we agree with it or not, it makes sense to take whichever approach will be most effective in getting your teams on the same page. In practice, you could look to do this in one of two ways: **Option 1** Sticking with the role-play idea, recruit people from sales instead of using people from your product marketing team. Just make sure you clue them in on the product or feature in advance! **Option 2** Get your reps to deliver all or part of your meetings. If you go with this tactic, ensure you properly train them beforehand, and you or someone else from your team is present. This is just so you have someone who can check if your team sticks to the script and has support if any questions arise. One last thing worth considering is which salespeople you choose. To be truly effective, the person/people you pick should be top performers and well-respected among the team. ### **Lead by example** Okay, so this one might sound basic, but it’s important. If you want your sales teams to be excited, you need to emit that same energy - and that means showing you’re genuinely pumped. Being a great presenter is a skill. It’s cliche, we know, but practice does make perfect. So use your launch meetings as an opportunity to grow, and the more you do, the better you’ll be. Here are a few quick-fire tips to help you nail the essentials: - Do a practice run before you stand in front of sales. - Come prepared with a few prompts as a safety blanket. - Sit or stand upright, use gestures, and be mindful of your facial expressions. - Speak confidently and loudly (without bellowing!) - Make eye contact with those in the room. - Ask questions to get people involved. ### **Ask for feedback** This will help salespeople feel invested in the process and like they have a say. 💡 ****Tip**: not everyone likes sharing their thoughts in front of a room full of people, so try and provide an alternative, like an anonymous forum. Remember, though, that just because you ask for feedback doesn’t mean you have to act on it. If you don’t, however, be sure to thank the person anyway and explain why their comments aren’t being taken any further right now. ## **The result?** Now you've got your salespeople onboard, there's one less obstacle between you and Go-to-Market success. Aligned product marketing and sales teams = better customer win rates, more upselling, and, ultimately, more revenue. What's not to love? Worried you're not getting the most out of your Go-to-Market teams? Upskill and align your people with [Go-to-Market Blueprint](https://www.gotomarketalliance.com/go-to-market-blueprint/) courses. Or why not attend one of our in-person events - like [#GTM24 LA](https://events.gotomarketalliance.com/location/losangeles) \- to connect with some of the best GTM professionals? ### From B2B to B2H: Building customer connection URL: https://www.gotomarketalliance.com/from-b2b-to-b2h-building-customer-connection/ Last updated: 2024-01-29T14:00:17.000Z One of the biggest challenges facing companies today is standing out from the competition and attracting more buyers. One of the many reasons this challenge exists is that many marketing techniques are now outdated. Many were used to attract an audience that required more formal communication in the spirit of “professionalism." Often, businesses forget they’re selling to actual humans when they look at marketing purely from a [B2B](https://www.gotomarketalliance.com/whats-the-difference-between-b2b-and-b2c-go-to-market/) lens. However, this mentality within business spheres is slowly changing. With an influx of millennial and Gen Z employees joining more and more organizations, there has been a shift towards more personalized and approachable marketing techniques. After all, these two generations are slowly becoming the majority of the adult population in North America. And being raised with social media platforms that have been designed to work for their specific needs, it’s also becoming difficult to market towards them without catering to this need. In this article, we’re going to discuss one of the latest marketing approaches to have taken the product marketing industry by storm: B2H, or business-to-human marketing. We’ll specifically be taking a closer look at: - What is B2H marketing? - Why is it important? - Challenges with this approach. - How to optimize your B2H marketing technique. ## What is B2H? B2H, or business-to-human marketing, is an approach specifically used to target the individual behind the screen. It focuses on the individual’s needs rather than just those of a [customer segment](https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/) or business. It’s typically used to build a deeper connection with the customer and make them feel valued, seen, and heard regarding their individual needs and pain points. However, this approach doesn’t target just any human; you must still aim your marketing towards your target audience. This technique is used to gain a deeper understanding of your customers while also reminding them that you’re also another human behind a screen. [Customer marketing](https://www.gotomarketalliance.com/what-is-customer-relationship-marketing/) will greatly impact how you approach this technique, as you need to figure out who your customers are exactly and how they like to be spoken to. ## Why is it important to follow a B2H approach? Using a B2H approach will have many advantages for your organization because of this broadening need to be seen as an individual. Let’s take a deeper look at the benefits of using this approach that’ll surely sway you to consider implementing it into your own product marketing technique. ### Builds a stronger relationship with your customers This is one of the most important and easy-to-understand reasons for using the B2H approach. Personalizing your marketing is a sure-fire way of developing a deeper connection with your customers. This is because they’ll feel more valued and heard regarding their needs and [pain points](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/). You’ll also increase the likelihood that your existing customers will speak highly of your organization because of how positive you made their experience with you, and give them more of an incentive to stay a customer. This is a good way of developing customer loyalty, increasing your [customer retention rates](https://www.gotomarketalliance.com/how-to-increase-your-customer-retention-rate-and-boost-loyalty/), and improving your brand reputation. ### It gives you the opportunity to have more fun with your brand With B2B marketing, many brands focus on using their [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/) to convey the features and benefits of their solution without including any personality or authenticity to their advantage. Don’t forget that businesses are full of humans, too. And humans crave connection, emotion, stories, and to feel appreciated. Using a more human-driven approach with your marketing is going to allow you to experiment with all of this and discover what works and what doesn’t for both your brand and your audience. This will give you the opportunity to develop a better brand identity and gain a better connection with your target audience. ### Increases both customer and employee satisfaction **Bryan Kramer, author, interviewer, host**, and all-round expert on what he calls “human to human” (H2H) marketing,**benefits not only the customer but also the employee** explained: > “Businesses do not have emotion. People do. People want to be a part of something bigger than themselves. People want to feel something. People want to be included. People want to understand. But people are also humans, and with that comes mistakes. Missteps. Failures. > “As humans, it’s in our nature to say the wrong thing, get embarrassed, and not realize the consequences of our actions. The rise of social media has given a digital platform to the dark side of anonymity, both as individuals and as crowds. I say it’s time to lay down the virtual pitchforks and torches and bring this behavior back into balance. > “The delightful side of humanity holds with it empathy, understanding, and forgiveness, and when remembered in our communication, it ties us together as a common group. Communication shouldn’t be complicated. It should just be genuine and simple, with the humility and understanding that we’re all multi-dimensional humans, every one of which has spent time in both the dark and delightful parts of life. That’s human to human.” So, B2H marketing benefits not only the customer but also the employee. After all, we’re all human, and driving connection is what’s important. ## Challenges with this approach ### Lining your marketing with your audience One of the challenges that companies may face is not finding the line between what their audience likes and the type of marketing content they should create. For instance, there may be a worry that they don’t sound professional enough when marketing a product for a big corporate brand. But you can still be professional whilst not sounding like a robot - you just have to know your audience and how they like to be spoken to. And sometimes… “professionalism” isn’t what draws in the crowd. For example, Duolingo, the language learning app, has chosen to target more of a Gen Z audience and has taken to TikTok and other social platforms to create funny content involving their brand mascot, the Duolingo Owl. In these videos, they adopt current social trends and challenges that would be considered inappropriate in most crowds, particularly in the workplace. However, they’ve researched what engages their audience and now create content they’ll be interested in and interact with. Now, their brand content consistently goes viral. Yet, they remain true to their brand. One of the app's selling points is that people “have fun with it” and that “effective learning doesn’t have to be boring.” ### Targeting individuals is hard if you have a large customer base Finding out exactly what your customers want can be hard if you’ve got a large customer base. The trick is to segment your customers so that you can understand and target them a bit better. B2H is not going to be a one size fits all approach, but it is still going to have a greater positive impact on how your organization is perceived when your audience realizes you understand them and are actively directing their attention to how your solution can solve their problems. ## How to optimize your B2H approach So, we’ve done a lot of talking about the whats and the whys of B2H marketing… but what about the how? We’ve put together some key tips to remember or implement within your B2H technique which will help you truly streamline your approach. ### Strengthen your customer marketing approach As we previously mentioned, customer marketing is absolutely essential to doing this properly. Strengthening your customer marketing skills will help you get to know your customers properly. Rather than imagining who your customers are, customer marketing is going to give you insight into your actual customer segments, which is pivotal in increasing customer satisfaction, retention rates, and overall revenue. ### Take a look at product-led growth opportunities [Product-led growth](https://www.gotomarketalliance.com/how-to-build-a-culture-that-values-customer-interaction-in-product-led-growth/) is the strategy through which your customer’s experience with your product is the main cause of growth for your company. So, using this strategy forces you to really dig deep into ensuring your solution and marketing are both entirely customer-centric and based on what your customers actually want and need versus what your company thinks they want. One of our sister communities, [**Product-Led Alliance**](https://www.productledalliance.com/), has been designed and built specifically around how to master your product-led growth strategy. Here, you’ll gain the absolute best knowledge surrounding this approach, which will help you to optimize your B2H marketing strategy. ### Use personalization techniques Using personalization within your product marketing strategy is going to help you streamline your B2H approach. This is because you’ll immediately hit that goal of making your audience feel appreciated, gaining a greater understanding of your customer base, and helping to build a connection with them. ### Be authentic Part of the way you need to connect and build a relationship with your customers is by approaching them with empathy and showing that your business cares about creating this solution to their problems. In order to develop this connection, you need to create an authentic, comfortable environment that builds trust and this desire for them to keep returning to your service. ### How to measure the success of your product launch URL: https://www.gotomarketalliance.com/how-to-measure-the-success-of-your-product-launch/ Last updated: 2024-07-18T16:11:13.000Z [Product launches](https://www.gotomarketalliance.com/what-makes-a-successful-product-launch/) are arguably the biggest and most important part of your Go-to-Market strategy. They’re the result of months (or years) of work, and there’s nothing quite like finally going live with your launch event. But a product launch isn’t just a big announcement; it’s also a strategic step in your [overall GTM plan](https://www.gotomarketalliance.com/ultimate-guide-to-building-a-gtm-strategy/). How do you measure your launch success? When your product goes live, there’s a lot to keep track of to ensure its success. Metrics and KPIs give you the power to control, track, measure, and adjust your product launch, especially if it's not delivering the results you need. In this article, we’ll discuss the [metrics for product launch success](https://www.gotomarketalliance.com/product-launch-metrics-you-cant-ignore/) and how to measure them. Let’s get into it. 👇 ## **Product-market fit** In simple terms,[ product-market fit](https://www.gotomarketalliance.com/defining-and-measuring-product-market-fit/) means that there’s a demand for your product. We all hope to achieve it, but it's easier said than done. You can look for signs you’ve achieved product-market fit, like high and sustainable sales, positive customer feedback, and minimal [churn](https://www.gotomarketalliance.com/what-is-customer-churn-how-to-calculate-and-fix-it/). But why measure something so vague? Although it is hard to define and more of a state of being than a hard KPI, product-market fit means you’re resonating with the market. That’s hard to do and harder to sustain, so you need to be able to track how successfully you’re doing this if you want to keep it up. ## **Net Promoter Score (NPS)** However, while product-market fit is difficult to measure, your NPS, or Net Promoter Score, is easier. Why is this worth looking at? It can give you a sense of how you’re doing. Given that your product-market fit is a good indicator of whether or not your customers want your product, understanding how your buyers feel can point you in the right direction when restrategizing. To calculate your NPS, conduct quantitative research among your customers and ask how many are likely to recommend your brand or service. The formula looks a little like this: **\[% of promoters\] - \[% of detractors\] = NPS score.** Based on your results, think of how to improve or sustain your business strategy to better reach your ideal customers or boost trust and loyalty. Remember, where you're unable to establish your product-market fit, your NPS is a pretty strong indicator of whether or not your product or service is meeting your customers’ unique demands. ## [**Win/loss analysis**](https://www.gotomarketalliance.com/best-practices-for-win-loss-programs/) A win/loss analysis, or the success ratio, tells you a bit about how many winning sales you've got. Along with calculating your win/loss ratio, look at your win rate. It sounds straightforward, but you do need to define a win before tracking to ensure consistency. Typically, a win is when a prospect chooses you over a competitor, a loss is when they chose a competitor's product over yours, and a “no decision” means they don’t buy from anyone. It's important to decide ahead of time whether to include no decisions in your losses and stick consistently to that. Otherwise, this metric loses meaning. First, let's look at an essential metric within your win/loss ratio: the win rate. You can measure your win rate with this simple formula: ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/03/sales-win-rate-formula--1.png) Now, the formula for your win/loss is also simple: wins over losses. You can then note how often you've had a successful sale versus how often you've had losses. ## Market share Your market share refers to the percentage of the market or industry your company owns over a defined period. Think of the market as a pie chart. If you, for example, were a company selling smartphones, you’d be measuring yourself against everyone else selling smartphones. The percentage of people choosing your smartphones over everyone else’s is your market share. To calculate your market share, you can use the following formula: ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/03/final-market-share-formula.png) When you launch a product, tracking how well you’re doing compared to your direct competitors is important. And yeah, you guessed it - this metric allows you to do just that. ## Sign-ups Sign-ups could be referring to a newsletter, a private group on LinkedIn, or launch announcements. This metric is useful for multiple reasons. First, when you’ve publicly announced your product but haven’t launched yet, sign-ups are a great way to gauge its popularity. But for this metric to be the most effective, you do need to set targets ahead of time. By establishing how much interest there is, you can set more accurate targets for the first days, weeks, and months after your launch. Sign-ups to the free channels on your business allow you to understand how well your [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/)With this metric, you’re tracking the number of people using your digital channels, website traffic, social media users, etc. is resonating and if your product is finding the right audience. Once you have that captive audience, you can start converting those leads into paying customers. ## Conversion rates Your conversion rate is the percentage of free users who convert to paying customers. With this metric, you’re tracking the number of people using your digital channels, website traffic, social media users, etc., who then become buyers. Conversion rate is really important because, while getting people onto your website and interacting with your marketing is an important step, you can’t run a business on likes and shares alone. ## ARR and MRR ARR and MRR are **Annual Referring Revenu**e and **Monthly Recurring Revenue**, respectively. They refer to the amount of revenue you can expect to make over a defined period of time. These metrics are both incredibly valuable because they allow you to: - Quantify the growth of your business. - Understand how successful your launch strategy is. - Demonstrate your value to stakeholders. When measuring for these metrics you include recurring invoices, upgrade revenue and downgrade revenue, meaning when a customer moves to a cheaper subscription option. These metrics are typically used by SaaS companies working with a subscription model. ## To sum up With these metrics, you can measure your product launch's success and ensure it’s on track to deliver the results you need. And remember, for these metrics to be their most effective, follow these top tips: - Set your goals ahead of time. - Decide a cadence for measuring ahead of time and stick to it. - Choose metrics to track which make sense for your product and business model. ### The power of customer feedback: leveraging feedback for SaaS product development URL: https://www.gotomarketalliance.com/the-power-of-customer-feedback-leveraging-feedback-for-saas-product-development/ Last updated: 2024-01-23T12:27:43.000Z Thinking of a robust **SaaS product development** strategy that can give you an edge in the industry? It’s time to prioritize [customer feedback](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/). Product improvements stem from innovations, and this is possible when you value the evolving preferences of your customers. In this blog, we will guide you on how to leverage the **power of customer feedback** for developing SaaS products. Your product strategy and development largely result from your efforts to customize products. A customer-centric stance on your end can go a long way in incorporating strategic features into your products. No wonder why gathering customer feedback is imperative for **SaaS product development**. Remember, 93% of customers tend to make repeat purchases if they are satisfied with customer service. Feedback happens to be a core component of your customer satisfaction journey. When you manage to deliver a 5-star customer experience to your buyers, they are 2.6 times more likely to purchase your products. ## **What makes customer feedback crucial for SaaS product development?** Customer feedback proves to be a valuable resource when it comes to conceptualizing and integrating fresh features into SaaS products. Realizing the **power of customer feedback**, developers can transform ideas into reality. Whether you use continuous, agile, or any other kind of methodology for delivering products, it pays to prioritize hot-button features and integrate the same in a few weeks. Naturally, when customers find their desired features in SaaS products, they stick to your brand. Every customer wants SaaS product developers to address their pain points. Focussing on customer feedback, you can ease up friction, improve retention rates, and develop customer loyalty. Therefore, the **power of customer feedback** can help your team quickly fix bugs and integrate better features that eventually drive your sales. Do you know that 60% of **SaaS product development** ideas come from customer feedback? This implies that the **power of customer feedback** can contribute to **SaaS product development** even more than your team's innovation. Let’s take a look at this infographic to explore different sources of product development ideas. ![A chart displaying the best product and feature ideas. ](https://www.futureofsaas.io/content/images/2023/05/data-src-image-63b52134-9767-4c90-a121-6bb59074fef0.png) ***Source:** [***https://medium.com/agileinsider/the-2020-view-inside-the-product-managers-world-bf3d9d7dd0a0**](https://medium.com/agileinsider/the-2020-view-inside-the-product-managers-world-bf3d9d7dd0a0?ref=futureofsaas.io) **This infographic shows that direct customer feedback contributes as much as 60% of new product development ideas, followed by team brainstorming,** [**market research**](https://www.gotomarketalliance.com/how-to-conduct-market-research-for-go-to-market/)**, competitor products, sales teams, and executive orders.** As a SaaS product developer, it pays to understand what your customers want. Feedback in the real world helps in identifying potential shortcomings. Real **SaaS product development** cannot be backed by guesswork, right? Evaluating customer feedback helps your team understand the frustrations, concerns, and needs of your customers. This way, you can make your software [market fit](https://www.gotomarketalliance.com/how-to-scale-with-product-market-fit/) even faster. ## **Scope of SaaS product development on evaluating customer feedback** The core logic behind realizing the **power of customer feedback** is to understand what drives your customers' purchase decisions. Evaluating their feedback also enables developers to understand their thought processes and needs. So, if you own an international eCommerce platform, it makes sense to interact with your clientele directly through live chat widgets, interviews, customer agents, or social media platforms. Proper feedback from your customers can help you unlock the hidden potential to improve your product or introduce new features. Besides, by addressing bugs and issues that users are currently encountering, you can strengthen customer engagement and reduce friction. Here’s how customer feedback can contribute to better **SaaS product development**. - Assessing the feedback from your customers gives you an idea of their experience. - Developers can build a buyer’s persona based on feedback to streamline their marketing campaigns. - Get your product messaging and USP aligned with your customers' requirements. - Come up with customized campaigns for marketing by strategizing a focused SaaS content tactic. - Attract target [buyer personas](https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/) by getting your landing pages optimized. - Carry out detailed qualitative and quantitative research. ## **How to capitalize on the power of customer feedback for SaaS product development?** Now that you know why customer feedback matters, let’s explore some realistic strategies to bank on the potential that interactions with customers hold. ### **Collect in-app feedback** Forward-thinking app development companies integrate feedback widgets to collect responses from their customers. These responses get recorded on a feedback board for your scrutiny. Besides, you can collect in-app feedback through: - Dedicated feedback buttons - In-app surveys - Reviews - Ratings Keep the door open for feedback through voice calls and texts. Incorporate all sorts of feedback-collecting mechanisms to ensure you don’t annoy your customers as they use the software. ### **Say ‘yes’ to a feature request** When it comes to prioritizing feedback for **SaaS product development**, developers often fear too many feature requests. Once you open your doors for feedback, it might open up the floodgates for new feature integrations. Rather than fearing too many changes in the existing product, it’s logical to visualize what your customers expect. Of course, you won’t be incorporating a feature simply because someone asks for it. Let your team brainstorm over the product feature suggestions. Banking on the **power of customer feedback**, you can tweak the existing capabilities or introduce some new features in the next version. ### **Carry out usability tests** Usability tests can give you a comprehensive idea of how comfortable your customers are with the existing version. To conduct usability tests, you need to assign selected customers a set of tasks. As they proceed, they can continue talking, which serves as a running commentary on what they decide and observe. Therefore, a usability test session unlocks several opportunities for developers to fix glitches quickly and address the long-term requirements of the users. ## **Wrapping up** Now that you know how the **power of customer feedback** influences **SaaS product development**, it’s time to deploy effective means of collecting this feedback. Consider exploiting social media channels to feel the pulse of your customers. You can also set up customer advisory boards and evaluate their expectations. Your **SaaS product development** would remain incomplete without adequate input from the users. ### Winning hearts and markets: The power of customer experience in GTM strategy URL: https://www.gotomarketalliance.com/winning-hearts-and-markets-the-power-of-customer-experience-in-gtm-strategy/ Last updated: 2024-01-24T07:44:25.000Z *This article is based on a presentation given by Imrose Kumar at #GTM23\. Catch up on* [*this presentation*](https://www.gotomarketalliance.com/gtm23-san-diego-ondemand-2/?wchannelid=2aadhpccn4&wmediaid=n8f1siydwa)*, and others, with* [*GTM OnDemand*](https://www.gotomarketalliance.com/gtm-ondemand/)*. For more* [*exclusive content*](https://www.gotomarketalliance.com/tag/members-only-articles/)*, visit your* [*GTM Blueprint dashboard*](https://www.gotomarketalliance.com/gtm-blueprint-dashboard/)*.* --- Hi there! I’m Imrose Kumar, a product manager at GE Aerospace. In my role, I’ve developed several IT products, lately focusing on ones involving customer experience (CX). The more I work on CX, the more passionate I become about it. I see the huge value an excellent customer experience can bring to both organizations and their customers. Today, I’ll share my three-step framework for mapping [the customer journey](https://www.gotomarketalliance.com/your-ultimate-guide-to-improving-customer-journeys/) so you can create a customer experience that delights your users and keeps them coming back for more. ## The power of great customer service Before we get into our framework, let me tell you a personal story that brought home to me the power of a great customer experience. I was out shopping at the local wholesale store with my wife and two teenage sons. As we browsed, we came across a booth for a telecom company. The friendly-looking sales rep invited us to hear a great deal: if we switched to their service, we'd receive four new phones along with lower monthly charges than we were paying. It sounded great – my sons were thrilled at the prospect of new phones – so we went ahead with the deal. On our way home, we were so excited – we couldn't wait to unbox and fire up the phones. Over the coming weeks, I had some minor issues, but the support team resolved everything quickly. In short, we were really happy that we’d decided to sign up for this new cell phone plan. A month passed, and the first bill arrived. To my surprise, it was much higher than expected. I called support and learned that the price I had been quoted was for the package with the most basic phones. Because we’d opted for the more advanced models, various fees had been added – I hadn't realized that would happen. Since I’d signed up at the wholesale store rather than in one of their stores, they couldn't help me. Frustratingly, when I returned to the store, the booth was gone. The wholesaler told me they simply provided the space and weren't responsible for the vendor's offerings. I had nowhere to turn and little bandwidth to fight it further. I was filled with regret at having made such a poor, uninformed decision. How could I be so dumb? What would my kids think? Quietly, I decided to return to my previous carrier, paying their higher premiums so I could enjoy good service once more. The whole experience showed me the critical importance of managing customer experiences properly. Had the telecom company set proper expectations upfront about the fees, provided full support afterward, and ensured the retail experience met their standards, I'd likely still be a happy customer referring friends and family. Unfortunately, that didn't happen – much to their loss. This experience brought home a statistic I read in *Leading the Lean Enterprise Transformation* by George Koenigsaecker. He cited a TARP study, which found that 90% of dissatisfied customers quietly walk away, never to return. Moreover, 100% of them tell at least nine other people about their negative experience – just as I'm telling you now (albeit without naming the company). In short, it’s essential to get the customer experience right. ## So, what is customer experience? Before we go any further, let's take a second to define customer experience (CX). What exactly is it? CX encompasses everything an organization does for and to its customers and how it makes them feel about the brand and even about themselves. Learning about that power to influence self-perception was an "aha" moment for me. In my case, I felt the telecom provider lacked transparency. Worse, they made me feel foolish for making a poor decision. We often think of customer experience as interactions while using a product or contacting support. But in reality, it encompasses the entire journey – from creating an account on our site to resolving a warranty issue. ## The B2B customer journey map The customer journey map is vital for helping you deeply understand users’ needs and build an outstanding customer experience. Let me walk you through the customer journey mapping exercise we’ve used at GE Aerospace to optimize our customer experience. Please note that there’s no single “right” way to map journeys – flexibility is key. However, this approach has been invaluable for my teams. ### Step one: Map the stages of the customer journey The first step in creating your customer journey map is outlining all the steps that customers take as they do business with you. These steps will vary depending on your type of business and the persona you’re dealing with. For a restaurant, the journey might start with awareness, then continue with the customer dining with you, followed by repeat visits and advocacy. A [B2B](https://www.gotomarketalliance.com/whats-the-difference-between-b2b-and-b2c-go-to-market/) customer journey might look a little different. Here are the stages you would typically see: 1. Awareness 2. Selection and purchase 3. Delivery 4. Use 5. [Renewal](https://www.gotomarketalliance.com/a-step-by-step-guide-to-retention-renewals-and-expansion/) For each of these stages, you need to outline your desired outcomes and every single touchpoint. That includes ads, products, requests for proposals (RFPs), emails, and any interactions your customers have with your brand. It’s essential to capture each and every one of these because just one bad touchpoint can ruin the entire customer experience. [![B2B customer journey map](https://lh7-us.googleusercontent.com/-ceWgUSL1sdK3AwchZNzkPiVgVHIZOnrfl7XitCKNrGx2DfFdYSjpl3O7AH6YWG1x47uPdbmIjNERfcgjDW5G2pyCMpaoJde7sSIdEhZEsZfiNufbVDrUOawwGBfnKEKH_yE4ZnhMBMboVvo0aHs_wM)](https://www.gotomarketalliance.com/winning-hearts-and-markets-the-power-of-customer-experience-in-gtm-strategy) ### Step two: Gather customer feedback Next, it’s time to gather direct [customer feedback](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) on each stage and touchpoint – front and backstage. What do I mean by that? Let me explain. #### Frontstage feedback Gathering frontstage feedback involves sitting with customers, asking open-ended questions about their interactions, and listening to what they have to say. You should ask about the factors driving their purchase decisions, their positive and negative interactions with your brand, and any reasons they might leave you for a competitor. In my experience, it’s best to avoid “why” questions, which can seem confrontational. In-person or phone conversations are best, but email questionnaires also work. Just make sure you document every precious piece of feedback your customers share. #### Backstage feedback Once you’ve collected your frontstage feedback, it’s time to go backstage. Learn what happens behind the scenes to create customer experiences. As a B2B product manager, this has been hugely eye-opening for me. Let me give an example. A customer complains, “It takes three weeks just to open a new account on your portal!” You investigate backstage with IT teams supporting the portal. They explain there are five interconnected systems with manual handoffs required for approvals. Documenting these backend complexities is invaluable because now you know what you need to fix. You can apply root cause analysis here too. Keep asking, “Why?” until you uncover the origins of customer points. From there, you can start creating systemic improvement. #### Sentiment analysis Next, gauge emotional responses at each stage – how happy or unhappy customers feel. Plot smiley or frowny faces above or below an “average” line. You can either assess this sentiment subjectively during customer interviews or use AI to help you. For instance, we’ve used machine learning models at GE to analyze historical CRM data and predict customer sentiment. Even if you uncover only one frowny face, that needs to be addressed, as just one negative experience can poison the whole journey. This happened in my telecom story – everything was great until that final lack of transparency and support let me down and pushed me back to my previous provider. That’s why mapping the complete experience to catch [pain points](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/) is so vital. Eliminating those moments of friction paves the way for loyal advocates. ### Step three: Identify action items The final step is to identify your action items. You do this by spotting common themes in [customer feedback](https://www.gotomarketalliance.com/3-ways-a-product-feedback-loop-can-transform-your-product/) to identify key pain points. Prioritize the biggest pain points, and then systematically eliminate them to create a seamless customer experience that will delight your users. ## Why customer journey mapping is an essential part of GTM strategy From a Go-to-Market perspective, customer journey mapping is critical for several reasons. First, it forces you to consciously consider every step customers take to find, evaluate, and buy from you. Are there gaps between your offering and those of your competitors? What touchpoints could you add to bridge those gaps? Next, you uncover exactly where customers struggle most in their journey. You can then give your teams the tools they need to address those pain points. Customer journey mapping can even be invaluable for startups that haven’t yet launched a product. If you study what competitors offer and identify unsolved customer pain points, you can disrupt the market by directly addressing those needs – just like Uber did. In my experience, customers really appreciate it when you care enough to ask about their experience. Some get quite enthusiastic sharing their stories in hopes you’ll improve things. This level of customer intimacy is powerful. Essentially, journey mapping helps you develop extreme customer empathy, and the benefits cascade through the business. Marketing creates better messaging. Sales conversations get more productive. Support teams see recurring issues to tackle. Most importantly, customers get their needs met efficiently at every step. The end result is retaining happy, loyal accounts who drive growth through referrals – the ultimate prize. ## That’s a wrap! I’ll leave you with some closing thoughts on why, today more than ever, it’s so critical to deliver an outstanding customer experience. Practically every company has a strong product these days – you can’t survive without one. That makes differentiating on the strength of your features difficult. In this climate, the experience you deliver can set you apart. As Delta’s CEO said, they’re no longer an airline – they’re an experience provider. Experience even trumps price for many customers – and the data backs this up. Companies prioritizing CX outperform their peers in stock price growth. And, of course, good experiences drive word-of-mouth and referrals. This is key to success as studies show that people trust the word of their friends and family over ads. Finally, great customer experiences build true brand loyalty. In this age of constant competitor threats, a great experience makes it much more likely that customers will stay with you long-term. Even if they leave, they may boomerang back like I did after my telecom blunder. And it’s well known that retaining existing customers costs far less than acquiring new ones. In closing, the classic four P’s of marketing (product, promotion, price, and place) remain important. However, in today's competitive markets, where customers hold the power, customer experience is the tool that should direct your Go-to-Market approach. It’s the compass that will lead you to success – if you have the courage to follow it. ### A guide to successful product launches through collaboration and positioning URL: https://www.gotomarketalliance.com/guide-to-successful-product-launches-through-collaboration-and-positioning/ Last updated: 2026-01-08T13:25:07.000Z In the competitive landscape of today's market, the success of a product launch extends beyond the mere introduction of a new offering. It hinges on a strategic blend of collaboration and impactful positioning. What do we mean by this? Well, understanding the nuances of establishing transparent roles and responsibilities ensures each team member understands their contribution to the overarching goal. Additionally, it's important to note the significance of impactful positioning, guiding you on how to craft a compelling narrative that resonates with your target audience. This article provides insights into these two key aspects: fostering cross-team collaboration and developing your product positioning. Essentially, mastering these elements is not just beneficial but imperative for a [successful product launch.](https://www.gotomarketalliance.com/what-makes-a-successful-product-launch/) Let’s dive in and look at some practical insights and actionable strategies that can elevate your launch from a mere introduction to a resounding success in the market. # **Understanding a Product Launch** Before getting into any specifics, let’s start by [defining a product launch](https://www.gotomarketalliance.com/the-tiers-of-go-to-market-launches/#the-difference-between-a-launch-and-a-release). In software development, "product launch" and "product release" have distinct meanings. A product launch is a pivotal marketing event creating buzz around new features, while a product release deploys new code. While communication about each release is essential, not all releases necessitate a full-blown launch. A launch, however, goes beyond just the introduction of a new product. It involves an orchestrated blend of strategic planning, collaboration across diverse teams, and a compelling positioning strategy. More importantly, it is all about the efforts put in by a company, involving strategic elements like timing, messaging, and the sales process. In short, a well-executed launch creates awareness, establishes credibility, and shapes the initial impression for potential buyers and decision-makers. Effective [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/) during the launch communicates the [product's unique value proposition](https://www.gotomarketalliance.com/how-to-create-a-value-proposition/). And operational readiness is crucial, encompassing processes, tools, and systems for key messages and customer interactions. All these areas can be tackled only if the launch is well categorized into: - **Full-scale or 'Big Bang' Launch*: This marks the official release for purchase and is reserved for pivotal products with grand-scale affairs.* - **MVP and 'Business As Usual' Launches:* This initial glimpse highlights core functionalities and facilitates essential testing and improvements based on user feedback.* - **Soft Launch and Closed Beta:* This unveils the product under specific conditions and allows for last-minute refinements, building anticipation through early reviews.* ## **A comprehensive framework for product launches** As you can imagine, launching a new product necessitates a collaborative approach over a top-down strategy. This collaborative effort, usually led by the product team, promotes a sense of ownership among all team members and fosters a shared commitment to a common goal or purpose. As owners collaborate under a shared commitment, the next planning phase involves impact evaluation to ensure a comprehensive approach for a successful product launch. Key planning considerations include: - Evaluating the impact on brand and financial outcomes, - Prioritizing marketing channels, - Determining essential tools for sales and marketing, - And establishing key performance indicators (KPIs) for [measuring launch success](https://www.gotomarketalliance.com/how-to-measure-the-success-of-your-product-launch/). Careful channel selection is crucial, as creating a new aisle may alienate customers while entering an existing one frequented by the target audience enhances the likelihood of success. ### **Establish clear roles and responsibilities** The perfect way to enhance collaboration during a product launch? Defining explicit roles and responsibilities for [cross-functional teams](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/) (like marketing, sales, support, engineering teams, or any other individuals involved). To really bring your teams together, consider using a proactive approach like the **RACI** matrix (Responsible, Accountable, Consulted, Informed). This matrix sets expectations early on and aligns goals seamlessly across a broader spectrum of team members to reduce the risk of overlooking critical details. It helps designate an "owner" for each group to ensure organization-wide alignment. What this does is help identify the blind spots and address loose ends, preventing last-minute scrambles. For example, accountability at the very first stage of the launch process lies with the Product Marketing Manager (PMM), the Product Manager (PM), and Go-to-Market (GTM) teams playing a responsible role. Similarly, as you progress, the next step involves preparing a comprehensive Feature Packet, with the PMM remaining accountable for this task, supported by the PM. While consultation is not required for this phase, the entire launch team should be kept informed. ### **Implement a** [**product launch checklist**](https://www.gotomarketalliance.com/your-ultimate-product-launch-checklist/) To simplify collaboration, a product launch checklist is essential. Whether using a pre-existing template or crafting a personalized checklist, this approach ensures preparation and delineates crucial tasks, milestones, and dependencies throughout each launch phase. The checklist is also a valuable tool for planning, tracking, and managing the entire launch process, leaving no room for oversight. ### **Leverage project management tools** Another crucial element for seamless cross-team collaboration is leveraging project management tools to assign tasks, establish deadlines, monitor progress, and facilitate communication of updates. Think of platforms like Trello, Asana, or Jira, which enhance coordination by assigning tasks and monitoring progress, keeping everyone on the same page. ### **Foster regular and cohesive communication** Regular and cohesive communication is pivotal for alignment and sustained engagement between informed stakeholders. Maintain frequent and consistent communication with internal and external stakeholders through suitable channels such as email, Slack, or video calls. Utilize platforms like Google Docs, Dropbox, or SharePoint for document sharing and employ tools like Trello or Asana for task management. ### **Actively seek feedback and insights** Establishing feedback loops within internal teams to foster continuous improvement enhances collaboration throughout the launch process. This practice validates assumptions, refines the value proposition, identifies potential issues, and improves overall strategy. Conducting surveys, interviews, focus groups, and beta testing to collect insights from customers, prospects, partners, influencers, or analysts are ways to imbibe continuous validation. Here are some sample survey questions you could include in your feedback loops: - Would you be interested in participating in beta testing for the new product? - How would you prefer to receive information about the product (like - emails, social media, webinars)? - Are there any concerns or hesitations you have about the product based on the information provided so far? # **Framing a winning product position and message for a product launch** Now that we recognize the significance of team collaboration in achieving a successful product launch, let's explore the pivotal role that [product positioning](https://www.gotomarketalliance.com/positioning-finding-a-place-for-your-product/) plays in ensuring a triumphant product launch. A distinct and compelling product vision aligns different teams, stakeholders, and partners toward a shared objective. It also helps articulate the value proposition, target audience, key features, and desired outcomes. This clarity acts as a foundational step, aiding in prioritizing and outlining the scope of your launch initiatives. ## **Strategic Framework for Effective Positioning** The positioning process starts with a profound understanding of your target customer, necessitating the creation of detailed [customer personas](https://www.gotomarketalliance.com/the-role-of-customer-personas-in-a-winning-gtm-strategy/). Visualize this process as deciding whether you're introducing a new product aisle or placing your product in an existing one, shaping your strategic approach. When it comes to building your positioning strategy, focus on these three crucial objectives: 1. Understanding what customers want. 2. Recognizing what your team excels at. 3. Understanding your competitors' strengths. This framework guides strategic planning, emphasizing the importance of standing out and meeting or exceeding customer expectations. ### **Crafting a Distinctive Value Proposition** To truly develop a positioning statement that encapsulates your product's essence, you’ll want to examine your target customer closely, the problem your product solves, the unique product category, the Unique Value Proposition, and evidence supporting your differentiation. Additionally, acknowledge the alternative courses of action the target customer pursued before your product provided a solution, and craft a consistent, impactful message that resonates with the market. Our advice? Move beyond a mere assessment of product features and consider the broader attributes of your corporate brand. For example, you’ll want to understand the customer's value perspective and focus on unique propositions tailored to this. Consider factors such as reliability and scalability, which should be viewed holistically. ### **SWOT Analysis and Refinement** To strategically position your new product or feature, conduct a thorough SWOT analysis of your new product or feature. This insightful process allows you to leverage the findings to refine your positioning, capitalizing on strengths, addressing weaknesses, seizing opportunities, and mitigating threats. This positioning statement serves as the foundational element for all further communication needed for a successful product launch. Below is a cheat sheet to conduct a SWOT analysis: - **Strengths**: Identify the unique features and advantages of your product. Then, evaluate the expertise and capabilities of your team. Do not forget to consider the existing brand reputation or customer loyalty. - **Weaknesses**: Start by acknowledging potential product limitations or shortcomings. For your reference, assess internal challenges, such as resource constraints, skill gaps, or past issues. - **Opportunities**: Analyze market trends and customer needs that your product can fulfill. The most crucial step is to diligently identify gaps in competitors' offerings that you can exploit. Then, explore partnerships, collaborations, or emerging technologies. - **Threats**: Evaluate competitive products, potential market saturation and external challenges like regulatory changes or economic factors. Do not forget to assess possible negative reactions from customers or stakeholders. ### **Preparation for Sales and Marketing Teams** In the most optimal scenario, the PMM collaborates closely with the PM and the Launch Team to define and plan the entire Product Enablement process. This phase encompasses crucial elements, including comprehensive Product Training, meticulously documented for accessibility throughout the GTM Team. Additionally, it entails the creation of a detailed One Sheet and Use Case Deck. Internal training sessions are conducted to align GTM stakeholders, ensuring a collective understanding of the core message. The next steps involve identifying, planning, and preparing sales materials to empower the Sales Team. Simultaneously, a dedicated landing page is designed to address customer needs, highlight key features, and feature a compelling Call-to-Action (CTA) to drive user engagement. ### **Strategic Email Campaigns and Coordinated Activities** Develop a [compelling email campaign](https://www.gotomarketalliance.com/email-that-captivates-and-converts/) leveraging your existing customer base, featuring a persuasive CTA for sign-ups and links to the product page. Integrate product launch information into customer newsletters and guide them to a dedicated blog for more details. Coordinate activities such as press release distribution, crafting post-launch social content, and running email campaigns. Collaborate across teams for prospect lists, host analyst briefings, and ensure internal teams are informed and engaged through company-wide emails. # **Key takeaways** As we’ve seen, a product launch is a complex process that demands clear communication, thoughtful strategic planning, and effective collaboration across different teams. By following these guidelines and proven strategies, you can set the stage for a product launch that not only meets initial goals but also establishes a foundation for continuous improvement. However, the hard work doesn't end there! After executing a product launch, reflect on its outcomes and performance through a retrospective session. This retrospective involves comparing the initial launch goals with the actual results and assessing the marketing metrics. As part of this learning phase, the findings are instrumental in shaping future launch strategies. The key takeaway, though, is this: understanding the importance of product positioning and embracing cross-team collaboration can truly enhance your chances of a successful and impactful product launch. ### The Go-to-Market Salary & Landscape Survey 2024 URL: https://www.gotomarketalliance.com/the-go-to-market-salary-landscape-survey-2/ Last updated: 2024-01-17T14:43:45.000Z In our efforts to create the most comprehensive research-led reports year-round, we’re introducing our first-ever master survey. Combining all the essential questions from our [State of](https://www.gotomarketalliance.com/the-state-of-go-to-market-report/) and [Salary](https://www.gotomarketalliance.com/go-to-market-salary-report-2023/) reports, this survey focuses on industry-pressing topics to help us produce several reports led by *your* expert knowledge. What’s more, by keeping it in one place, you can take less time to fill out our survey and *still* provide the ever-valuable insights we need to craft our very best. Why not have your say? ## **Why should you take this survey?** Essentially, to help us bring you the most up-to-date Go-to-Market research. And, ultimately, we can’t write these reports without your help! So we’ve kept our biggest surveys in one place to make things easier for you. Help us conduct the same, high-quality research we've done for previous reports and make your mark by taking our survey! 👇 ## **What’s in it for you** With your insights, we’ll look closely at some of the following: - Average global salaries (for you to benchmark your own), - How your team compares to others in the Go-to-Market space, - Which tools are indispensable for your GTM teams, - How you determine the success of your GTM process, - How leaders feel about the future of GTM, - And the impact of GTM budgets across industries. Based on the results, we’ll create two reports you can download for free and use to determine how much you earn and where you stand relative to your peers, where the future of GTM is heading, or even rethink your GTM process. ### Win more deals: Best practices for win/loss programs URL: https://www.gotomarketalliance.com/best-practices-for-win-loss-programs/ Last updated: 2024-01-16T16:00:07.000Z *This article is based on Nick’s stellar interview with Holly Watson on the GTM-FM podcast. Pop on your headphones and listen to the interview in its full glory* [*here*](https://www.gotomarketalliance.com/podcast/using-win-loss-analysis-to-secure-your-competitive-advantage-with-nick-siddoway/)*!* --- As the President and Chief Revenue Officer of TruVoice from Corporate Visions (formerly Primary Intelligence), I’ve seen my fair share of win/loss programs – everything from a lone product marketer single-handedly sifting through CRM insights to big-budget operations run by third parties like ours. However you choose to approach [win/loss analysis](https://www.productmarketingalliance.com/win-loss-analysis-isnt-a-priority-but-it-should-be/), the most measurable return on investment comes from achieving more wins and increasing your revenue. According to Accenture, a formal win/loss program can raise win rates by 17% year-over-year. Gartner’s estimate was even higher. In our 20-plus years of doing formal win/loss at Primary Intelligence, we’ve seen some of our customers increase their win rates by over 70% in under 18 months. But something that often gets overlooked is what win/loss does for individuals. It creates an individual roadmap, a formula to win, for every team member. If you hear from your buyers exactly what you need to do better next time, that’s powerful. You understand what matters to different buyers at different times and know what you need to work on. You know you’re playing a game that you can win. When you know the rules of the game and how to win, you get engaged and committed – it’s human nature. Intangible as it may sound, that’s one of the biggest benefits of win/loss. It teaches product marketing, sales ops, reps, product developers, pricing teams – everyone – exactly how to [enable more wins](https://www.productmarketingalliance.com/everyones-a-winner-improving-your-win-rates-with-stellar-win-loss-programs/) and growth in their roles. So, let’s dive into some best practices that are going to help you do just that. ## Best practices for your win/loss strategy Our list of best practices has grown over 20 years of doing win/loss analysis. And, of course, the best practices you need to keep in mind will depend on the size of your company and the maturity of your win/loss program. No matter where your organization is currently, the following best practices will help make your win/loss program a resounding success. ### Don’t rely purely on sales reps’ feedback From our conversations with buyers, we’ve seen that sales reps are wrong about why they won or lost the deal over 50% of the time. Even when they’re close to being right, they still miss key drivers behind the decision. Now, I’m not saying that reps aren’t smart. The issue is that buyers often won’t be fully transparent with a sales rep about why they lost, to avoid hurting their feelings. It's easy for buyers to say, “You were great, but…” and blame the price or the product – things out of the sales rep's control. So, relying solely on rep feedback is not truly embracing win/loss analysis. You need to incorporate [buyer feedback](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/). ### Get feedback from as many buyers as possible Our second best practice focuses on the volume of [win/loss interviews](https://www.productmarketingalliance.com/how-to-conduct-win-loss-interviews/). Oftentimes, when win/loss analysis is owned by product marketing, it’s one of many hats they wear. It’s not their priority, just one more thing on their plates. Then product marketing tries engaging sales, who fold their arms, saying, “That’s your job; I’m selling.” Or they find 100 reasons to exclude a deal from the win/loss analysis, fearing it may expose something or hurt the relationship. But buyers expect to give feedback everywhere. You even give feedback when checking out of the grocery store! So why do we fear asking buyers why they bought or didn’t? Why worry it will ruin relationships? If you're only doing 15, 20, or even 100 buyer interviews, that's likely not enough (unless you only do 100 deals in a year). You should interview as many buyers as possible – won, lost, [churned](https://www.gotomarketalliance.com/what-is-customer-churn-how-to-calculate-and-fix-it/), renewed, even those stalled no-decision deals that sales leaders hate. Why? Well, let’s say you’re a product marketer, and you’ve spent an entire year wrestling contact info from your sales teams’ hands so you can interview buyers. It’s finally time to present your win/loss insights to executives. You march in ready to conquer the world, with PowerPoints, videos, and data, pumped to share insights that will blow their minds and get a standing ovation. But then the head of sales says, “Fantastic job! How many data points does this represent?” Unless you have *at least* 25% coverage of the full deal universe, they’ll discredit it all, like, “Great job, give us another report next year,” and it's back to the status quo. ### So, why is volume so critical? Although volume brings credibility, it often gets overlooked. I see big companies budget for 20 interviews a quarter and think – great, what else will you do? With all the feedback mechanisms and mediums that are available today, there's no reason you shouldn't ask about every single deal, won or lost. Volume lends credibility and ensures you capture all the insights you need to drive change. Here’s the other reason that volume is so important: it allows you to provide not just top-level insights but insights down to the individual sales rep level. If you tell the sales force, “We did 25 interviews and learned that we need to improve our product demos,” that data means nothing to them. Your individual reps will be sitting there thinking, “Pfft! That's just Ralph's deals. My demos are great. I'm gonna keep doing what I'm doing.” But if you say, “Lee, this is what your buyer said specifically,” now you have their attention, and they’re going to change their behavior. So, volume drives leadership-level credibility for your win/loss program and gets engagement and buy-in to change from reps. ## How to gather win/loss data at scale If you're thinking, “How on earth am I going to be able to gather insights on at least 25% of my deals?” you're in good company – this is something I hear a lot. However, it doesn’t have to be a massive undertaking. Apart from interviews and CRM data, survey tools like SurveyMonkey or Qualtrics can be a good place to start. Some organizations even provide survey experiences that feel almost like an interview, allowing you to gather qualitative intel rather than just quantitative data. At Primary Intelligence, we have a tool that provides full automated coverage. You can almost set it and forget it, allowing you to focus on conducting robust interviews for deeper insights. In an ideal world, every organization would have the budget and resources to hire a third party to conduct interviews so PMMs could focus on analyzing and disseminating insights rather than running the program. However, if all you can afford is five interviews plus rep feedback, that's better than nothing. Just be aware of the credibility risk associated with limited volume. ## Getting your first win Whenever you’re launching a new program, it’s important to bag some quick wins. That’s how you get the rest of your organization excited about what you’re doing. To find your first win with win/loss, start by talking to a won deal. Let’s say you won a deal with Amazon. If you ask your sales leader for the secret to that success, they’re just going to say, “Our sales rep is amazing!” I’m sure they are, but that feedback isn’t going to help you replicate their success. You need to keep digging. They should be more than happy for you to talk to the buyer – after all, you’re celebrating their success, not looking for trouble. Then, once you interview the buyer, you’ll have a more tangible, replicable idea of just how such a competitive deal was won. And be sure to celebrate what you find: “Holly just won the Amazon deal by doing X, Y, and Z!” Then, you can just keep going. Focus on the wins for your first 10 or 15 interviews, and you’ll start building momentum and excitement. After that, when you’ve got internal buy-in and your win/loss program is starting to take shape, you can start layering in losses and no-decision deals. ## How to extract maximum value from your win/loss program If you own a win/loss program, your time should be spent analyzing insights, not administering the program. That’s why third parties exist – I know sometimes you own the nuts and bolts, it’s just set up that way. I see you and feel for you! But when possible, engage a third party so you can focus on tying insights to go-to-market improvements. There are so many places where your win/loss insights can drive improvements. With enough data and the right questions, you can use win/loss analysis to identify your [ideal customer profile and personas](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/). And here’s an important tip: don't just ask the main customer contact for feedback. Talk to the whole buying committee to understand what drove the decision from every perspective – the budget owner, other influencers, and end users. That allows you to build persona maps and buyer journeys. Win/loss programs are useful for marketing, too, as they provide intelligence that informs assets and campaigns. However, the usefulness of win/loss insights is not limited to sales and marketing alone; they can also help [customer success teams](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/) optimize their [onboarding](https://www.gotomarketalliance.com/onboarding-101/), [adoption](https://www.gotomarketalliance.com/5-ways-csms-can-drive-product-adoption/), and renewal discussions. If your win/loss program is only being used for one part of the customer journey, it’s not being fully utilized. It should inform every moment that a buyer is making a decision. ## Get started today Before we wrap up, I just wanted to encourage you to get started with your win/loss analysis. It's not as daunting as it may seem. You can start small with a handful of buyer interviews – and you don't even have to use a third party for it; you can do it internally. The pandemic changed everything about how buyers make decisions – from procurement processes to legal negotiations. That means understanding why you win or lose deals is more important than ever. You'll also notice that your competitors are adapting and innovating to stay ahead of the curve, which means you might face new competition in your industry. But don't worry. You don't need to do everything at once or scale it immediately. You're not alone, and you can start taking baby steps today. So, let's get started! ### How to unify your GTM teams, metrics, and values URL: https://www.gotomarketalliance.com/how-to-unify-your-gtm-teams-metrics-and-values/ Last updated: 2024-01-15T13:10:55.000Z *This article is based on a presentation given by Julien Sauvage at #GTM23\. Catch up on* [*this presentation*](https://www.gotomarketalliance.com/gtm23-san-diego-ondemand-2/?wchannelid=2aadhpccn4&wmediaid=gpg6r22jfs)*, and others, with* [*GTM OnDemand*](https://www.gotomarketalliance.com/gtm-ondemand/)*. For more* [*exclusive content*](https://www.gotomarketalliance.com/tag/members-only-articles/)*, visit your* [*GTM Blueprint dashboard*](https://www.gotomarketalliance.com/gtm-blueprint-dashboard/)*.* --- A quick question for you: What’s the biggest roadblock to a smooth [Go-to-Market (GTM)](https://www.gotomarketalliance.com/the-go-to-market-hub/)? If you said silos, we’re on the same page. As a marketer, I find it all too easy to neglect [sales](https://www.gotomarketalliance.com/how-to-achieve-better-alignment-between-product-marketing-and-sales/) and [customer success](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/), for example. Today, I'm going to share some practical strategies to break down those silos and unify [every team involved in your company’s Go-to-Market efforts](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/). [![A thriving GTM engine needs a unified narrative, metrics, and teams.](https://lh7-us.googleusercontent.com/NUpAsW-mP26G6hJLenQUWFeoXYjwvwZQ74KWIQP7nPi6IHyRbdKgYherEEZgaGL4QiZaXqWRxIwQf1lX-u4ZrSIHjtQ3IE8Dk4OXQgAbWVlKQ4_d6DvP87SYPNfoOqum80I1paLRPAcdvkEFIieDqlg)](www.gotomarketalliance.com/how-to-unify-your-gtm-teams-metrics-and-values) We’ll dive into how to unify your narrative so that you can choose better [success metrics](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/) and use them to align your teams. That’s the nirvana of GTM – an extremely hard nut to crack, but one that you must constantly pursue. ## Unifying your narrative First, let’s talk narrative. If you were to ask ten people at your company to share your corporate story, you’d likely get ten different answers. Even if one consistent answer emerges, the external [messaging](https://www.gotomarketalliance.com/5-tips-to-level-up-your-messaging-efforts/) often remains fragmented. Even at my company, Clari, we sometimes tell one story on our website, another on sales calls, different messages in ads, and something completely unrelated in [emails](https://www.gotomarketalliance.com/email-that-captivates-and-converts/). It’s a mess! The issue is that people don't have context – it's not that they don't know the story, it's that they don't know which level of the story they should be telling. So, let’s step back and look at the big picture. To guide us, we’ll use the messaging pyramid. [![The messaging pyramid](https://lh7-us.googleusercontent.com/pyQ8J4uUxuSnHp0E2SwIYMpr_cW5_BfwM-HD7UnocgNR1X1HUnqlP8DohoekbQyzFNrAfqA2OyEj7v52cTfY2dH1R_Zy2izTbdYXr0cR03eNcJDFzM5jFS3hNs3mZkaZV8ORVpJKhXTl80Z09XwM0_4)](www.gotomarketalliance.com/how-to-unify-your-gtm-teams-metrics-and-values) At the top is your category – the market landscape, competitive positioning, etc. At this stage, the buyer isn’t even aware of the problem yet, so the narrative focuses on top-of-funnel awareness. In other words, it should answer the question: why **do I need a solution at all?** The next level covers the [brand](https://www.gotomarketalliance.com/the-what-why-and-how-of-brand-promises/) – what the company stands for, your vision, mission, and values. Put another way, **who are you, and what do you do differently?** If you’re lucky enough to have multiple products, the next stage is the platform story that ties together your product suite – no matter the specific problem your product solves, try to link back to the overarching platform. This typically requires some technical expertise from a sales engineer or [product marketing manager](https://www.productmarketingalliance.com/whats-the-difference-between-a-product-manager-and-a-product-marketing-manager/) to convey effectively. Here, you need to answer the question, **what does this mean for me?**” As you approach the bottom of the funnel, it’s time to start honing in on [use cases](https://www.productmarketingalliance.com/the-role-of-use-cases-in-product-marketing/). That means you need to answer the question, **how do your capabilities come to life?** Finally, at the last level of the pyramid, you want to zoom in on [product capabilities and features](https://www.productledalliance.com/10-ways-to-up-sell-your-product-or-feature/). In other words, **how do you help customers achieve their goals?** The key is ensuring every internal audience understands which level they’re speaking to so [messaging stays aligned](https://www.gotomarketalliance.com/how-to-ensure-messaging-is-utilized-across-an-organization/) throughout the pyramid. Lacking that context is what creates fragmented narratives. ### How we do it at Clari I’ll briefly share an example messaging pyramid from my current company, Clari. Imagine you likely already have some form of this framework in place at your organizations – if not, try creating one. It’s an easy way to instill discipline around narrative layers without having to generate entirely new messaging from scratch. The problem I often see is a proliferation of disconnected documents. Marketing has the brand guidelines and messaging briefs, product has their technical collateral, and demand gen has campaign assets and buyer personas. You can’t unify or consolidate your messaging with assets scattered all over the place. [![Centralize all the things in one doc](https://lh7-us.googleusercontent.com/nHn0PRPh2EONq8Ds7vViLXzms9LyctdeVls9fZMPEg4vNQ5dQ85C8cTe4_4jxNVMQtDHC3RwgQzSjtsufVp1oLiP0fyjx0u2DRZBa4jXwR3JsUO9W61FTJvkxTn9tr6yNPuZkP-i2KbSUjr7Va6GrZg)](www.gotomarketalliance.com/how-to-unify-your-gtm-teams-metrics-and-values) Our solution was a single 20-page narrative document centralizing every team’s messaging needs. I’ll admit it’s not the most thrilling read, but it gets the job done. ### Hot tip: Establish a “fanciness” scoring system Let’s sidebar for a second to highlight what I like to call a “fanciness scale.” On the left end, you have very unique, differentiated [messaging](https://www.gotomarketalliance.com/the-secrets-of-compelling-messaging-and-effective-product-positioning/) – stuff that can be hard to wrap your head around at first read. On the right is simpler, more straightforward language. So, which is better? As usual in marketing, that depends. [![Establish a fanciness scoring system](https://lh7-us.googleusercontent.com/RVhdbVvzxUQ2y2odyQRg-UJtq9WXQueOTVSfkAlNGRP-Tp9bp5WA6pcoUQUdcPJjpp_wNmn17cFmEp7cEYhCVSy1M-s7QrXKX6hqrvEo7NF-vuTQjC5GwmW8tYrcxdkk1CHyKlI9r_zmcCA-A2aVVJw)](www.gotomarketalliance.com/how-to-unify-your-gtm-teams-metrics-and-values) If you’re in a mature market, you likely need to go left to stand out from the noise – differentiate or die, as they say. On the flip side, a niche or emerging space allows you to keep language grounded. Of course, it’s also vital to consider your audience – technical buyers will likely want more precision than end users. IT [personas](https://www.gotomarketalliance.com/what-is-a-persona-in-marketing/) will dismiss any marketing that comes across as too fluffy. The other thing to consider is your messaging channels. For example, you can often be a little fancier in your sales deck because you have a real-life human to walk the buyer through it. On your website, however, it might be wise to keep it simple. ### How to create consistency across channels This brings me to how you create consistency across channels while delivering the right level of fanciness. Here’s how to do it in three steps: - **Step one:** List all the channels you use. These might include your website, sales collateral, ads, [thought leadership](https://www.productmarketingalliance.com/creating-thought-leadership-pieces-that-tangibly-boost-pipeline/), [events](https://online.gotomarketalliance.com/), etc. - **Step two:** Determine where you should land on the fanciness scale for each channel based on factors like buyer persona, market maturity, geography, and campaign objectives – whatever makes sense for your business. - **Step three:** Identify clear owners accountable for defining and approving messaging in every channel, and you can do this with a RACI (responsible, accountable, consulted, and informed) framework. This is a simple but often overlooked step. Do you know who’s responsible for signing off on homepage content versus product pages? If not, it’s time to find out. ### A quick recap Let me recap the key takeaways so far to keep these tactics actionable: - Map out messaging layers in a pyramid framework so everyone understands the positioning. - Centralize your narrative in one document instead of having fragmented files everywhere. - Establish a fanciness scale for messaging and calibrate it by factors like audience and channel. - Create consistency by assigning clear owners across all channels. That concludes the section on unifying your narrative. Let’s move the conversation toward metrics before we touch on teams and values. ## Unifying your metrics I always say metrics are both the beauty and curse of marketing. We touch everything that matters to the business – not just funnel metrics like SQLs but awareness, campaign performance, win rates, revenue, and post-sales metrics (like product engagement and [retention](https://www.gotomarketalliance.com/how-to-calculate-your-customer-retention-rate-and-increase-it/)). It’s great that our impact is so broad, but it can be complex for people outside marketing to unravel. Ultimately, there’s only one metric that matters: [revenue](https://www.gotomarketalliance.com/your-guide-to-creating-an-unstoppable-revenue-enablement-ecosystem/). If we don’t tie back to revenue impact, what’s the point? With that in mind, I think it’s time to reimagine marketing attribution. The traditional linear model credits the last touchpoint before a sale. But that fails to account for all the upfunnel influence across channels. I’m sure you can relate to seeing a spike in sales opportunities after an event you hosted, or a big content drop, but getting no attribution because another team ultimately closed the deal. [![Time to rethink our attribution models](https://lh7-us.googleusercontent.com/1nz7pjr42hcxzpWf5WuFZxXRoQBwXryWHLulYQz7py8aYufcS3kNCclofoa7zP4CEzoB2V9VvFZ2LBeyneho9r8TpPx22xry_FTAEToXPyRCEezeSJ05HpVKtO0wyrDBi9HrU3qp2AWx0IVlk-OlAms)](www.gotomarketalliance.com/how-to-unify-your-gtm-teams-metrics-and-values) You’ve likely heard of the “dark funnel” – the idea that the buyer journey is nonlinear with many touch points happening out of view. [Social media](https://www.gotomarketalliance.com/six-examples-of-social-media-launches-you-need-to-see/), personal research, and past interactions all shape decisions before buyers engage with us. So, just measuring the last click before a sale misses all that hidden context. One simple tactic to mitigate this problem is self-reported attribution (SRA) – asking “How did you hear about us?”. It helps surface channels that influence the buying journey. At Clari, our SRA showed a 12% increase in sales accepted opportunities (SAO) influenced by social media. I shared that stat with our CFO to get more budget to amplify our social results. Classic loss aversion. The point is that any metric connecting marketing to pipeline and revenue is powerful ammunition. Too often, teams jump into new programs without tying activity back to business impact. If you can’t measure a direct or indirect revenue impact, don’t do it. Start by identifying your dark funnel to shift attribution models, then double down on what drives results. ### A quick recap Let’s recap the key points on unifying your metrics: - Marketing touches every critical business metric but must connect efforts back to pipeline and revenue. - We need to rethink our attribution models as the traditional linear approach fails to capture our full impact. - If you can’t measure something’s impact, don’t do it! ## Unifying your teams behind a vision and values For me, vision and values are the ultimate tools to unify teams – even more than narrative and metrics. Everything and everyone needs a vision… Yes, even the tiniest campaign! If you don’t define the why behind your activities, teams won’t buy into them, and your efforts will ultimately fall flat. I think forgetting the vision stems from the language we use – “[content marketing](https://www.productmarketingalliance.com/how-to-acquire-users-through-content-marketing/),” “brand marketing,” “growth marketing.” Those names highlight the what and how over the why. Content marketing isn’t a content factory – it’s about shaping audience beliefs and behavior. Brand marketing isn’t making campaigns – it’s building emotional connections with your company. See the difference? In short, defining your vision means moving from tactical activities to transformational outcomes centered on the audience. This is how you compel teams to unite behind ideas. [![Vision and values are everything](https://lh7-us.googleusercontent.com/g5-Yl-I4Q_IZNQXxNr2vXtOcUt3pe6IS-vSta_b6na2BQ_464cld-JAm7jEWdt9NbQ4E_lTpFOXVDAA67s1fi7WKRNH0cua8LfQiBdnxrhFPWKrzEn635eEGgF2ZoiC_TF3nDiKHeiiFgPksVhGMjpg)](www.gotomarketalliance.com/how-to-unify-your-gtm-teams-metrics-and-values) Even more important than vision are your values. Values form the shared bond that makes work meaningful. When I onboard or form a new team, I always have a values exercise for people to democratically shape that identity. My current team landed on “impactful, bold, and caring” as pillars. But defining team values starts with knowing your personal values. If you’re not clear on your own values, there’s no way you can help teams establish theirs. My values center on being calm, empathizing with different perspectives, and keeping things fun. I identified those through various life experiences (including delivering a baby in a car!), and keeping them in mind helps me be the best leader I can be. So, your call to action (as a marketer, I had to end with a CTA!) is to take a minute and define what values make you a great person and leader. That self-knowledge ultimately helps unify teams, metrics, and narratives, bringing them together to form something powerful. ### The role of customer personas in a winning GTM strategy URL: https://www.gotomarketalliance.com/the-role-of-customer-personas-in-a-winning-gtm-strategy/ Last updated: 2024-01-04T13:00:50.000Z A solid [Go-to-Market (GTM) strategy](https://www.gotomarketalliance.com/the-go-to-market-hub/) is crucial for any business that wants to succeed. But crafting an effective GTM isn’t easy. If you hope to sell your product, you need to intimately understand your target customer and market. That’s where [personas](https://www.gotomarketalliance.com/what-is-a-persona-in-marketing/) come in. Personas are detailed fictional profiles of your ideal customers. They include demographics, behaviors, goals, frustrations, and more. In other words, personas are representations of the customer segments you aim to sell to. These profiles are invaluable for GTM because they help you empathize with potential buyers. With accurate personas guiding your planning, you can create messaging and strategies that directly speak to customer needs. That means your marketing carries more impact, sales conversations become more productive, and ongoing product development efforts align with what users value most. In this article, we’ll explore why personas matter for GTM and how to leverage them for success. You’ll learn: - The elements of an effective customer persona - How to build accurate personas - How to integrate personas across all GTM activities from pricing strategies to sales scripts So, if you want to boost the ROI of your Go-to-Market efforts, keep reading! ## Key components of a customer persona A great persona consists of both hard data and vivid narrative detail. To make it as robust as possible, you'll want to include key details such as: - **Demographic info** like age, location, gender, income level, education, and family status - **Job characteristics** such as role, responsibilities, seniority, department, industry, and company size - **Goals and challenges** related to their work and the problem your product solves - **Behavior patterns** describing their routines, habits, and tools used - **Motivations and priorities** that drive decision-making - **Communication preferences** detailing when and how you should get in touch with them Keep in mind that the elements you need to include in your customer personas will vary depending on your product and target audience. For instance, if you’re selling task management software to [enterprise customers](https://www.gotomarketalliance.com/effective-industry-marketing-strategies-for-enterprise-saas/), you’ll need to know about their job roles and responsibilities; if you’re selling sneakers to teens, not so much! ## User vs. buyer personas in B2B In the [B2C](https://www.gotomarketalliance.com/whats-the-difference-between-b2b-and-b2c-go-to-market/) realm, the buyer persona and user persona are often one and the same. However, B2B sales involve a lot more players. According to Gartner, the typical buying group involves [six to 10 stakeholders](https://www.gartner.com/en/sales/insights/buyer-enablement). These stakeholders’ roles in the purchasing process might include one or more of the following: - **Initiator:** Kicks off research into solving a problem - **User:** Will directly use the product - **Influencer:** Makes a case to others about purchasing - **Decision-maker:** Gives final purchase approval - **Buyer:** Owns budget/signs contracts - **Approver:** Signs off on company-wide initiatives - **Gatekeeper:** Can derail purchase approval With so many cooks in the kitchen, it can help to create several user and buyer personas. User personas represent the end users and detail how they work and interact with your product. Buyer personas capture the perspectives of those steering final purchase decisions. All these persona types are critical for B2B Go-to-Market strategy. You have to speak to the needs of those who would directly benefit from using your product, while also convincing higher-level decision-makers to buy into its value. ## How to create your customer personas Wondering where to begin crafting the personas that’ll shape your GTM strategy? Fear not! Here are the six essential steps to creating accurate and useful customer personas: 1. **Identify your stakeholders** 2. **Set goals** 3. **Tailor research and interview questions** 4. **Conduct qualitative and quantitative research** 5. **Look for trends** 6. **Create and share persona documents** Now, let’s drill down into each step. ### Step one: Identify your stakeholders Your customer personas are going to be used [cross-functionally throughout your GTM strategy](https://www.gotomarketalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/) and beyond, so you can’t create them in a vacuum. Figure out who else needs to be involved across departments like [product, marketing,](https://www.gotomarketalliance.com/how-to-align-your-product-and-marketing-teams/) [sales](https://www.gotomarketalliance.com/how-to-get-salespeople-excited-about-your-launch/), and [customer success](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/), then bring them into the research process early. ### Step two: Set goals Now that you’ve looped your key stakeholders into the process, it’s time to clearly define what you want to achieve with your personas. Without clear goals, you may struggle to come up with the right questions for your persona interviews and surveys, making it unlikely that the personas you create will be useful. To make sure your personas are valuable and not too lengthy, sit down with your stakeholders and brainstorm what they will use the personas for, and what information needs to be included to make this possible. Your persona documents should be pretty brief so you need to prioritize only the most vital intel. During this session, take detailed notes, but don't make any promises. Later, you can evaluate the requests you’ve received and whittle them down to only the info you need to create the most effective personas. ### Step three: Tailor your research and interview questions Next, let your goals guide your interview and survey questions. For example, let’s say you’re working for a productivity software company targeting small businesses. Your goal could be to uncover [pain points](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/) around inefficient workflows and outdated tools. In this case, you might want to ask the following questions to build your user personas: - What are your day-to-day responsibilities? - Who do you report to? What does your immediate team look like? - Do you manage anyone else? If so, who? - What takes up most of your time? What gets in the way of progress? - What software platforms and tools do you rely on? Where are the gaps? - Walk me through a typical workflow when completing key tasks. And remember: when crafting your questions, try to focus on topics that challenge your assumptions and reveal new insights. ### Step four: Conduct qualitative and quantitative research Now you’ve carefully crafted your questions, it’s time to start asking them. You should aim to gather both qualitative and quantitative data from as many customers as possible. On the quantitative side, surveys can provide scale. For instance, when Ali Hanyaloglu, VP of Product Marketing at Amplience, was [revamping his organization’s personas](https://www.gotomarketalliance.com/listen-without-prejudice-conducting-persona-studies-and-taking-action-from-them/), he surveyed over 500 respondents across different industries, seniorities, and use cases. To get more in-depth info from your customers, interviews are the way to go. They allow you to really get to know your customers and their experiences, which can be hard to do through surveys alone. When reaching out to potential interviewees, it's important to let them know that you’re not trying to sell them anything – just uncover insights that’ll help make their customer journey even better. You can even offer a small incentive, like a gift card, to show your appreciation for their time. And don't forget to ask for referrals to other potential interviewees! Overall, the more diverse feedback you can gather from your customers, the better. So keep tweaking your outreach, and don't be afraid to cast a wide net. With quality data, you can build more accurate personas to make sure your GTM hits the mark. ### Step five: Look for trends Now comes the fun part – finding the patterns and insights buried in your research data. Pore over your interview transcripts and survey results, then start consolidating your findings into themes about major goals, roadblocks, workarounds, and motivations. As patterns emerge, it’s a good idea to validate them with stakeholders and other internal data. For example, you might want to pitch an insight to the customer success team and find out if it chimes with their experience. If any of your findings seem totally out there, it’s a good idea to double-check them with a few more interviews. ### Step six: Create and share persona documents Finally, it’s time to synthesize your key insights into persona documents. How many you’ll need depends on your product and your target audience, but three to five is a good rule of thumb. It's important to create vivid descriptions that make the personas feel like real people – but don't forget to support the narrative with hard facts on behaviors and attributes. Once you've created the personas, it's important to socialize them across the stakeholder groups you identified earlier. This helps ensure that everyone is on the same page when it comes to understanding the target users and buyers. Remember, alignment is critical before integrating the personas into your strategy. 💡 **Psst!* You can download your very own B2B buyer persona framework for free right [here](https://www.gotomarketalliance.com/the-go-to-market-buyer-persona-template/)! ## Integrating customer personas into your GTM Now you’re armed with well-researched personas, you can use them to shape a more effective Go-to-Market strategy. Let’s dive into the key areas where your personas can make a difference. ### Marketing and messaging If you want to create effective marketing campaigns that resonate with each of your customer segments, then leveraging personas is the way to go. By doing so, you can tailor your [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/) to address their pain points, preferred channels, and emotional drivers. When you create your campaigns, you can use the details from your personas to inspire your copy, imagery, and calls to action. By speaking directly to your potential customers in a way that feels authentic to them, you'll be able to connect with them on a deeper level and increase your chances of conversion. ### Sales enablement assets It's important to provide your sales team with resources like battlecards, sales scripts, and discovery questions that are tailored to each buyer persona. This will help your reps speak to prospects in their language, pinpoint any problems they come up against, and position your product as the solution. It’s also vital to help your reps understand the various relationships and dynamics within your prospects’ organizations. This includes identifying who holds the most sway in terms of budget and purchasing decisions. Armed with this knowledge, your reps will be better equipped to navigate the sales process. ### Launch assets Personas allow you to build launch assets – like landing pages, blog posts, videos, demos, and more – calibrated to the motivations of your different customer segments. For instance, an enterprise IT buyer might appreciate technical proofs or a classic product demo reel. However, a startup founder persona will likely respond better to a stripped-down features overview told from a founder’s perspective. ### Pricing strategy When it comes to shaping [pricing strategies](https://www.gotomarketalliance.com/your-ultimate-guide-to-pricing-a-saas-product/), customer personas are your secret weapon. Firstly, they help you understand what your customers value. For example, if your persona is a tech-savvy professional, they might be willing to pay a premium for cutting-edge features. On the other hand, a budget-conscious student persona may prioritize affordability. Secondly, personas allow for segmented pricing. You can tailor your pricing models to different groups. Think of offering a basic version at a lower price point for price-sensitive personas, while putting premium features at a higher price for those who seek more value and can afford it. Of course, there’s a lot that goes into building a pricing strategy – you can’t forget your overheads and profit margins – but your customers need to be at the heart of every pricing decision. ### Post-launch monitoring and analysis While moving on to the next big project is tempting, it's important to keep an eye on how your Go-to-Market strategies are playing out [post-launch](https://www.gotomarketalliance.com/how-to-ensure-product-launch-success-by-utilizing-the-post-launch-stage/). Your personas can play a part here, too; why not track your key metrics and KPIs for each type of customer and compare them to the overall data? Pay attention to how engaged customers are, how quickly they move through the buying process, and how long they stick around. For instance, if you find that enterprise buyers like your product more than small businesses, you can then focus more on selling to enterprise buyers and allocate resources accordingly. ## That’s a wrap! In summary, personas form the very foundation of a successful GTM strategy. By creating personas, you can tailor your marketing and sales efforts to each type of customer, highlighting the value your product offers to them. This approach helps you efficiently convert buyers while empathizing with their needs. But remember: creating customer personas is not a one-and-done process. Don't let your findings gather dust; continuously update your personas with fresh research to make your GTM strategy even more potent. So, if you want your product to thrive in the market, start building your customer personas today, and embrace persona fluency as a lifelong skill. You won’t regret it! ### How to create a localization strategy for your business URL: https://www.gotomarketalliance.com/how-to-create-a-localization-strategy-for-your-business/ Last updated: 2024-01-02T11:06:41.000Z The world is slowly becoming a global village, and businesses centered on growth have their eyes set on the opportunities a global market presents. However, succeeding in those markets takes much more than just placing your products or services in the market. In order to move from a business that is merely selling products in foreign markets to a successful business set for growth, you need to align your business in a way that resonates with the people in those markets. [Customers trust and build loyalty](https://www.gotomarketalliance.com/how-to-increase-your-customer-retention-rate-and-boost-loyalty/) with a business that they can identify with. They want to be spoken to in a language they understand and experience a journey they’re familiar with. You can only achieve this with the right localization strategy. So, how do you go about it? Here, I'll outline some proven tips for building a successful localization strategy for your product or business. But first, let's explore what localization means. ## What is a localization strategy? In the context of marketing, we use the term "localization" to refer to the process of adapting a product or service to fit the cultural, societal, and linguistic preferences of a specific geographical market. Importantly, this goes beyond merely translating content into the local language. Instead, it involves considering local customs, traditions, consumer habits, regulations, and market-specific needs and expectations. All told, the ultimate goal of localization is to make a product or service appear as if it has been originally created for the targeted locale, thus facilitating market penetration and acceptance. Localization is a vital element of an international [product marketing strategy](https://www.productmarketingalliance.com/how-to-create-a-product-marketing-strategy/) since it helps to ensure that a product or service is accessible and appealing to a global audience. So, how do you create a localization strategy that achieves these ends? Let's take a closer look. ## How to create a localized marketing strategy: five key steps ### Don’t ignore the locals As a foreigner, understanding the local culture of the market you’re venturing into can be an uphill task. Importing experts from your home country won’t cut it either. Cultures differ hugely; something that’s accepted in your culture can be offensive in another. You need the eye of a native if you are to capture cultural nuances. As you plan to recruit expertise, remember to save some of the positions for the locals. Of course, setting up a local team can be daunting. You can bypass this by hiring a local agent to help you with staffing. For instance, if you’re expanding in Singapore, you can hire and manage the new workforce through a Singapore employer of record from a reputable global PEO company. Such organizations help businesses expand to this region compliantly, whether they have a legal entity or not. ### Gather knowledge of the market Market dynamics also differ from one region to another; each market is unique in terms of customers’ pain points and alternative products, among others. Always seek to understand the dynamics of every market you’re targeting. Ask yourself: What pain points are target customers looking to fulfill with your products? What are the alternative products to your products in those markets? What experience are customers looking for? Answering such questions will unlock valuable insights you can incorporate into your localization strategy. It can also help you [position your offering](https://www.gotomarketalliance.com/positioning-finding-a-place-for-your-product/) to stand out from the competition. ### Go beyond translation Localization has often been mistaken for translation. Most businesses capitalize on translating the language on their websites, marketing campaigns, labeling, and the like. To appeal to the locals, you need to take your strategy beyond just translating your content. Go above and beyond to align other aspects such as the visuals, images, illustrations, and colors with the culture of the people. You might also need to rethink packaging, [pricing](https://www.gotomarketalliance.com/how-to-identify-a-suitable-pricing-strategy/), and payment methods. If you want to fully optimize your website, you have to also think about search engines. For instance, if you’re competing for local services, such as dentistry or gyms, you need local SEO to optimize your website to target local keywords for the services you offer. Top rankings on the search engines will drive traffic to your website and help conversions. Also, think about your brand proposition; how does your logo, brand name, slogans, and entire brand identity resonate with your target audience? Conduct [market research](https://www.gotomarketalliance.com/how-to-conduct-market-research-for-go-to-market/) on what’s accepted in these aspects. That’s how you will be able to create a localization strategy that is fully accepted and resonates with the people. ### Participate in the community People tend to respond positively to a community-focused business. If you want to cement your presence in a market, you must be willing to show the people you truly belong there and have their best interests at heart. A good way to do this is by participating in community events. Commit to sponsoring events, or offer your expertise whenever needed. If a need arises in the community, be on the frontline to give a corporate donation if you’re in the position to do so, but most importantly, let these gestures come from a point of generosity. People can tell when you’re putting on a show and contributing for the sake of it, and your efforts will go down the drain. ### Use relevant platforms The use of technology and social dynamics varies, depending on location. For example, while you might come from a place where a large percentage of people use computers and mobile phones, this may not be the case elsewhere. Therefore, you need to understand how the behaviors of people differ depending on location; this will help you identify how to channel your efforts. [Social media](https://neilpatel.com/blog/the-ultimate-guide-to-social-media-marketing-for-local-businesses/?ref=productmarketingalliance.com) is critical in modern business structure. However, there is not a single social media platform that is globally accepted. Research the most used platform in the target market so you can meet the people where they are. ## Conclusion The right localization strategy boils down to not leaving any stone unturned within your target markets. A minute error within your strategy can serve as a deal-breaker, so you must ensure every aspect of your business sits well with the people in every market you want to penetrate. ### Email marketing mastery: Unlocking success with OKRs and metrics URL: https://www.gotomarketalliance.com/key-steps-to-getting-your-product-launch-right/ Last updated: 2023-12-18T13:00:50.000Z Whether you’re part of a large organization or a bootstrapped startup, email marketing is an extremely effective way to grow your business. In fact, email marketing still generates $36 for every dollar spent. However, an effective email marketing campaign is useless without proper tracking of [metrics](https://www.gotomarketalliance.com/what-are-the-top-product-marketing-metrics-you-should-be-measuring/) and analysis of key performance. No matter what your marketing goal is (enhanced lead gen, reduced customer acquisition cost, improved customer experience, etc.), you can only succeed with predetermined and measurable metrics to aim for. That’s where OKRs come in. OKRs, or objectives and key results, are a simple framework designed to allow all members of your organization to track their progress toward a common goal. In this article, I’ll share all there is to know about email marketing OKRs – from what they are to how to use them to elevate your email marketing performance. I’ll even throw in a few examples for good measure! Now, let’s get into it. ## What are email marketing OKRs? The OKR framework is a goal-setting process used by businesses to define and track objectives and their achievable outcomes. OKRs are designed to bring clarity and alignment to an organization by setting clear, measurable goals. So, email marketing OKRs are basically strategically set measurable goals for your email marketing efforts to achieve within a specific timeframe. Let’s take a look at some examples: ### Example one **Objective:** Increase email subscriber engagement **Key result one:** Achieve a 20% increase in email open rates by the end of the quarter. **Key result two:** Increase click-through rates by 20% for our email campaigns. **Key result three:** Reduce unsubscribe rates to less than 1% per campaign. ### Example two **Objective:** Grow the email subscriber list **Key result one:** Add 5000 new subscribers to the email list over the next quarter. **Key result two:** Increase the conversion rate of website visitors to email subscribers by 20%. **Key result three:** Launch a referral program and get 5% of new subscribers through referrals. ## How to set email marketing OKRs There is a simple formula to structure email marketing OKRs (it can also be used by other departments): **\[Your objective\], as measured by: \[your key results\]** For example: Optimize email engagement, as measured by: a 15% increase in email open rates, a 12% increase in click-through rates, and a reduction in the email unsubscribe rate to less than 0.5%. Remember that objectives should be specific, and they should meet the following criteria: - The objectives should be clear enough for the entire team to understand. - They must be actionable and achievable. - They should be time-bound so you can assess the progress made. - Your objectives should also serve as a source of inspiration for your team to pursue. Key results must be measurable and have a direct cause-and-effect relationship with your objective – in other words achieving your key results should logically lead to the success of your objectives. It’s vital to measure key results at least monthly, if not weekly. That way, if you’re not seeing the progress you’d hoped for, you can adjust your tactics. ## Key email marketing metrics To measure the success of your email marketing, you need to track the relevant [metrics](https://www.gotomarketalliance.com/product-launch-metrics-you-cant-ignore/). Here are some essential email marketing metrics to monitor: - **Email open rate:** This indicates how many recipients opened your email. According to Mailchimp, the average email open rate across all industries is **21.33%**. - **Click-through rate (CTR):** This measures the effectiveness of an email campaign in terms of how many recipients clicked on one or more links contained within an email. The average CTR for email marketing campaigns is just shy of **3%**. - **Bounce rate:** This is the percentage of emails that are not successfully delivered to the recipient's inbox. A high bounce rate suggests issues with your email list quality or email deliverability. - **Conversion rate:** This tracks the percentage of email recipients who completed the desired action after opening your email, such as making a purchase or signing up for a webinar. Although the number varies based by industry, the typical conversion rate is **1–5%.** - **List growth rate:** This is the rate at which you grow your subscribers. You should aim for an annual list growth rate of at least 10%. - **Unsubscribe rate:** This is the rate at which subscribers opt out of your email list. Ideally, you’ll want to keep it below 0.5%. ## Step-by-step guide to elevating email marketing success with OKRs and metrics The key to consistent growth lies in your ability to enhance customer experience (CX) throughout the buyer journey. Here’s how you can leverage OKRs and metrics to enhance customer experience and maximize your chances of success through email marketing. ### Step one: Define clear CX objectives To build a stellar customer experience, you need to start with a clear objective. To make sure you choose the right one, it’s a good idea to start with a CX assessment. Begin by analyzing your customer feedback and reviews. Then, identify the most critical areas for improvement based on your assessment. Prioritize objectives like faster response times, improved user interfaces, personalization, or streamlined processes. It’s crucial to ensure your customer experience objectives are linked to broader business outcomes. For example, a cross-selling campaign might align with your organization’s revenue growth goal. ### Step two: Establish key results Once you’ve set your objective, it's time to define your key results. Remember: these should be specific, measurable, and time-bound. For example: - Achieving a 20% increase in email open rates before the year’s end. - Increasing click-through rates by 5% per quarter. - Reducing the email unsubscribe rate to less than 1% within the next six months. Make sure key results are directly linked to campaign objectives, such as improving email CTR or growing the subscriber list. Continuously track your results and make changes if needed based on the campaign performance. ### Step three: Monitor metrics throughout the buyer journey **73%** of buyers say customer experience is a significant factor in their purchasing decisions. To enhance the experience effectively, you must understand the buyer journey and track key metrics at every stage. You can divide key metrics based on the different stages of buyer journey: - **Awareness stage:** Monitor email open rates to check the effectiveness of your subject lines, and track click-through rates to gauge engagement. Also, keep a close eye on forwarding and sharing rates to assess the relevance of your emails. - **Consideration stage:** If your email directs recipients to a landing page with more information about your product or service, monitoring the time visitors spend on these pages can be insightful. It helps you gauge their level of interest and engagement with the content. - **Decision stage:** This is by far the most crucial stage of the buyer journey. Make sure you analyze conversion rates to assess the impact of your emails on buying decisions. - **Post-purchase stage:** Measure customer retention rates, gather feedback using customer satisfaction surveys, and promote referrals through email campaigns. To continuously improve your email marketing efforts, regularly review these metrics, and be prepared to make any necessary adjustments. Don't hesitate to leverage [A/B testing](https://www.productmarketingalliance.com/how-to-choose-the-right-kpis-for-your-a-b-tests/), segmentation, and personalization to fine-tune your strategies and ensure a stellar customer experience throughout the journey. ## Conclusion Leveraging email marketing to enhance customer experience throughout the buyer journey isn't just a smart move; it's essential for thriving in today's competitive landscape. By setting clear objectives, defining key results, and consistently tracking metrics, you can attract and convert new customers and retain existing ones. Always keep in mind that the success of your email marketing campaigns relies heavily on the quality of your subscriber list and your segmentation efforts. Before launching any campaign, ensure that you conduct A/B testing to fine-tune variables for optimal results. This approach allows you to implement highly effective email marketing campaigns, driving steady growth for your organization. Now, don’t waste another moment; it’s time to unlock your email marketing mastery and conquer your business goals with precision and purpose. ### The art of product relaunches: How to revive a brand and reignite GTM success URL: https://www.gotomarketalliance.com/how-to-revive-a-brand-and-reignite-gtm-success/ Last updated: 2024-10-30T09:28:26.000Z *This article is based on a presentation given by Ed Cho at #GTM23\. Catch up on* [*this presentation*](https://www.gotomarketalliance.com/gtm23-san-diego/?wchannelid=2aadhpccn4&wmediaid=omsatrum6d)*, and others, using our* [*OnDemand service*](https://www.gotomarketalliance.com/gtm-ondemand/)*. For more* [*exclusive content*](https://www.gotomarketalliance.com/tag/members-only-articles/)*, visit your* [*membership dashboard*](https://www.gotomarketalliance.com/gtm-blueprint-dashboard/)*.* --- Hey there! My name is Ed Cho, and I’m the Director of Product Marketing at Salesforce. I’m super excited to talk to you about a topic that's very personal to me: the art of product relaunches, and how to reinvigorate a brand and reignite [Go-to-Market success](https://www.gotomarketalliance.com/from-zero-to-launch-a-five-step-recipe-for-gtm-success-yoni-solomon/). ## Product launches: The ultimate test If you were to ask any product marketer, “What is the one kind of experience you hope to have in your career?” I bet the majority of them would say doing a [product launch](https://www.gotomarketalliance.com/product-launch-and-land-answering-the-what-why-when-and-how/). There’s no experience out there that requires you to use such a multitude of skills as bringing a product to the market. ![](https://lh7-us.googleusercontent.com/7ealb9btRAepxqNyEG80WInK1sM0lUK3UOwG5v3rwQBvvhI0ke1fQJ7mDkvy_89DA43Xo6QTbDYUUMTOn0cX7T_xLZWflnLG-5u1UspwzhHN6PnIveYf2KPMCYeGir3Su1aE4Di9TYipzlFQvMYiyzqySUD3BjV4JjAfWO-5wKxYJ2VQxJX1KbE) For example, doing a product launch requires strategy formation. It requires you to understand who your competitors are. It requires [market research](https://www.gotomarketalliance.com/how-to-conduct-market-research-for-go-to-market/) to uncover who your consumers are and [the pain points they’re dealing with](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/). It requires you to take those insights and translate them into a compelling [messaging and positioning](https://www.gotomarketalliance.com/positioning-and-messaging-in-the-startup-space/) framework. All the while, you’ve got to work cross-functionally with sales, product, and marketing leaders to define your [Go-to-Market strategy](https://www.gotomarketalliance.com/ultimate-guide-to-building-a-gtm-strategy/). And as if that weren’t enough, you’ve got to work with sales leaders to make sure that they're executing the field to drive revenue. In short, product launches are the ultimate test for product marketers. They’re where all the hard work we’ve done and all the experience we’ve gained come to fruition. Even though the product takes center stage at a product launch, behind the scenes, we stand to benefit from it. That’s because all the nuances, ambiguity, and challenges that go into [our product launches](https://www.gotomarketalliance.com/launching-success/) will give us the wisdom, confidence, and experience to supercharge our careers. ## Not all product launches are equal However, not all product launches are considered equal. In my experience, they generally fall into one of three categories (or [tiers](https://www.gotomarketalliance.com/the-tiers-of-go-to-market-launches/)): 1. Impact launches 2. Standard launches 3. Relaunches Impact launches are tier-one, strategic launches that can define markets and change the trajectory of a company. For example, at Salesforce it would be equivalent to Marc Benioff deciding to go all-in on AI. He might tell you to take the lead in creating messaging and positioning around Salesforce’s AI point of view. Once that messaging was set, AI would take center stage on the website and at Dreamforce. You might even speak during the keynote. Plus, you’d get a team of 20 people and an ample budget to create content. That's an example of an impact launch, which most of us strive for in our careers. But the reality is that few of us will lead an impact launch. Most will oversee what I call “standard launches” – non-strategic launches for new features, product updates, or smaller products. These kinds of launches drive incremental change instead of seismic change, and they don’t involve big publicity pushes. The third category is relaunches – putting additional resources behind a product that didn’t gain much traction on its first release. ![](https://lh7-us.googleusercontent.com/6rJkcubEAePojcdJAP2DZSXlWwFLE7lHQzTlQT5H8sm1FMbaUrsMjPXKV9VPScT8xzX5l72lniPkI8lpTDcpKA44M3trptREDf9nZu_7MLhsfH1gFlBoYzp3Te5FQW4fik7Mf69A7U7A7AvbMUQ_6IUYVhC_xMQlDMvjQtB3q7xYzI0CmATLPUc) For the rest of this article, I want to focus on relaunches because in my experience, overcoming their challenges provides meaningful learning experiences equivalent to, if not greater than, impact launches. ## How to relaunch a product that failed the first time around I don’t just want to talk about how to relaunch a product; I want to raise the stakes and talk about relaunching [a product that failed](https://www.gotomarketalliance.com/the-cost-of-go-to-market-failure/). And by “failed’ I don’t mean a product that had its moment in the sun but faded away – I mean a product that totally did not meet expectations, burning bridges and leaving the brand in tatters. That was the situation I inherited when I returned from paternity leave in March. To set the context, let me tell you a story. I came back after welcoming my first son (if you work for a company that offers paid parental leave, take it; it's an incredible experience). As you may remember, the beginning of 2023 had been tough on tech, Salesforce was not immune. We went through several rounds of layoffs on top of a major org restructure. Morale was low, and people feared for their jobs. I went from owning five products to just one. ![](https://lh7-us.googleusercontent.com/KyGv1PCLRtkpI3l3EocDoE_amrmfU_wt6fe5FSCWrFiPujmmH0zkSdwe1CZJFiPqlbyuONv_ChQHS6XV0-NXgGkda-oeuI1JGvcjxieI0tJ9KU29pwA0idjQhPmFWFWexPURPhYvfvF2hjk6px-70bbiA0HCdAd9dZ5sdSfO63-_GOufGLyY5fY) My manager sat me down and said, “Ed, I need you to lead the relaunch of ‘Salesforce Aladdin’” (the codename of a product I can’t disclose for confidentiality reasons). “This could be a moneymaker,” he told me. “Go and rebuild trust within the field after what happened during the first launch.” My reaction: “Wait – what exactly happened?” I wasn’t aware of the whole story. So here's what had happened: a couple of years ago, Salesforce Aladdin was launched to great fanfare as a key security and privacy product. The product-market fit was excellent – customers were excited about the solution and our sellers were too. In fact, when it first went into general availability (GA) we signed 400 customers and generated $12 million in ACV – an ideal start. However, shortly after launch, we heard complaints that the product wasn’t working. And I’m not talking about minor bugs – clear systemic issues were causing it to crash and fail to work as intended. What started as a handful of frustrated customers grew to dozens, then hundreds. After months of trying and failing to resolve the cascading problems, the situation became toxic. Customers were yelling at salespeople, salespeople were yelling at product managers, and product managers were yelling at engineers. Executives tried and failed to turn it around. So, after six or seven rocky months, Salesforce pulled Aladdin off the market. Understandably, a lot of customers were frustrated, and salespeople were extremely unhappy, too. As a former sales rep myself, I sympathize – one of the worst things you can experience is losing customer trust. Unless you have an ultra-tight relationship, burned prospects will likely resist buying from you again. This was a huge blow to reps who were grinding to hit quarterly quotas. I confirmed this by reaching out to the top reps I’d worked closely with and asking their thoughts on me leading the Aladdin relaunch. They all said variations of: “Ed, there are a lot of people who are still pissed off from last time. Good luck!” So, how did I feel at the time? Not happy. I felt I'd been given the proverbial bag of lemons or, worse – set up to fail so my manager could fire me. After a few days of self-pity, I realized relaunching Aladdin successfully could be a tremendous opportunity. Just imagine being in a job interview and being able to whip out this kind of story about turning around such a cursed situation! ![](https://lh7-us.googleusercontent.com/DEeMpD6VBKL0KJ4cAZoCIPg9JKWW_Ta53FlEcnx9iVNxkJO-2coxnVwsesd_IGXgezGWMLwgO8KZt-reL7GNvexyQVjWeu1VFGN_jBK11CwNrQLdLpnDaqAafNaA9Kxz20CTFVUVhrFStqb36L1FhPJ082T4BkvYqeoPpavdO7TwRa2yIMlRcVs) So, I threw myself into the challenge and soon realized that to achieve Go-to-Market success, I had to nail two things: 1. Rebuilding trust with the sales team 2. Building enough momentum so the product sustains itself post-launch. So, let’s dive into a real-life case study of what I did to achieve those two goals and pull off a successful relaunch. ## Rebuilding trust with the sales teams Want to know how I managed to regain the trust of our sales teams? Let me share my story. ### Step one: Identify key sales stakeholders At a big company like Salesforce, multiple people own product sales, not just one. First are the core account executives (core AEs) – the top salespeople compensated for selling all Salesforce products. They decide what to sell into each account, so every product marketer wants to get in front of them. If they don’t know your product, it basically doesn’t exist. We needed their buy-in. If a core AE needs to get technical for IT or security buyers, they’ll loop in a platform AE who sells a smaller portfolio, or sales engineers and technical architects who understand technical requirements and know how to configure solutions. And then finally, there are sales program managers, who I’ll talk more about later. These five groups were the stakeholders we needed to rebuild trust with. ### Step two: Listen To win back their trust, I identified the top five or six people in each role and set up one-on-ones just to listen – a Jerry Maguire-esque desperate quest for truth. I’d say something like: “I know the first Aladdin launch created a lot of controversy. Can you share how it impacted you?” I was surprised by the raw emotions – fears, frustrations, and anxieties over repeating the past. By listening as they opened up to me, I built credibility and trust. I started to restore their confidence because they knew I wanted them to succeed. The second question I asked was straightforward: “What will it take to restore your confidence in product marketing and management?” They gave me plenty of pointers. Unsurprisingly, one key demand was: “If you want to regain our trust, make sure you have an audience with all of us.” So, I worked with product management on a cascading enablement strategy, starting with the technical architects, then the sales engineers, then the platform AEs, and, finally, the core AEs and sales program managers. The cascading aspect was critical. Core AEs frankly aren’t that technical. If they have product questions, they’ll ask platform AEs, architects, or sales engineers first. If those groups aren't enabled before the core AEs, they can't help, which further erodes trust. ### Step three: Lead with honesty and humility Once we’d got those enablement sessions on the calendar, the question became what to actually say. What should our approach be? I’ll tell you what we didn’t do: walk all high and mighty, pretending everything was hunky dory. That attitude would have sabotaged our trust-building efforts completely. I remember one product manager crafting overly celebratory Slack messages about “being back and excited!” I said we gotta tone it down – we can celebrate later. Honesty and humility were key. ![](https://lh7-us.googleusercontent.com/Tqu4QAsyRESU4uENIhGFbu_n7Xq8Mjx5KDCRQTl0x4aBfSmy_jQR-PiRebugQizhogsNVRhGidxy35d6_gjDVrxYXlVV_2efLal5Dude_vmT94AP-HVSJUKvtUX-apQeJXE2GCnSp-dpLvrPMbgtDQXj_uE_VtY3oIMi32eu7zOtrcWdLa0JJ34) It was clear from my listening tours that we had to acknowledge what happened with Aladdin the first time around and show gratitude for our stakeholders’ patience. That acknowledgment and gratitude took just five or so minutes at the start of each enablement session. People understand that launches can fail despite our best efforts. They mainly wanted to hear: “We screwed up, we hear you, we’ll do better.” Next, we had to prove that product improvements had been made – not just by telling them but by showing actual log files of fixed bugs, performance data, and scale/capacity gains. Another key demand from my listening tour was “Don’t show pre-recorded demos. Demonstrate it live so we can be confident that this product actually works now.” So we did. In addition to that, we were very transparent with our product roadmap. This was vital because the lack of transparency had caused so many issues in previous launches. We’d tell sales folks about the features that were planned for the next release cycle, they’d tell the customers, and then right when the release cycle was about to go live, product leaders would say, “Oh, I’m sorry, we had to change it.” To rectify this, we made sure to set our future product roadmaps and releases in stone, providing some much-needed certainty. We also realized the importance of answering tough questions at the end of each session. The questions we received weren’t like, “How dare you?!” – they tended to be more technical. People wanted reassurance about the capabilities of the new and improved Aladdin. Last but not least, we made sure that our messaging matched up with reality – more on that in a sec. That, in a nutshell, is how we used our [enablement](https://www.gotomarketalliance.com/what-is-sales-enablement/) sessions to rebuild trust with our sales teams. We tracked our success through audience surveys, consistently scoring 4.7 and above out of five. We were thrilled with these results, but we didn’t take them for granted; after each session, I made sure to follow up with key salespeople to ensure we hadn't missed anything. ## A quick word on messaging Let's dive into the topic of [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/), a critical area I focused on when I joined the project. My first step was conducting a messaging and positioning audit, and boy, did I uncover some insights! The main issue with our initial launch was a mismatch between our messaging and the actual product. It's tempting to point fingers at the product engineers, but let's be real – we in product marketing played our part in the confusion, too. Here's what stood out to me: Firstly, our messaging was pretty outdated. It hadn’t been refreshed in two or three years. That wasn’t ideal; in a world where technology evolves rapidly, it’s wise to revisit your messaging at least once a year. Secondly, it was kind of generic. Sometimes, we marketers get carried away trying to sound sophisticated and end up with vague phrases like “real-time customer experiences” or "unlock employee productivity." Sounds cool, but what does it really mean? Our messaging was littered with this kind of language. Thirdly, accuracy was an issue. As I mentioned earlier, our product had some kinks, yet our messaging claimed it was fully functional. So, let's face it: our messaging was, well, a bit of a stretch from the truth. ![](https://lh7-us.googleusercontent.com/N1cKiGNtWr0hLVIkGhXuTxNUjbslAvKB_Olu0OxYd6tvYD0HkoDGctnQg8vYJpifBDxA6i-7zSEGo3jMn4HTm6DZ_VvGJi7DKTJtyb2vRPL_Nj7_qRxcqSC7dX7FZDJeNGIVlCjHx1F-WMMz3wXfhe6_2YWm_PwCGS4rxLBj5-P5PRmk48k3FyA) I realized that to rebuild trust with our sales teams and customers, we needed to align our messaging with the reality of our product. So, I decided to start from scratch, casting aside the existing frameworks left by the previous team. I dived into researching our product, the industry, and even our competitors’ messaging strategies. After completing my initial research, I compiled all my findings into a draft of our new messaging positioning document. Then, I spent the next month closely collaborating with the product team. My key question to them was simple yet crucial: "Is this accurate? Can our product really do what we're saying here?" Together, we meticulously refined each message, ensuring it accurately reflected our product's capabilities. The collaboration was fantastic, but we didn't stop there. After finalizing the first draft, I presented it to a select group of customers, including IT leaders and security buyers. Their feedback was invaluable, confirming that we were on target with relevant and resonant themes. This feedback boosted our confidence, assuring us that what we were about to launch was not only current and relevant but also accurate and honest. ![](https://lh7-us.googleusercontent.com/3LdZNHPygyqMn7HDLxDUd9Q4JX84Nr2fsz7t4YbOz_nVzQwkm_IhzzS9c18hyWm-E8WtzcW2SVR5sXEmlvScVNoO6mYwgTlL0RA_KsiagELGQx9zp_LG3RTpcTOTVJBrVOrkORpxbrNCYyvci2wnGy3IftIpIDMh1COk1YeRS0PycpK9OUq2qmA) The takeaway from this process is clear: if you're relaunching a product, particularly one that didn’t have the best start, it's critical to ensure every word in your marketing content aligns with the reality of what your product can deliver upon its general availability. We managed to do just that. Once we established this [messaging framework](https://www.gotomarketalliance.com/maximizing-the-impact-of-product-messaging-frameworks/), everything else fell into place. We seamlessly integrated this messaging across various platforms, from social media to external content and internal sales materials. In my view, creating a marketing launch bill of materials is the straightforward part. The real challenge lies in crafting relevant and honest messaging to ensure that whenever a customer interacts with your brand, they receive a consistent and truthful message, regardless of the channel. This is the essence of effective and trustworthy product marketing. ## Building momentum So, we've sparked some excitement and confidence in our product and nailed down the messaging. Now, let's talk about how we achieved our second major goal: building momentum. To borrow an analogy, people often put so much effort into planning their wedding day that they overlook what comes after. Similarly, as product marketers, we can get so caught up in planning for the GA day that we neglect to plan for [what happens post-launch](https://www.gotomarketalliance.com/how-to-ensure-product-launch-success-by-utilizing-the-post-launch-stage/). I didn't want our product to be a fleeting hit; I wanted it to be a top-of-mind choice for our customers and AEs for years to come. ![](https://lh7-us.googleusercontent.com/APTjnJ_d75deHItN6KTP7JbF4U14oeQTDF-Y3tuM_XX9N1CvxvieNZD3nO12LPeIkNYQniuq_GVL0oX3-jq-kbpH4XXKVtZgisN3xS5XftOqiRkUdNsu6ZhAZuInLpMmjnKiZOMVYBrfKduZP0fOxIIrwau-PiqXWV8Ksd3d0FUqraJcHT4fqmM) The challenge was figuring out how to scale our product relaunch to drive sustainable revenue. To this end, my focus returned to our core AEs. Remember, core AEs are the account owners; they sell all Salesforce products and decide which ones to pitch to each account. More importantly, they need to be convinced about what to sell. In a large organization like Salesforce, an AE has hundreds of products to choose from when presenting to a customer. Moreover, I had to consider the competition – not just external but also internal. With hundreds of other product marketers like myself trying to get their attention, convincing an AE to prioritize our product over others became crucial. It's about standing out in a crowded field and ensuring our product remains a priority for AEs amidst a sea of options. Navigating the challenge of reaching every core AE at Salesforce was no small feat. In the Americas region, we have various business units focusing on industries like healthcare, finance, retail, consumer goods, communications, media, technology, and more. Each of these units is further divided into segments like enterprise, commercial, small businesses, and general business. The dilemma I faced was that each unit had hundreds, maybe even thousands, of AEs. It was impossible to personally reach out to every single one. You might remember that we had those enablement sessions for the AEs. While they were effective, they only reached about 2 to 3% of the AE population. The big question was: how could I make our sales approach for this product scalable? ![](https://lh7-us.googleusercontent.com/l4H-WhGiwByk8qqoWSpQJOes3vmgz00Dh8OfsnJ92sNN5hQcm6iPQIWZ7u4LAEcHPKXFdFypS7JX2IhHksL90C1UA5xzJSzBPAeWUf-S90FTrD_gQgkOWPlHEAYyFag9xOei_4fqqPW6i6uU2uw8FOANJXnLpcSFQmaxeNEQ-TO9sOAXBnxcybw) That’s when I discovered a key role within our GTM operations: the sales program manager. These managers are the gatekeepers in each business unit, deciding which products their teams will focus on each quarter. They create sales plays and activations and guide their teams' focus. To get in front of the core AEs, I needed to convince these sales program managers that Aladdin was worth paying attention to. Working with sales folks is pretty straightforward – you just have to show them the money. Show them the revenue potential of your product. But I couldn't just tell them, “Sell our product. It'll make money.” I needed a compelling business case. This case included customer use cases, pricing models, value propositions compared to competitors, target customers, ideal customer criteria, and customer events for AEs to invite their customers to. I had to come fully prepared because these managers are sharp and well aware of any past controversies. ![](https://lh7-us.googleusercontent.com/_M8JfxJsxdfQ-d2tkzp8691qmXKeXWPkPNtpV7nwWmflwLJBEJ-HzQ8rvA7WSvjUi4_B6dVMFckk5yVNmYHzG56ayyKYKU3Z-hw3BfRsPk1cklgHMLWDZ1RYO0ucVhVCICTLoNvhySd7SN-7yzNEjXsqMPsfPgyHlx9VOrg-tmNP6obJmqQN5NU) One by one, I managed to persuade the sales program managers of this opportunity's potential. As my credibility grew with each manager, they began inviting me to their business unit activations. This allowed me to enable the salespeople in their organizations, educating them about the value of our product. ## So, what happened? Aladdin went into GA a few weeks ago, and let me tell you, the results were nothing short of impressive. In just the first week, we generated about $1 million in revenue and built a sales pipeline of about $70 million. This is huge! It clearly shows how much the salespeople have embraced the idea of selling Salesforce Aladdin. Even better, 80% of all the core AEs have incorporated it into their quarterly sales play strategy. This success wasn't just a stroke of luck. It was the result of actively listening to our stakeholders and deeply understanding Salesforce’s Go-to-Market model. **Here are some of the biggest lessons I learned from this experience:** 🤗 **Embrace the opportunity of a product relaunch**, especially if it's mired in controversy. It's a valuable learning experience. 👂 **Listen to those impacted by the earlier failed launch**. That gives you a clear roadmap for a successful relaunch. 🎩 **Leading with honesty and humility** is crucial. 👯 **Matching your messaging with the product reality** is vital. 🤝 Winning over the sales gatekeepers is a game-changer. They're the ones who can help you scale your impact significantly. So, whether you're gearing up for your first product launch or have a few under your belt and are looking for new insights, I hope you’ve found value in my story. Let me close by saying that product relaunches are challenging, but they're incredibly rewarding. Execute them well, and they can supercharge your career, taking you to new heights. It's a journey worth embarking on! ### From open to click: Email that captivates and converts URL: https://www.gotomarketalliance.com/email-that-captivates-and-converts/ Last updated: 2023-12-12T14:00:06.000Z *This article is based on Aidan’s brilliant interview on Go-to-Market Radio. Pop on your headphones and check it out in its full glory* [*here*](https://www.gotomarketalliance.com/podcast/boosting-your-email-conversion-rates-with-aidan-casey/)*! Since this was published, Aidan has taken a new role at ResMed.* With so many shiny new marketing channels available to us – from [TikTok](https://www.productmarketingalliance.com/tiktok-tactics-how-product-marketers-can-create-compelling-content/) to chatbots – it’s easy to overlook the power of a well-crafted email. However, [email marketing](https://www.productmarketingalliance.com/16-email-marketing-tools-for-product-marketers/) remains a critical channel. It continues delivering results, especially for D2C (direct-to-consumer) brands like mine with longer sales cycles. I'll admit I used to dismiss email marketing, pushing it off to anyone on my team who was willing to pick it up. But lately, I’ve completely shifted my perspective. The data shows that email boasts one of the highest conversion rates across platforms. It’s essential for an eCommerce company like Paintru, which sells custom paintings – a novel product that requires a lot of customer education. Email is a great channel for nurturing leads by answering questions and sharing inspiration for projects. Without this inspiration, customers may not know what kind of artwork they can commission. Because we have such a long buying cycle, we have to have all those brand touchpoints to drive home what we can do. That’s what makes email such an effective channel for us. Ultimately, email marketing remains a reliable old workhorse, continually delivering results. So, let’s dive into some tips and best practices to help you make the most of your email marketing. ## How to write emails that people want to read You can spend ages writing the world’s most compelling email copy, but if no one reads it, your efforts are wasted. So, here are five steps to craft emails that your customers won’t be able to resist opening. ### Step one: Grab readers’ attention with a great subject line With overloaded inboxes, getting recipients to open emails is the first hurdle. That’s where a strong subject line comes in. It’s just a tiny bit of text, but it can make or break your open rates. Poor subject lines doom emails, unopened, to the trash folder. My team laughs at me sometimes because I spend a lot of time on my subject lines, but we have a pretty good email open rate, so it's worthwhile. I take a conversational, upbeat tone in subject lines and emails, aligning with our [brand voice](https://www.productmarketingalliance.com/how-to-establish-brand-identity-with-tone-of-voice/) across all channels. Just last Thursday, I sent an email sharing customer reviews from the holidays. It had a subject line covered in stars – playful but still on-brand for us as an art company. ### Step two: Perfect your preview text The preview text is another amazing spot where you can tell people what the meat of that email is going to be. If we have a promotion going on, I typically use that preview text to ensure people know that there's a 15% off code inside – people see that right away. ### Step three: Craft compelling content When it comes to the content and format of emails, things can get tricky. Branded emails packed with pictures are super engaging, but some email providers block images. Since we spotlight visual artistry at Paintru, I gladly take that risk – I want to immerse readers in our creative world. Of course, emails can’t consist purely of pictures – there needs to be some content in there, too. As well as a big headline, I have text within the email, which has higher deliverability than having text as part of an image. I do all this with a simple drag-and-drop editor. The format I use ties into the intent and the purpose of our email program. I want to create something beautiful that people want to read. And if people aren't interested in seeing art, then they're welcome to unsubscribe – that ultimately strengthens our email list moving forward. ### Step four: Personalize prudently I send out a mix of branded marketing emails and some plain text direct outreach from our three founders. In those emails, I’ll use the customer’s name. We have about a 40% open rate on plain text emails, but it's really important not to abuse that; if we start sending plain text emails every week, the uniqueness factor will be lost. In those direct outreach emails, which only go to a super small segment, I address customers by their first names; in the branded marketing emails, I don’t. People are smart – they know that a marketing email is being broadcast to everyone, so it feels a little disingenuous to use their first names. ### Step five: Time your emails with care Understanding email-sending cadences also boosts open rates. Through testing, I've discovered the best response timing is 7:45-8:45 AM during the morning email sweep and again around noon when people check their personal accounts during their lunch breaks. I avoid sending them in the evening just because the likelihood of that email getting buried by other emails before the next morning is pretty high. ## Driving click-throughs with segmented CTAs Getting readers to click matters more than having them simply open or read emails. So, I carefully place calls-to-action (CTAs) for maximum response. I make sure at least one CTA appears above the email fold on desktop, roughly equivalent to one scroll down for mobile. With product highlight images, links would distract viewers from zooming in and checking out the details, so I don't connect those. But other images get linked since people often click pictures expecting to land on the site. Also, keep in mind that people tend to skim-read emails. When I’m putting together a long email, I include three or more CTAs to catch skimmers at different points. I also tailor CTAs through [segmentation](https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/),”, distinguishing purchasers from non-purchasers. Further segments like VIP/loyalty customers and abandoned carts allow me to better match messages to motivations. For people who haven’t yet made a purchase, I use CTAs like “Create your masterpiece,” “Get started on your first project,” or ” Upload your photo and match with an artist.” For repeat customers, I might say something along the lines of “Start your next masterpiece” or “ Get inspired for your next piece of artwork.” I want to make sure we're hitting our customers with the right message, and that's why email segmentation is so important. ## Speaking of segmentation… There are a lot of great email platforms out there that can help you make sure you’re sending the right emails to the right customers. It takes time, but it’s worth the effort. We developed a complex series of automations with segments like drifting customers, lost customers, VIPs, big spenders, and various purchase timing buckets. For instance, I avoid hitting people who just ordered with promotions. I'm not going to send someone a promotion if they just ordered a week ago – that's not a good customer experience. We use HubSpot. There's a tool on there to only send to your engaged contacts, which is really handy, but with some emails, I uncheck that box. I want to give those unengaged customers another opportunity to engage with us. Meanwhile, for emails sharing project inspiration or just something beautiful, I'll only send them to our engaged customers. That's a great way to boost our email credibility. ## Key email marketing metrics When it comes to [measuring the success of your email marketing](https://www.productmarketingalliance.com/email-marketing-mastery-unlocking-success-with-okrs-and-metrics/) efforts, open and click-through rates are important barometers. However, other metrics matter too. If I have a huge unsubscribe rate on certain emails, I have to step back and assess what type of content was included. Clearly, a large segment of people were not interested, so that needs to be taken into account moving forward. It’s vital to learn from those kinds of failures. I also pay close attention to the performance of our welcome email series. HubSpot has a feature that lets you set goals for your emails. In our case, if someone purchases, that goal is achieved, and they no longer need to receive welcome emails. I look at the percentage of goals met in each of those emails. For example, I threw in an email a couple of months ago that I thought was great, but it hasn’t resulted in any purchases. I’m accepting that this email isn’t as effective as other ones, so I need to replace it with something else. You have to put data over ego sometimes. ## Top tips to nail your email marketing Let’s wrap up with some tactical tips to boost your email open, click-through, and conversion rates. 👁️ **Get into the minds of your customers:** Get to know your subscribers and pay attention what makes them tick. Emails that intrigue and enrich stick around while generic blasts get deleted. 💎 **Polish your content:** Taking an extra five to ten minutes to quality check your email will save you so much heartache and stress. A tool like Grammarly will help you weed out typos, but not broken links, so make sure you check those too. **👍 Get feedback**: Make sure your entire team is signed up for your emails; they should be looking at them every single time. I welcome feedback from all my team members. If they don't love an email, they don't think the subject lines are great, or they think it could have been presented better, that open feedback is invaluable. I also encourage all my friends to sign up for our emails too. Because we're D2C, anyone in my network could be a potential customer. So, I'm forcing all my friends to sign up for our emails and let us know what they think. 👀 **Seek inspiration:** I get a lot of inspiration from other brands. Even if they're not relevant to my business, there's a wealth of knowledge just sitting in my promotions tab, so I look at my email inbox with my marketing hat on every single day. As an example, Grammarly sends about two emails a week with some really great language tips. If there's a platform improvement or a new feature, they send out an email. People don't know what's new unless you tell them, and email is an effective way to do that. ### How to build a GTM strategy: Steps, tools, and best practices URL: https://www.gotomarketalliance.com/ultimate-guide-to-building-a-gtm-strategy/ Last updated: 2024-02-26T09:00:02.000Z Launching a new product can feel a little daunting. How can you ensure you get your product offering to the right customers at the right time? That’s where a solid [Go-to-Market (GTM) strategy](https://www.gotomarketalliance.com/the-go-to-market-hub/) comes in. And guess what? We’re here to share a step-by-step framework for building one. We’ll cover everything from [identifying target customers](https://www.gotomarketalliance.com/market-segment-vs-target-market-whats-the-real-difference/) to [pricing models](https://www.gotomarketalliance.com/how-to-choose-the-best-pricing-strategy-for-your-go-to-market-launch/) to distribution. Plus, we’ll share some handy tools and best practices to help you build sustainable and scalable success. With this guide in your back pocket, you’ll be primed to launch your product to market and keep it there successfully. Let’s get into it. ## Hold up, what's a Go-to-Market strategy? A Go-to-Market strategy outlines how a company will introduce and sell a new product or service to its target customers. It covers everything from your [value proposition](https://www.gotomarketalliance.com/how-to-build-a-value-proposition-for-go-to-market/) to [pricing](https://www.gotomarketalliance.com/how-to-identify-a-suitable-pricing-strategy/), distribution, and marketing. For SaaS companies (as well as increasing numbers of consumer products), your GTM must align closely with the recurring revenue [subscription model](https://www.productmarketingalliance.com/how-to-scale-b2c-revenue-subscriptions/). That means acquiring customers cost-effectively, ensuring low churn through customer success practices, and continually monetizing through upsells and cross-sells. ### The importance of a solid GTM strategy in the world of SaaS GTM is particularly crucial in the [SaaS](https://www.gotomarketalliance.com/how-to-launch-a-saas-product-your-saas-go-to-market-strategy/) realm for a few key reasons: - **Fast-paced innovation:** With new competitors emerging constantly, you need to move quickly and achieve product-market fit before opportunities disappear. An agile, adaptable GTM strategy is essential. - **Short sales cycles:** In SaaS, buyers expect transparent pricing and the ability to sign up instantly through self-service options. Your GTM must enable frictionless sales. - **Low switching costs:** With customers able to easily jump between solutions, your GTM must focus on delivering extremely positive user experiences that drive loyalty. - **High customer lifetime value (LTV):** The subscription model means you can gain significant long-term value per customer – but first, you have to give customers a reason to stick with you by building customer success practices into your GTM. By considering these unique SaaS dynamics and challenges upfront, you can craft a customer-centric GTM strategy that fuels sustainable growth. ## Your step-by-step guide to building a GTM strategy So, are you ready to craft a winning strategy? Let's dive in with a step-by-step approach that covers all the essential elements. We'll explore a five-step framework that will help you nail down the perfect GTM plan. Here’s a taste of the five key steps: 1. Identify your target market and customer personas 2. Craft your value proposition and messaging 3. Choose the right channels 4. Nail your pricing and monetization strategies 5. Build a sales and distribution model When you follow this comprehensive framework, you’ll get the clarity you need to confidently launch your product. ### Step one: Identify your target market and personas Thoroughly researching your addressable market and defining your ideal [user and buyer personas](https://www.productmarketingalliance.com/how-to-improve-your-personas/) sets the stage for you to reach and resonate with your target audience. First, analyze your [total addressable market (TAM)](https://www.productmarketingalliance.com/total-addressable-market-why-its-important-and-how-to-calculate-it/) \- the revenue opportunity available to your offering. Evaluate factors like market size, growth rates, trends, competitive forces, segmentation strategies, and more using data from research reports and your own customer discovery interviews. This will help you realistically size opportunities and focus on lucrative, under-served segments. Next, divide your TAM into [personas](https://www.gotomarketalliance.com/the-go-to-market-buyer-persona-template/) \- semi-fictional representations of your ideal target groups. To create detailed personas, you can conduct surveys and interviews, and analyze demographic data to get insights into their motivations, behaviors, challenges, and defining characteristics. It's best to give your personas descriptive names and include key details such as their role, industry, company size, pain points, and value drivers. This will help you better understand and connect with your target audience. With clear personas mapped to your TAM, you can [develop customized messaging](https://www.productmarketingalliance.com/turbocharge-your-growth-with-segmentation/) and solutions for each lifecycle stage. It's important to think about how your product helps customers throughout their journey, from when they first hear about it to when they become card-carrying [advocates](https://www.customermarketingalliance.com/how-can-customer-advocacy-boost-your-business-success/). And don't forget to keep learning about your customers so you can improve their experience over time. Getting your target market and personas right from the start is the key to creating a GTM strategy tightly aligned with the customers you want to serve. It keeps you from wasting blood, sweat, tears, and budget on broad, untargeted activities that reach the wrong customers. ### Step two: Craft your value proposition and messaging With your personas in hand, it’s time to [craft a compelling value proposition](https://www.gotomarketalliance.com/your-ultimate-guide-to-creating-a-value-proposition/) that explains exactly how you solve each persona’s most pressing pains and needs. To do this, you’ll need to get clear on your positioning – how you’re different and better than alternatives. To launch a successful product, it's important to start by [understanding the struggles that your customers face](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/). One way to do this is by conducting value proposition interviews. By asking targeted questions, you can learn about the problems your customers have, the impact these issues have, how your product can address these issues, and where alternative solutions fall short. Next, define your core value proposition with a simple, credible statement addressing your persona’s situation, obstacles, and desired outcomes. Be sure to quantify the improvements your solution provides over existing options. And don't forget to refine your language until it strikes an emotional chord with your audience. Once you have your core value proposition, it's time to tailor your [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/) and [content](https://www.gotomarketalliance.com/content-led-go-to-market-a-case-study-with-gaston-tourn/) for every touchpoint. This means creating customized summaries for your website, sales conversations, ads, and all other interactions. Be sure to emphasize the areas where your differentiation really shines through. Keep in mind that this isn’t a one-and-done kind of job. As the market evolves, your messaging must keep up or get left behind. Test your content continuously with target users. Is it hitting the mark? Where do customers tune out or seem confused? You can then quickly pivot based on feedback. Remember: Value propositions should be external-facing and benefit-driven, not focused on product features. The most effective messaging clearly communicates your unique ability to help customers achieve progress and success. ### Step three: Choose the right channels With your core messaging locked and loaded, it's time to figure out which communication channels will enable you to reach your target audience. You might want to start with digital channels like search, social media, and display ads to create early interest. To build relationships with potential customers and establish your organization as a thought leader, why not lean into [content marketing](https://www.productmarketingalliance.com/how-to-acquire-users-through-content-marketing/) through blogs, guides, and webinars? You could also use chatbots or good old-fashioned telephone sales reps to connect with promising leads. As you weigh your options, consider the cost per lead, conversion rates, and, most importantly, where your target customers can usually be found. For instance, LinkedIn could be a great place to start if you’re looking to get your B2B solution into the hands of millennial buyers. If you’re targeting Gen Z with a consumer offering, get on TikTok. [Partnering with complementary solutions](https://www.gotomarketalliance.com/ecosystem-go-to-market-vs-partnership-go-to-market/) is another great way to expand your reach. Joint marketing can increase your visibility – plus, integrated products create a more seamless user experience. For example, many expense management tools partner with corporate card providers. And, of course, never underestimate the power of word-of-mouth! Delighted users talking about your business on social media and peer forums is the most persuasive kind of marketing you could ask for. You can even incentivize sharing through referral programs to speed up your growth. Lastly, it's important to continuously test and optimize your channel mix based on performance data. By focusing on the channels that work best for you, you’ll bring in more promising leads and grow your business faster. ### Step four: Nail your pricing and monetization strategies When it comes to making a purchase, [pricing](https://www.productmarketingalliance.com/how-to-calculate-the-perfect-product-selling-price/) can be a major factor in the decision-making process. Pricing strategies can vary depending on whether you're launching a consumer product or a B2B SaaS offering. Here are some options you might want to consider if you’re launching a SaaS product: - **Per-user pricing:** This has the benefit of being simple and scaling revenue as customers grow. Many collaborative tools like Slack use this model. - **Tiered capabilities:** This involves offering preset packages (for instance, basic, pro, and enterprise) with increasing levels of features and capabilities. The great thing about this model is that it allows for upsells to higher tiers. - **Usage-based:** In this model, you charge for customers’ actual usage or throughput. This model is popular among fintech and cloud infrastructure providers like Stripe and AWS. To make things easier for your customers, finding the right balance between value, affordability, and margins is important. Avoid overwhelming them with too many options or nickel-and-diming them with add-ons. Instead, consider offering discounts for annual contracts and special terms for influential customers. For SaaS offerings, retention and expansion are key. Be sure to continually highlight the ROI of your product through usage analytics, and consider testing smarter bundling or incentives to encourage customers to upgrade to higher price points. Whatever your product – SaaS or otherwise – here are some other key pricing strategies to consider – you can even use them in tandem with the pricing models above: - **Value-based pricing:** This is all about [pricing your product based on perceived value](https://www.gotomarketalliance.com/why-pricing-based-on-value-is-better-than-pricing-on-cost/). That is, what your customers think it's worth. To see it in action, look no further than the iPhone. - **Competitor-based pricing:** This strategy involves studying your competitors’ pricing models and setting your price accordingly. If you want to position your brand as a higher-end option, set your prices a little higher. Looking to be seen as a no-frills alternative? Go a little lower. - **Cost-plus pricing:** This one is based on the profit margin you’re looking to make. You simply calculate how much your product costs to produce, then add a certain percentage on top. Whether you’re selling SaaS or consumer products, it's important to be transparent about your pricing. Don't make customers jump through hoops to figure out how much something costs – and why not offer promotions or [bundles](https://www.productmarketingalliance.com/product-bundling-strategy/) to sweeten the deal? ### Step five: Build a sales and distribution model If you're looking to boost sales and reach more customers, it's important to tailor your sales and distribution methods to fit each customer segment. For smaller businesses or teams, self-service purchases are a great option. Offering free trials showcasing your product's value and making signup seamless will help make the process easy and enjoyable for your customers. Clear pricing and product documentation will also make buying a breeze. For mid-market customers, inside sales teams can be very effective. Having specialized reps respond quickly to inbound leads and nurturing promising leads through focused sales conversations will help you scale efficiently. This is a much better strategy than resorting to the dreaded cold calling. Meanwhile, enterprise deals often require a different approach. You'll need field sales reps who can develop deep client relationships over long sales cycles that span months. Another way to expand your reach is through distribution partnerships. Embedding your solution within a broader platform is a great way to increase your distribution with limited sales costs. Some great examples of this are the Shopify App Store and Salesforce AppExchange, which have propelled thousands of complementary integrations. ## Must-have GTM tools The wealth of software and tools available to modern GTM practitioners has the power to streamline your Go-to-Market processes so you can launch a product more smoothly than ever before. Let’s take a look at some of the core tools you’ll need. ### CRM and sales automation tools [Customer relationship management (CRM)](https://www.productmarketingalliance.com/how-to-drive-effective-b2c-product-launches-with-crm-insights/) platforms like Salesforce and HubSpot help you centralize all your prospect and client data in one place. This way, you can nurture relationships with them throughout their entire lifecycle. Here's where it gets even better: you can feed insights from your marketing, sales, and service interactions into the platform to create an integrated profile. This means you can personalize your interactions with them at scale. Sales automation tools can also be integrated with a CRM platform to boost your productivity. For instance, email tracking can help you qualify leads in real-time by following up on engagement. You can even integrate with email clients like Gmail. These platforms even offer chatbots to instantly address visitor questions and surface sales opportunities. Contract automation tools like DocuSign and Juro can also standardize document handling, making things even smoother. And when you use CRM, sales automation, and contract automation tools together, you can move buyers smoothly through the sales pipeline. While the technology handles traditionally time-consuming tasks like sending out contracts, you have time to focus on what matters: your customers. Finally, integrations with sales and contract tools can capture all your interactions and record them in CRM profiles. Over time, this enriches the quality of your data, helping you build a more complete picture of your prospects and customers, so you can continue refining your offering to meet their needs. ### Marketing and analytics tools Marketing automation can help you nurture leads with personalized messaging. It's a great way to engage with potential customers on a larger scale. You can use tools like Mailchimp, Constant Contact, and Brevo to create email campaigns, conduct [A/B testing](https://www.productmarketingalliance.com/how-to-choose-the-right-kpis-for-your-a-b-tests/), score leads, and track marketing analytics. But that's not all! Marketing analytics can provide you with valuable insights and data. With tools like Google Analytics, you can see your traffic sources, highest-value landing pages, and conversion bottlenecks. And if you’re looking to get to know your customers even better (and you should be!), you can also collect first-party data on their interests and behaviors with survey tools like SurveyMonkey or Typeform. Using session recording and heat mapping tools like Hotjar and Fullstory, you can even see how your visitors interact with your website. That way, you’ll see what’s working and what’s not and optimize accordingly. If this all sounds like a lot to keep track of, don’t worry – you can also check out all your key metrics at a glance with marketing analytics dashboards from the likes of Klipfolio and Looker. Using these technologies, you can reach more people and get the feedback you need to optimize. You can also test different messaging styles, offers, and outreach channels to see which ones work best for each customer persona. With analytics, your teams can better understand how each customer uses your product. This intelligence can help[ customer success managers (CSMs) guide customers towards adopting new solutions](https://www.gotomarketalliance.com/5-ways-csms-can-drive-product-adoption/) and solving more business issues over time. ### Customer success tools Speaking of customer success, this function is crucial for driving recurring revenue growth by maximizing renewal rates and minimizing [churn](https://www.gotomarketalliance.com/what-is-customer-churn-how-to-calculate-and-fix-it/). Working hand-in-hand with sales, CSMs ensure customers are fully adopting your product and continuing to expand their usage and fall in love with your product – and when you have a happy and successful customer, they’re more likely to stick around for the long run. So, here are some [customer success tools](https://www.gotomarketalliance.com/its-time-to-level-up-you-customer-success-software/) to help your CSMs drive tangible results for your organization: - Usage analytics tools like Mixpanel and Pendo are useful for your product teams and provide visibility for CSMs, allowing them to identify struggling customers and address roadblocks. Plus, they can reveal unused features to upsell. - Customer health scoring platforms like ChurnZero use advanced metrics to detect subtle signals predicting churn risk. This allows early actions to get struggling customers back on track. - Customer engagement tools like Totango and Planhat track usage behaviors and trigger messages nudging inactive users to re-engage. Some offer in-app triggers like educational content or prompts driving adoption. - Customer surveys can be used to collect Net Promoter Scores (NPS) and customer satisfaction feedback on the user experience. This highlights what’s going well and what could be improved. Tools like Qualtrics and GetFeedback allow you to easily create these surveys and analyze the data they generate. - Self-service support sites efficiently handle basic questions, freeing teams for high-impact account management. Used in tandem, these technologies help scale the personal high-touch experiences that customer success teams drive. By proactively guiding customers to realize more value, they also organically grow recurring revenues over time. ## GTM best practices Beyond tools and tactical execution, overarching [best practices](https://gotomarketalliance.com/go-to-market-best-practice-and-strategy-tales-from-the-greats/) will set your product launch up for ongoing success. Let’s explore a few of these best practices, focusing on… - Market alignment, - Agility and adaptation, and - Cross-functional collaboration. ### Market alignment If you want your Go-to-Market strategy to be successful, you need to focus on your customers' needs. As the market evolves, you, too, need to evolve alongside it, keeping up with changing customer preferences and market landscapes. To set your roadmap, it's important to conduct primary research with your customers, rather than just prioritizing internal goals. You should regularly interview prospects, customers, and former clients who switched to your competitors. Ask them open-ended questions to discover their needs and how the market is shifting. Analyzing your [win/loss](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) ratios is also important, as it can help you identify weaknesses and understand why would-be customers choose other options. You can use these findings to fine-tune your approach to better fit [customer needs](https://www.gotomarketalliance.com/what-are-customer-needs-5-steps-to-meet-them/). Lastly, it's important to keep up with market trends by attending conferences, reading research reports, monitoring your peers, and consulting with experts. While you don't need to reinvent your plans every week, it's important to evaluate any important shifts in the market that may require a quick pivot to optimize your [product-market fit](https://www.productmarketingalliance.com/everything-you-need-to-know-about-product-market-fit/). In short, by aligning your strategy with the needs of your customers, you can deliver the solutions they need right now and stay ahead of the competition. ### Agility and adaptation In dynamic markets, rigid approaches to pricing, distribution, messaging, and marketing can quickly grow stale. That's why it's important to stay agile and be ready to pivot based on feedback and results. To do this, it's essential to define [key performance indicators (KPIs)](https://www.gotomarketalliance.com/how-to-measure-the-success-of-your-product-launch/) for each initiative and monitor them constantly. If you notice that, say, your [email marketing strategy](https://www.productmarketingalliance.com/email-marketing-mastery-unlocking-success-with-okrs-and-metrics/) has been consistently failing to drive conversions, it's time to change your approach. You've also got to be willing to try out new channels, partnerships, pricing models, and messaging. Start with minimum viable campaigns and set clear KPIs to measure their success. As you scale the campaigns that are getting traction, be sure to quickly shift or sunset any ineffective ones. Finally, build a culture that embraces informed experimentation and adaptation. This will allow you to easily shift resources towards initiatives that are most optimized for the current market conditions. ## Cross-functional collaboration And, of course, what would an article on GTM be without a quick shout-out to our old pal, [cross-functional collaboration](https://www.gotomarketalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/)? Taking a product to market is an inherently cross-functional effort – you need everybody from sales to marketing, customer success to product, product marketing, and more marching to the beat of the drum. One way to make this happen is by sharing KPI dashboards that cover all the [important metrics](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/), from traffic and leads to customer retention. This will help everyone stay on the same page and work towards the same objectives. It's also a good idea to involve all teams in the planning process so that everyone has a say. This way, you'll be able to align your efforts better and create a more cohesive customer experience. Of course, it's important to nurture relationships between team members, too. Open communication channels like Slack and informal get-togethers, whether online or in person, can go a long way in building trust and empathy between teams. ## Onwards to GTM success! By following the framework we've laid out, you're setting yourself up for some serious success. This approach isn't just about launching a product; it's about understanding your market inside out, connecting with your customers, and adapting to meet their needs. With customer obsession at the core of your strategy, you’ll craft cohesive experiences that attract and delight the perfect users to fulfill their evolving needs over time. That’s how category-leading brands are built. ## Want to connect with other GTM pros? In our efforts to bring you the latest and greatest in GTM, we've got a new event lined up. [#GTM24 Los Angeles ](https://events.gotomarketalliance.com/location/losangeles)is your best bet to accelerate your success with insights and best practices from top GTM leaders. Sign up now for two days packed with actionable tips, expert advice, and networking opportunities to learn from the industry's best. ### The AI for Go-to-Market Playbook URL: https://www.gotomarketalliance.com/the-ai-for-go-to-market-playbook-2/ Last updated: 2024-07-18T16:28:29.000Z AI has seeped into virtually every industry, quickly becoming a standard for those looking to adapt to or innovate new working modes. Whether you’re at early-stage adoption or you’ve already implemented AI tools into your workflow, our newest playbook explores the impact of AI in Go-to-Market motions. From streamlining processes to enhancing human creativity, there are several ways in which new tools have facilitated our day-to-day work. But what exactly does AI mean for the future of GTM? Through discussions with industry leaders and what they think automated tools will bring to the GTM space, we've created a comprehensive guide to help future GTMs embrace change and discover new ways of engaging with AI. Download your copy and see what some of our amazing contributors had to say. 🚀 ## **What you can expect** Some of our playbook's main topics tackle today's most trending discussions around AI, from ethical considerations to responsible use. Our contributors also share their unique insights on the following topics: - The benefits and pitfalls of AI, - How to enable teams to adopt AI tools, - Why GTM could benefit from more automated processes, - And potential challenges at the time of AI tool adoption. Unlock this expert-level advice by downloading our playbook.👇 [ Download your free copy ](https://share-eu1.hsforms.com/1jnlF4u0yT0GHEy0f8pxe-Q2b1vun) ## A special thank you to our sponsor and contributors Derek Osgood, *Founder & CEO of Ignition* Jonathan Kvarfordt, *Founder at GTM AI Academy, Head of GTM Revenue Enablement and Product Marketing at Simetrik* Simone Silva-Lysko, *Go-to-Market Manager at MINICLIP* Anne Hunter, *Senior Vice President (B2B Products and Go-to-Market) at Ipsos* Zohe Mustafa, *Fractional CMO / CTO / CGO, Founder at Hakka* Aleksandr Seygarov, *Product Marketing Manager at Space307* Brian Grogan, *MSW, MBA, Principal GTM Operations at HUMAN* Darren Fanton, *CEO at Screenspace* TJ Ross, *Chief Product Officer at Betterpool* Vinesha Frey, *Director of Product at StoneEagle* With your invaluable insights, we've created a playbook that will hopefully inform and inspire our wonderful GTM community to learn more about AI and how it can enhance (but never replace!) human ingenuity. [ Get yours now ](https://share-eu1.hsforms.com/1jnlF4u0yT0GHEy0f8pxe-Q2b1vun) ## Join our community Have something you'd like to share with us? We're always looking to expand our ever-growing community of GTM experts! Whether you're looking to [contribute](https://www.gotomarketalliance.com/create-and-contribute/) to our community and content or want to join a space for GTM professionals, our [Slack channel](https://www.gotomarketalliance.com/join-the-gtm-slack-community/) is the best place to stay up-to-date with trending topics, GTM discussions, and more. ### Product launch metrics you can't ignore URL: https://www.gotomarketalliance.com/product-launch-metrics-you-cant-ignore/ Last updated: 2023-12-05T13:39:39.000Z As a product marketer, I believe that we play a vital role in the success of a [product launch](https://www.gotomarketalliance.com/product-launch-and-land-answering-the-what-why-when-and-how/). As the launch champion, we are responsible for bringing together [cross-functional teams](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/) and ensuring everyone is aligned on [key metrics](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/) and goals. Without clear metrics and goals, it can be difficult to determine the success of a product launch. In this blog post, I’ll cover: - When and how to align on metrics and teams, - The most important metrics to track for a product launch, and - A post-mortem and metrics analysis using the Start, Stop, and, Continue framework. ## When and how to align product launch metrics and teams for success As a product marketer, I always make sure to align everyone involved in a product launch on the key metrics that will be used to measure its success. This involves bringing together stakeholders from product, marketing, sales, and customer support to define and agree on the most important metrics. I usually do this during the Go-to-Market (GTM) kick-off meeting with key cross-functional partners, and it's a part of my GTM brief document. It's crucial to establish clear ownership for each metric to ensure that everyone knows who is responsible for tracking and analyzing the data. Ideally, metrics and team alignment should be done early on in the product development process. ## Key product launch metrics you *need* to track Based on my experience, every product launch is unique, and even if you're relaunching a product in a new market, the lessons learned from the previous launch can help you refine your strategy. To simplify the process, I suggest dividing metrics into six categories and prioritizing the most impactful ones in each category: ### Business metrics **Short-term goals:** - Awareness and initial adoption - \# users sign-ups --> conversion - \# of active users - \# of paying customers or subscriptions **Long-term goals:** - Adoption, Retention & Revenue - ARR (Annual recurring revenue) - The average revenue per user(APRU) - The lifetime value of the customer (LTV) These metrics can be co-owned by different teams like sales, product management, and product marketing. ### Product-Market fit This involves measuring the product's ability to meet [customer needs](https://www.gotomarketalliance.com/what-are-customer-needs-5-steps-to-meet-them/) and expectations. There are a few ways to establish Product-Market fit, including the method suggested by **Sean Ellis**. Sean Ellis is a well-known entrepreneur and marketer who created a popular method for measuring Product-Market fit. His method involves asking a single question to a group of users who have recently adopted the product: Q: "How would you feel if you could no longer use \[product name\]?" The respondents can choose from the following options: - Very disappointed - Somewhat disappointed - Not disappointed (it isn't that useful) - N/A - I no longer use \[product name\] According to Sean Ellis, **if at least 40% of users respond with "very disappointed," it strongly indicates Product-Market fit.** If the percentage is lower, it indicates that the product may need further improvements to better align with the needs and expectations of the target market. (PS: you can still launch if it’s 30% and keep improving the product) - Analyzing cohort [retention rate](https://www.gotomarketalliance.com/how-to-calculate-your-customer-retention-rate-and-increase-it/) - Customer Satisfaction (CSAT) Product marketing can own CSAT, while the rest can be co-owned between product management and product marketing. ### Product performance metrics These metrics vary from product to product and include: - [Churn rate](https://www.gotomarketalliance.com/what-is-customer-churn-how-to-calculate-and-fix-it/) - App crashes, load times, latency, etc. Product performance metrics are owned by product management. ### Funnel metrics Funnel metrics provide an understanding of the customer journey and where users drop off: - Metrics such as conversion rates at each funnel stage - Funnel metrics example for self-serve advertising (ad) product 1) Marketing-qualified leads generated 2) # of users visiting the portal 3) # of users clicking on “create an ad” 4) # of users successfully publishing an ad” 5) # of users publishing a second ad Product marketing can own TOFU (Top of the funnel), while the rest can be co-owned between product management and product marketing. ### Channel metrics Channel-wise engagement metrics for each channel (blogs, websites, social, etc.) include: - MQLs (marketing qualified leads), Open rates, views, CTR - Engagement metrics - shares, comments, sentiment scores These can be owned by the marketing team. Product marketing can co-own a few of them if they're driving message testing across channels. ### Research metrics What are the open questions pre-launch and post-launch? These include: 1) Pricing 2) Naming 3) Concept test etc. You also need to ask yourself what needs to be tested. Research metrics are typically owned by URX/ Research/ product marketing (depending on company resources) However, product marketing should come up with the research questions. ## 'Start, Stop, Continue' framework for post-mortem metrics evaluation After the product has launched and metrics have been tracked, it's important to conduct a post-mortem analysis with key stakeholders to evaluate the success of the launch for each of the metrics defined earlier. To do this, I've used the 'Start, Stop, Continue' framework for each metric category. I’d also align on ownership using DACI (Driver, Approver, Contributor, and Informed) for each of the metrics. **✅ Start:** What we need to start doing differently to move the needle on metrics. **🛑 Stop:** Discontinue any activities or strategies that didn't work, such as underperforming channels, ineffective messaging, or unnecessary features. **👍 Continue:** Recognize and double down on successful strategies and activities. ## In summary Launching a new product can be both exciting and daunting. However, by championing the alignment of metrics, evaluating results, and learning from successes and failures, the chances of a successful launch increase substantially. I always remind myself and my team to keep measuring, adjusting, and scaling our efforts. With the right approach, we can take our product launch from good to great and achieve the success we aim for. ### How competitive intelligence can improve your Go-to-Market strategy URL: https://www.gotomarketalliance.com/how-competitive-intelligence-can-improve-your-go-to-market-strategy/ Last updated: 2024-02-01T11:18:11.000Z If the four main branches of Go-to-Market strategy are product, marketing, [sales enablement](https://www.gotomarketalliance.com/what-is-sales-enablement/) and [customer success](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/), then [competitive intelligence](https://www.gotomarketalliance.com/what-is-competitive-intelligence-in-marketing/) is a supporting arm with the potential to benefit each. Competitive intelligence (CI) is the process of identifying your competitors, monitoring them and gathering data to inform your business strategies. As in, CI allows you to think strategically about where your competitors are compared to you, and helps you identify opportunities to beat them. You can also gain valuable insights about what buyers want, why they’d choose you, *and* why they wouldn’t. So, what does CI mean for GTM? Well, if you use your competitive edge in your [Go-to-Market strategy](https://www.gotomarketalliance.com/the-go-to-market-hub/), you can improve the success of your launches, win more deals, and retain more customers. The bottom line is that competitive intelligence is an essential tool for modern companies if they want to compete for market share. The market is far too saturated to depend on having a completely original product or blindly loyal customers. If you want to win, you have to compete *intelligently*. It’s time to step up to the plate. ## What is competitive intelligence? As stated before, competitive intelligence refers to all the quantifiable ways to assess and analyze competitor and customer data to understand your organization’s competitive advantage better. What does competitive intelligence do? Where Go-to-Market is concerned, that means using competitive intelligence to give you an edge every time you launch a new product. From informing your product design to guiding your messaging and enabling sales, competitive intelligence can improve your Go-to-Market strategy at every stage. It can be easy to mistake competitive intelligence’s primary function as monitoring competitors, and that’s certainly a big part of what’s involved day-to-day. But the best competitive intelligence programs are actually [customer-driven](https://www.gotomarketalliance.com/customer-led-growth-the-key-to-long-term-success/). Finding out what makes customers buy and what you can do to convince them to say yes more often is the heart of a successful competitive intelligence strategy. After all, knowing everything you can about a competitor has limited value if you can’t link it back to what that means for a buyer. ## **What does competitive intelligence do?** Competitive intelligence has many purposes. These five are the most important for Go-to-Market: ### **Align your business** It’s easy to be demoralized by a strong competitor. It's equally easy to be dismissive of a new entry to the market if you’ve held your market share for a long time. Rather than landing at either of these extremes, competitive intelligence allows your stakeholders to acknowledge competition and respond to it without being overwhelmed. Competitive intelligence can also help improve collaboration between the teams working on your Go-to-Market strategy. That’s because making sure everyone understands the results of your competitive intelligence program is good for morale and good for your business strategy. It’s a win-win! In terms of GTM, this is just one more way to get everyone on the same page. Competitive intelligence allows teams and individuals to understand the business's overall goals better, what they need to do to surpass competitors, and work together to make sure that happens. Essentially, you’re rallying everyone around a common goal, which makes it far more accessible for people to work together. ### **Inform product development** Competitive intelligence enables you to learn what the market wants. If customers are consistently choosing other products over yours, it’s probably because competitors are ticking a few boxes. With competitive intelligence, you can find out what you’re missing and make sure you include it in future products. You can also discover what buyers want before your competitors, giving you the chance to get ahead of the game. You can also use competitive intelligence to uncover new opportunities in markets you haven’t previously considered. Using a [competitive landscape analysis](https://www.gotomarketalliance.com/how-to-perform-a-competitive-landscape-analysis-in-5-easy-steps/) or **SWOT** analysis, you can identify new opportunities and pivot the direction of your product development accordingly. ### **Develop** [**positioning**](https://www.gotomarketalliance.com/what-is-market-positioning/) **and** [**messaging**](https://www.gotomarketalliance.com/what-is-product-messaging/) Using competitive intelligence, you can find out what your current buyers and prospects care about, what they’re looking for, and what resonates with them. With this information, you can create a positioning and messaging strategy that speaks directly to your audience, one you know will reel them in and establish a connection with your brand. Rather than guessing what the right thing to say is, you’ll know exactly what your ideal customers want to hear. With that intel in your back pocket, you can deliver positioning and messaging that’s almost guaranteed to drive a win. Positioning and messaging are a cornerstone of a successful Go-to-Market strategy. With competitive intelligence, you can be confident that they’ll be an asset to your GTM rather than a wildcard. ### **Enable sales to win more leads** This is one of the leading functions of competitive intelligence, second only to being customer driven and knowing as much about your buyers as possible. [Using competitive intelligence for enablement](https://www.competitiveintelligencealliance.io/competitive-sales-enablement-guide/?ref=gotomarketalliance.com) has a huge ROI, as it’s relatively cheap to carry out and can have a big impact on your win rates. With competitive intelligence, you can produce assets like battlecards and whitepapers which allow your sales reps to know exactly what customers need to hear to choose you over a competitor. Your CI team can also collect and translate data into digestible information that sales reps can have on hand to win over leads. Whether it's the [pain point](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/) you can resolve when a competitor can’t or knowing which communication channel a prospect is most receptive to, arming your sales team with this info is an easy way to give them an edge when they go head-to-head with your competitors. ### **Create a sustained competitive advantage** It’s not enough to be beating out competitors on a case-by-case basis. If you try to, you’ll always be playing catch-up. It’s important to know where you have an advantage, where you’re neck and neck with a competitor, and where they’ve got you beat. This allows you to maneuver tactically. Is a competitor about to roll out a feature update that brings them up to your level? Roll out a better one and stay ahead. Want an advantage over a competitor shrinking? Identify why you’re not staying ahead and course correct. You don’t want to leave making adjustments til the last minute or wait for a competitor to get ahead of you before you act. Keeping tabs on what’s going on in the market gives you plenty of warning if you need to speed up your product cycle, reaffirm your relationships with existing customers so they don’t defect, or switch up your offering. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/04/GTM_Motions_Playbook_2023_CTA_-2.png)](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) ## What does a competitive intelligence strategy look like? Competitive intelligence might sound complicated, but it’s actually quite straightforward once you get the hang of it. There are four main steps to the process: ### **Data collection** For many, this might be the most daunting stage. How do you gather info on your competitors? There are many ways to go about this, and you can even start within your own company. Your customer-facing teams, like sales and customer success, will already have data you can pull from. They speak to customers and prospects all the time, and they’ll know which pain points come up the most, what customers enjoy about current products, and which companies you’re currently competing against. When you’ve got everything you can from internal teams, it’s time to look outside the business. Scrutinize competitor websites and take their free trials if they offer them. Anything you can do to get an insight into what they do well or where they could improve. When you’ve exhausted these avenues, one of the best ways to collect data is to use competitive intelligence software to find out information for you. ### **Data analysis** At this stage, you need to extract the key information from your research and contextualize it. Use your research to organize competitors into groups based on the level of threat they pose and how viable it is for you to gain market share. Some businesses group competitors as primary, secondary and tertiary, but what really matters is that the information makes sense and is actionable for you and your colleagues. This stage isn’t just about the information you collect, but about the advice you can provide based on the results. Use the data to build actionable steps for your Go-to-Market stakeholders to follow in their own roles. Competitive intelligence experts must be confident in their ability to offer a point of view on key findings, but it’s equally important that other teams are willing to take these opinions on and implement them in their own work, or your competitive intelligence will go to waste. ### **Share your findings** Now you’ve got your analysis together, it’s time to share your results with your company. As we’ve discussed, every step in the Go-to-Market process can benefit from competitive intel, so that information needs to be passed on to the people who can use it. It might be that you hold an onboarding meeting with your stakeholders or your Go-to-Market tiger team, or you create a single source of truth for competitive intelligence that stakeholders can refer to. A competitive intelligence Slack or Teams channel can work well for this. Through whichever method of communication you find most effective in your company, make sure the message gets out. ### **Create competitive intelligence assets and execute your strategy** You’ve shared the information with your teams, but now you want to ensure it’s utilized. This is where assets like whitepapers or battlecards come in. Use deliverables like these to help other teams understand how they can use your research and implement it into their own work. Competitive intelligence can then be used to improve your product, marketing, sales and success strategies. ## Types of competitive intelligence analysis We’ve mentioned a few different analysis methods that are popular with competitive intelligence experts. Let’s break them down, so you can use them in your own work. ### **SWOT analysis** SWOT stands for Strengths, Weaknesses, Opportunities and Threats. These are lenses through which to carry out your competitive analysis. Essentially, you’re trying to find out your competitor’s strengths and weaknesses, where you can beat them, and where they threaten your market share and sales success. With a [SWOT analysis](https://www.competitiveintelligencealliance.io/major-elements-of-swot-analysis/?ref=gotomarketalliance.com), you can monitor the market to look out for new competitors that might pop up, and make sure you have a good grasp on the state of the market when you’re preparing for product launches. A SWOT analysis can be broken down into five simple steps: 1. Pinpoint your competitor. 2. Gather data about them, from them (i.e. from their website, social media, free trials, etc). 3. Gather information about how the market views you and your competitor. 4. Organize this information using the SWOT framework. 5. Make a plan. Let’s dive a little deeper into point four, as it’s really the meat of this strategy. You want to take everything you learn about the competitor and organize each piece of intel based on whether it constitutes a strength, a weakness, an opportunity, or a threat. From there, you can plan actionable steps to counter the strengths of your competitor, capitalize on their weaknesses, take advantage of opportunities and shore up your defenses. SWOT analysis can also be used as part of a competitive landscape analysis. Find out more about SWOT analysis here: [How to Do a Competitor SWOT Analysis in 5 Easy StepsA competitor SWOT analysis is all about understanding your competitor. But how do you conduct one to help you identify opportunities in the market, raise awareness of potential threats, and construct a solid strategic plan? In this article, we show you how.![](https://www.competitiveintelligencealliance.io/content/images/size/w256h256/2022/05/CIA-favicon.png)Competitive Intelligence AllianceAlex Walton![](https://www.competitiveintelligencealliance.io/content/images/2023/04/toa-heftiba-9n_tf0_YANE-unsplash.jpg)](https://www.competitiveintelligencealliance.io/competitor-swot-analysis/) ### Competitive landscape analysis Our friends over at Competitive Intelligence Alliance define it as: *‘An analysis of your entire competitive environment to give you a comprehensive overview of your industry’.* The point of this is to understand who your competitors are, how they position themselves in the market and what their strengths and weaknesses are. With insights into your competitors strategies, as well as the broader state of the market, you can position yourself more tactically. Plus, it gives you an edge in a rapidly changing marketplace. Rather than playing catch-up, you can stay one step ahead. There are five steps to a competitive landscape analysis: 1. **Research what customers want** You can do this using primary qualitative research like customer surveys, focus groups and interviews. **2\. Identify your competitors** Establish who your competitors are, and organize them based on how much of a threat they are versus how valuable winning a deal from them would be. **3\. Find out what competitors offer** You need to understand how your competitors see their own products, what they think their strengths are and the problems they claim to be solving. You can then think tactically about how you appeal and position yourself to customers. **4\. Find out how well competitors are meeting customer needs** Your customer research will also be helpful at this stage. Understand how well your competitors are solving problems and look for opportunities where they’re falling short to sway customers over to you. **5\. Communicate this to your business.** You can then share all this key intel with your teams, so they can use the information to implement a more effective and competitive Go-to-Market strategy. A competitive landscape analysis aims to ensure you have a broad, yet detailed, picture of the market you’re selling in. Without this, you go into launches and sales cycles effectively blind. ## Why competitive intelligence? Hopefully, by this stage, the answer to this seems fairly obvious. Competitive intelligence allows you to deliver an informed and competitive Go-to-Market strategy that’s customer-driven and precise. No more guesswork, no more unpredictable launches. You can use competitive intelligence to pinpoint exactly what you need to do to win a sale, retain a customer or succeed in a new market. More importantly, your competitors will be paying attention to you, especially new and emerging ones. If you don’t return the favor, it’ll be all too easy for them to creep up on you and steal from your market share. ## Want to learn from GTM pros? In our efforts to bring you the latest and greatest in GTM, we've got a new event lined up. [#GTM24 Los Angeles ](https://events.gotomarketalliance.com/location/losangeles)is your best bet to accelerate your success with insights and best practices from top GTM leaders. Sign up now for two days packed with actionable tips, expert advice, and networking opportunities to learn from the industry's best. ### How can sales enablement improve your Go-to-Market strategy? URL: https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/ Last updated: 2026-01-08T11:55:41.000Z [Sales enablement](https://www.gotomarketalliance.com/what-is-sales-enablement/) is a relatively new function in B2B businesses. Often associated with onboarding, multifaceted sales enablement teams also support sales kick-offs, content creation and cross-functional collaboration. SE is also focused on supporting the sales teams by equipping them with all the necessary resources and processes to better engage with customers and buyers throughout their unique journey. Since your GTM plans depend on a [cross-collaborative team](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/), it’s no wonder why SE holds a lot of potential for your [Go-to-Market strategy](https://www.gotomarketalliance.com/everything-you-need-to-know-about-go-to-market-strategies/). In fact, with an SE team, you can: - Improve the customer journey. - Refine your sales strategy. - Upskill your sales reps. Let's explore each topic in more detail and see why and how enablement teams can really help your GTM growth and performance. [Why sales enablement is the key to sustainable revenue growthDuring our fantastic Sales Enablement Festival in October 2021, Georgia Watson, Enablement & Skills Transformation Lead at IBM, led a panel discussion all about why sales enablement is the key to sustainable revenue growth.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyDaniel O’Dowd![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/09/salesenablementgrowth.jpg)](https://www.gotomarketalliance.com/why-sales-enablement-is-the-key-to-sustainable-revenue-growth/) ## Improve the customer journey The customer journey starts much earlier than you think, so consistency is really important. From the first time your customers encounter your product, their unique journey with your brand has begun. And you want that journey to be delivered consistently and reliably throughout. Your sales enablement teams, for example, can help you at every point of your strategy: - By training sales reps on the product, positioning, and [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/) strategies that have been going on in the lead up to their role with the customer. Reps can then deliver a sales strategy consistent with what’s gone before, pushing customers further down the sales funnel. - By fine-tuning your marketing and sales strategies, which should communicate a strong and concise message that leaves your customer feeling like they understand your brand. If you send mixed messages, customers may be unsure about what you’re offering and if you’ll actually deliver on what you’re offering. Build trust with your customers through clear and consistent messaging. - Sales enablement can similarly build processes into the sales strategy to pass information gained during the sales stage onto [customer success](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/). Your CS team will then be able to deliver a unique onboarding strategy for your customers which addresses pain points or concerns they raised at the sales stage. It’s important to remember that knowledge is power. Every frontline team is positioned to collect more knowledge about your customer, and you can use that information to improve brand experience. The better your customer’s experience is, the more likely they are to continue buying your products *and* advocate your brand to others. [How to get sales excited about your product launchSales people are crucial for Go-to-Market success. You can put hours upon hours into nailing your product’s positioning and messaging, but the reality is all that hard work can be undone in a matter of minutes if it’s not understood and acted on by your sales teams.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/08/salesproductlaunch.jpg)](https://www.gotomarketalliance.com/how-to-get-salespeople-excited-about-your-launch/) ## Refine your sales strategy Sales enablement takes the guesswork out of building a successful sales strategy. Your SE team tracks and measures key [sales metrics](https://www.gotomarketalliance.com/sales-metrics-for-sales-enablement-explained/) to identify where your sales strategy is working and where you’re missing opportunities. Some of the metrics SE keeps an eye on are: ### Conversion rate Your conversion rate is the percentage of leads that convert to sales, which can be measured at every stage in your sales process. Take for example, how if at stage one in the sales journey you’re converting 60% of leads but at stage three you’re only converting 15%, there’s likely something going wrong at the third stage. Sales enablement experts can identify where in the sales process you're losing out and make adjustments to get your conversion rates as high as possible. ### Time to productivity Time to productivity is how long it takes to train reps and get them to total productivity. The faster you get sales reps trained up and out there selling, the sooner they’ll start bringing in revenue and hitting targets. The more efficiently you train reps, the more revenue you make. Plus, this has the added bonus of improving job satisfaction, reducing employee turnover, and getting better performance out of reps. If you train new reps properly, and they can feel enabled and supported to do their job, they’re more likely to continue working for you. This saves you the cost of acquiring and training new reps every sales cycle. [It’s time to invest in sales enablement tools. Here’s why.With a cross-functional Go-to-Market strategy where sales can confidently mesh their persuasion and charisma with product knowledge, you’re looking at much higher win rates and, therefore, much higher revenue.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/09/salesenablementools.jpg)](https://www.gotomarketalliance.com/its-time-to-invest-in-sales-enablement-tools/) ### Content usage and customization Sales enablement creates content for reps to use when they’re on sales calls and interacting with customers. But there’s a gap between creating tools (like battlecards and whitepapers) and reps actually making productive use of those tools. If you want your sales strategy to work and make a difference, your sales reps need to be able to use and understand the content you provide. This way, your SE team can track whether or not a sales strategy is being implemented and make sure you don’t have any missing links that might be letting potential sales slip through their fingers. Sales enablement teams use many metrics, but these three are great for identifying the value SE adds to your Go-to-Market strategy. By actively addressing weak spots in your sales strategy, your sales enablement team can make sure you’re maximizing your selling potential. ## Upskill your sales reps Sales enablement’s primary responsibility is upskilling sales reps and making them the best sellers they can be. If you want your new product to succeed you need it to sell (and *well*), so arming your sales reps the best you can is definitely worth the time and effort. As we mentioned above, properly onboarded reps can feel confident in the work they do. Knowledge of the products they’re selling won’t just improve how your rep delivers sales pitches to customers; it’ll also make a far better impression on your prospective customers. The reason? Customers are going to be able to tell if your sales rep isn’t 100% sure about a product or how it works. And remember you always want to inspire confidence and *trust* in a buyer. Your product and marketing teams have done a lot of work building a product to solve customer pain points and effectively position it. Those are powerful tools that have got your customer as far as speaking to a sales rep. Don’t throw that away at this hurdle. Sales enablement can arm your sales reps with this information and make them a strong link in the [Go-to-Market](https://www.gotomarketalliance.com/disruptive-gtm-strategies-for-exponential-growth/) chain. ## To sum up Sales enablement is incredibly beneficial for your Go-to-Market strategy. It links up your internal and external teams, ensuring that knowledge isn’t lost and strategies are carried out to their full potential. With sales enablement, you can refine your sales strategy, get the most out of your sales reps and ensure a consistent and seamless journey for your customers. ## Learn the fundamentals of GTM Enjoyed this article, but still feel like you have a slight way to go in your GTM strategy, or need a refresh? The [Go-to-Market Blueprint](https://www.gotomarketalliance.com/go-to-market-blueprint/) is your go-to for learning all the ins and outs of GTM. Packed with practical case studies, proven methodologies, actionable insights, and cohort-based learning, this resource offers all the essential tools for developing, implementing, refining, and enhancing your GTM tactics and strategies. Sign up now for access to exclusive templates, frameworks, and much more. [Get GTM Certified](https://www.gotomarketalliance.com/go-to-market-blueprint/) ### 5 tips on how to manage a truly international new product launch URL: https://www.gotomarketalliance.com/5-tips-on-how-to-manage-a-truly-international-new-product-launch/ Last updated: 2023-12-05T13:39:51.000Z As a product marketer who had to learn from my own mistakes how to lead Go-to-Market plans for new products at scale, I’m super excited to share some tips and tricks that could help others with a similar project. This article is most relevant for global or regional B2C or B2B product marketers tasked with launching a new product across multiple markets and languages, whether it's a new app, feature, service, or anything else. Based on my experience of launching new products usually across >40 countries, I'll highlight the most important things to consider (rather than describing the overall process for a new product launch) and provide tips and tricks for product marketers. So, let’s dive in! ## Before anything else, define your priority markets Prioritization is key for managing a complex launch across multiple markets and languages, with most likely limited human resources and budgets (as often happens). That is why defining priority markets at the very start is important for building[ a Go-to-Market plan ](https://www.gotomarketalliance.com/create-an-effective-go-to-market-strategy-in-5-steps/)accordingly. Priority markets in the context of GTM planning mean that you are ready to go big there. For example, launch a local campaign with a media budget behind it. While for other markets, a baseline layer of activities might be enough - for example, product localization and a set of basic marketing assets. A list of countries in each “bucket” (priority/other markets) and specific GTM activities for each group should be clearly defined and communicated internally. I can’t stress enough the importance of aligning the market prioritization with key internal stakeholders. This step can literally be a lifesaver for product marketers later in the process - a framework you can always refer to when saying “no” to some additional activities for non-priority markets, for example. ### Pro tip Also, let’s be honest - although leading GTM across many markets and languages is incredibly hard and requires great product marketing skills, simply launching at scale won’t be recognized internally in most companies. In addition to “just” bringing a new product to market, it must be a success and show the product marketer’s contributions to the product management team and other internal functions. Defining priority markets and doubling down your focus on them (for example, by scoping hyper-local GTM activities there) is a chance for the product marketer to shine. ## Try to distribute country launches on time Can some markets be delayed? Does the launch need to happen across all geographies at the same time, or can some countries follow later? Although launching at the same time might seem like the best GTM strategy at first, we're inevitably faced with internal limitations of engineering, product management, sales, and product marketing resources. The fewer markets we launch at the same moment, the more attention each country will receive from internal teams and the higher the launch quality. Of course, there are often internal scalable processes in place to enable launching all at the same time. However, from my experience, mistakes are still possible. Unless it is an absolute necessity to launch all at once, it is better to develop a launch schedule with the countries distributed in time. ### Pro tip Following up on the schedule topic, it is hard to underestimate the importance of alignment between internal teams. For example, product managers should know all about planned GTM activities, while product marketers must be aware of any last-minute changes in the product launch schedule. ## Test the product locally This tip might sound obvious, however, product localization is still one of the top [issues for any international launch](https://www.gotomarketalliance.com/the-challenges-of-global-go-to-market-strategies/). From my experience, even high-quality, professional translations might look out of place inside the product UI, or sound too complicated for users to understand. The ideal scenario is to have a local product marketer validate the translations in the product itself and across all marketing assets. However, local product marketing support is not always available, and in this case, I try finding local language speakers across other internal teams. ### Pro tip You would be surprised to know how many folks from other functions (in the absence of a local product marketer), such as Sales or others, are excited to test a new product in their local language! Try engaging ex-pats across the company. ## Come up with a scalable model for asset adaptation It's a no-brainer that marketing assets should be relevant for the local audience; the more, the better. “Local relevance” has truly become a buzzword in the product marketing world, and a simple asset localization (= translation) is not enough anymore. However, when working on a [scaled launch](https://www.productmarketingalliance.com/scaling-product-marketing-internationally-q-a-with-salesforce/) with limited resources, you can’t afford to go deep into asset adaption and produce unique launch materials for every local market. I found that the easiest solution is to develop a scalable model for asset adaption. For example, maybe some materials are easier to produce, so it's possible to add a local flavor to them and then prioritize them for promotion. ### Pro tip Here is one of the examples of when market prioritization comes into play! One solution could be putting most of the resources behind creating truly local materials for priority markets and sticking to a basic localization for other countries. ## Don't underestimate unpaid channels for your Go-To-Market In this final section, I'd like to highlight the importance of owned (i.e. unpaid) channels in the context of scaled launches. Most likely, you won’t have a large marketing budget to launch big campaigns in each of >40 countries, and that is why it is important to consider all unpaid channels that you can possibly use. For example, are there any cross-sell opportunities across other products to drive awareness about the new launch? Is it possible to launch in-product messages to drive adoption? I'd recommend getting creative (and scrappy) for the GTM planning and considering all possible options. ### Pro tip Partnerships with local brands could be an interesting opportunity - they are usually excited to partner with international brands or new, innovative products. These kinds of partnerships often do not require any budget from your side. --- ### Learn the fundamentals of GTM Enjoyed this article, but still feel like you have a slight way to go in your GTM strategy, or need a refresh? The [Go-to-Market Blueprint](https://www.gotomarketalliance.com/go-to-market-blueprint/) is your go-to for learning all the ins and outs of GTM. Packed with practical case studies, proven methodologies, actionable insights, and cohort-based learning, this resource offers all the essential tools for developing, implementing, refining, and enhancing your GTM tactics and strategies. Sign up now for access to exclusive templates, frameworks, and much more. ### Transform your Go-to-Market strategy with the power of buyer insights URL: https://www.gotomarketalliance.com/transform-your-go-to-market-strategy-with-the-power-of-buyer-insights/ Last updated: 2024-08-22T12:03:49.000Z *This article is based on Carolyn’s insightful interview with Holly Watson on the GTM-FM podcast. Check it out* [*here*](https://www.gotomarketalliance.com/podcast/aligning-your-go-to-market-team-with-the-voice-of-your-buyer-with-carolyn-klinger/)*!* --- What if the key to unlocking your business's potential lies in understanding the whispers and shouts of your buyers? Spoiler alert: It does. In this article, we'll explore a range of strategies for capturing and leveraging [buyer feedback](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/). We'll delve into the nuances of amplifying the voice of the buyer across your organization, choosing the right format for sharing insights, and the optimal timing for integrating buyer perspectives into your [Go-to-Market strategy](https://www.gotomarketalliance.com/everything-you-need-to-know-about-go-to-market-strategies/). I'll also share practical advice on incorporating the voice of the buyer into your [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/) and provide final tips for maintaining a holistic view of the external environment. In short, I want to equip you with the knowledge you need to effectively harness buyer insights, transforming them into actionable strategies that resonate with both potential and existing customers. But first, let me introduce myself. I'm Carolyn Klinger, and I’m the Director of Market Intelligence at Affinity. My role focuses on market, competitive, and customer intelligence. Through establishing a win/loss program and enhancing our intelligence resources, I've worked to bring the voices of buyers and customers into every facet of our business, and I’m here to help you do the same. Let’s dive in. ## How to gather buyer feedback Buyer insights are critical for understanding market dynamics, including customer needs, competitor moves, and technological trends. These insights enable you to pinpoint your buyers' [pain points](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/) and areas where your offerings can make a significant impact, which is the key to crafting messaging that resonates. Buyer insights also help you plug any feature gaps for a watertight long-term [product roadmap](https://www.gotomarketalliance.com/why-you-need-an-outcome-driven-product-roadmap/). When gathering buyer feedback, I look at as many information sources as possible, including primary and secondary [research](https://www.gotomarketalliance.com/how-to-conduct-market-research-for-go-to-market/). Diving into primary research involves examining quantitative feedback and qualitative insights to gauge your performance against expectations and industry benchmarks, as well as your standing compared to [competitors](https://www.gotomarketalliance.com/how-to-use-a-competitive-gap-analysis-to-blast-past-your-competitors/). Quantitative feedback, through rankings and ratings, is vital, as is qualitative feedback. Qualitative feedback comes from focus groups, phone interviews, customer user conferences, or [customer advisory boards (CABs)](https://www.productmarketingalliance.com/the-benefits-of-customer-advisory-boards/). This is where emotions and recurrent themes emerge. Throughout my career, I've noticed that buyers and customers often revolve their feedback around a central theme, whether it's an area of delight or a pain point. Understanding those themes is invaluable. Using qualitative feedback to reinforce quantitative data is particularly effective. It highlights the emotional aspects of customer experiences and can be very powerful in persuading internal stakeholders to prioritize or reprioritize items on your [roadmap](https://www.gotomarketalliance.com/communicating-your-product-roadmap-and-vision/). Sometimes, what internal teams like [product](https://www.gotomarketalliance.com/how-to-align-your-product-and-marketing-teams/) or engineering may not perceive as significant could be more important than they thought. The long and the short of it is that it's essential to maintain a balance between quantitative and qualitative feedback. That’s how you get a truly holistic view of your customers’ experiences and needs. ## How to amplify the voice of the buyer across your organization In the [intelligence](https://www.gotomarketalliance.com/what-is-competitive-intelligence-in-marketing/) function, it can be a struggle to ensure that valuable buyer information is used effectively, and it’s disheartening when such rich data is ignored. I like to use a multi-pronged strategy to get buyer insights into the right hands and make sure they’re used once they get there. A key part of this is translating insights into action. This involves holding meetings and readouts where we examine specific feedback and broader market trends and look at ways to act on that. For instance, off the back of Affinity's win/loss program, I compiled aggregate reports for various teams – product, sales, design, support, engineering, and so on – tailoring insights to their specific functions. For the product team, our discussions focus on solution capabilities and functionality, highlighting what buyers say is essential and our performance against these key drivers. Similarly, with sales, we delve into the sales drivers that buyers care about – aspects like responsiveness, understanding their business needs, and presentation skills. It's crucial to ensure the insights you share are relevant to each team. It’s also vital to keep these insights top of mind across the board. For example, at Affinity, I share updates in our weekly all-hands meetings to keep the company abreast of the latest developments. I also drop into sales training sessions every month or so to keep the sales team up to date with the latest buyer feedback and win/loss profiles. The goal is to consistently remind our internal stakeholders of what our buyers are saying, their priorities, and how this information directly impacts their daily work. By integrating buyer insights into regular company rhythms, we ensure they remain at the heart of all our activities. ### Choosing the right format When you’re gathering buyer insights and win/loss information, it can be tempting to present everything you know in a big ol’ data dump. While that might work for people who are very data-focused, for the majority of your stakeholders, it’s going to be pretty overwhelming. Instead, focus on the story that data tells. What are the top three things you want your audience to walk away with? For me, it’s usually buyer pain points, how we can improve our messaging, and the changes we need to implement to win more deals. It’s important to keep your delivery crisp, clear, and focused, and try to integrate these insights into a narrative that connects with people’s everyday experiences as consumers. This helps make the buyer's journey more relatable. At Affinity, we rely heavily on an online portal called Crayon. This platform has been instrumental in managing our [battlecards](https://www.competitiveintelligencealliance.io/competitive-battlecards-guide-2022/), making them easy to create, update, and maintain. I've also ensured that all our valuable win/loss feedback is linked out from these battlecards. This keeps the information current, relevant, and easily accessible for our sales and customer service teams, helping them in their messaging and positioning efforts. ## When to bring the voice of the buyer into your Go-to-Market strategy It's crucial to incorporate the voice of the buyer into your GTM strategy as early as possible. Understanding your buyers, customers, the external market, and competitors right from the beginning is essential. This early integration of external environment insights is vital in product and solution design, especially when you’re developing specific features and functionalities. Your aim should always be to meet your buyers' needs as closely as possible. I strongly recommend partnering with [competitive intelligence](https://www.gotomarketalliance.com/how-competitive-intelligence-can-improve-your-go-to-market-strategy/), customer intelligence, and market intelligence teams. They can provide valuable insights and guidance on available information, whether it involves commissioning a primary research study or setting up various research methods like phone interviews, focus groups, or surveys. It's crucial to pull this information in early and continuously monitor market changes since markets, buyer needs, and preferences are always evolving. I’ve been doing this for many years now, and the teams I've worked with have always been receptive to research and eager to understand data and the external environment better. [11 Best Books on Go To Market StrategyDive into our must-read list of the 11 best books on go to market strategy that can take you, your career, and your strategy to the next level.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2024/07/android-chrome-192x192.png)GTM AllianceElla Harrison![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2024/08/11-best-books-on-GTM-strategy-go-to-market-strategy--1-.png)](https://www.gotomarketalliance.com/11-best-books-on-go-to-market-strategy/) ## How to incorporate the voice of the buyer into your messaging When I’m advising internal teams on [content development](https://www.gotomarketalliance.com/content-led-go-to-market-a-case-study-with-gaston-tourn/), messaging, and positioning, I always encourage them to pay close attention to our buyers' word choices, the pain points they highlight, and the trigger events that lead them to look for solutions. Understanding what they hope to achieve from the solutions they select is also key. If you can mirror these keywords and sentiments, you’ll not only gain a deeper understanding of your buyers' situations and journeys, but you’ll also build trust with the buyer. When they see that you understand their needs and pain points, they’re more likely to trust you to provide solutions. ## Final tips As we wrap up, I want to emphasize a point I've touched on a few times throughout this article: The paramount importance of taking a holistic view of the external environment. This is critical for understanding the market and formulating effective strategies. It’s crucial to pay attention to customer intelligence and the voice of the buyer, whether you gather it through surveys or direct interactions at customer conferences and in user groups. Equally important is market intelligence, which involves staying abreast of external dynamics and forces, such as technological advancements, regulatory changes, and macroeconomic shifts we've all witnessed in recent months. It’s also vital to understand the competitive landscape – what your competitors are doing and how it affects your customers and buyers. By integrating insights from customer intelligence, market intelligence, and competitive intelligence, you’ll gain a comprehensive, 360-degree view of the external environment. This deep and clear macro-level understanding enables you to bring valuable insights back into your organization and address the strategic needs of all your internal stakeholders. ### The most essential Go-to-Market metrics and how to track them URL: https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/ Last updated: 2026-01-08T12:05:34.000Z It’s well known that any successful product launch depends on whether or not your teams can come together and establish where there’s space to improve. And the best way to gauge whether or not your teams are on track is by looking at the right metrics. This information offers insight into how effective your business strategy has been. Similarly, it can help when making decisions, giving your team a holistic view of all moving parts. So, how exactly do we measure success in GTM? With so many teams tracking different performance indicators, it’s crucial to understand the data that will best inform your wider team on how to sustain your GTM strategy. These are some of the most important GTM metrics, from overall revenue growth to customer churn rate. Let’s look at them in more detail. # **Why are Go-to-Market metrics important?** Success depends on having access to the right data. And setting a foundation is key before diving into how you and your teams can track performance. This way, you can set intentional and clear goals and quickly spot where your GTM plans might be struggling or succeeding. Before looking at performance indicators, though, consider your overall [market research](https://www.gotomarketalliance.com/how-to-conduct-market-research-for-go-to-market/) and some of the questions that form the basis of it: - **What is the business objective or launch goal?** - **What is the competitive landscape like, and how is my product doing?** - **What is the target audience, and is my product reaching them?** - **Are the insights gathered from feedback loops or current metrics actionable?** - **Do we have the necessary resources to track specific metrics?** Having even a vague idea of what the answers to these questions might look like can inform your pre and post-launch research or help you [pivot your GTM strategy](https://www.gotomarketalliance.com/pivoting-your-go-to-market-strategy/). Essentially, quantifiable metrics help your teams to communicate clearly, which aids in problem-solving, decision-making, and long-term planning. And with the proper tracking, you can customize your plans through all [stages of your GTM strategy.](https://www.gotomarketalliance.com/what-are-the-stages-of-a-go-to-market-strategy/) # **Which Go-to-Market metrics should I track?** When you take a product, service, or feature to market, you’ll want to observe how effective your sales and marketing efforts have been. After all, it’s taken a lot of time and hard work to get to this point! So don’t let your efforts fall to the wayside; remember, stay on track. To evaluate your current or upcoming campaigns, here are some of the most essential GTM metrics: ## **MRR and ARR (Monthly Recurring Revenue and Annual Recurring Revenue)** These two metrics are quite similar, except one is a **monthly** tracker instead of an **annual** one. ### **What is MRR and how to calculate it** We define MRR as the total sum of monthly recurring revenue from customers. But, before we get into the specifics, you’ll need to bear in mind the following variables: **contract length** and **total contract value**. That’s because, for your MRR, you’ll want to calculate total monthly revenue by dividing total contract value by contract length (so, however many months that contract runs). Generally, the formula for calculating your MRR looks like this: \[# of customers\] x \[average **monthly** revenue per customer\] However, the above formula depends on your product or business model. Is it the case that you’ve got a subscription model in place? Or are you charging a one-time fee only? This can help you adjust your calculations for accuracy! So let’s discuss in a bit more detail the key players in helping you calculate your MRR: - **Contract length** is the average length of your customers’ expected contract duration. In other words, the period over which a customer agrees to pay for your product or service. These contracts can cover different customer commitments, like subscriptions or quarterly contract lengths. And, ultimately, understanding your customer contracts can also help you forecast critical metrics like customer churn and retention. - **Total contract value** refers to the complete value of the contract in place. It’s what your customer pays throughout the contract, whether in subscription payments, service fees, or one-off charges. ### **What is ARR and how to calculate it** As stated before, ARR is quite similar to MRR, but it tracks annual revenue growth. You can measure your business’ ARR by looking at all recurring revenues. The total sum can tell you overall how much your business earns based on customer contracts. However, for a more accurate measurement, consider the following factors: - Duration of subscription or customer contract - Churned revenue from existing customers at a specific period - Revenue from add-ons - Upgrades/downgrades to any existing subscriptions Though there are more variables to consider when calculating your ARR this way, these indicators will help provide your teams with more accurate estimates and precise points of where to improve your strategy. Essentially, you can utilize both these measurements to better track the performance of specific customer segments. Doing so lets you determine, for example, where you’d make bigger profits or where to focus your marketing efforts. More importantly, it gives you invaluable insight into how your customers think and how much they’re willing to pay for your unique product or service. ## **Customer Acquisition Cost (or CAC)** Your customer acquisition cost is your go-to metric for understanding how much money has gone into acquiring new customers. Put simply, your CAC is a measurement to establish whether your business allocates the proper budget for paid advertising. When calculating this total, you’ll want to look at: - Money spent on paid advertising or on any push to gain prospective buyers, - Your sales and marketing teams’ salaries, - And any service or processing fees. The formula for getting your CAC can be: \[**total cost** of sales and marketing\] / \[# of **customers acquired**\] Note: If you consider all or more of the expenses expressed above at the time of calculation, you can have a bird’s-eye view of how much money goes into getting customers. This insight will help you rethink your strategy if you notice overspending! ## **Customer Lifetime Value (LTV)** Your customer lifetime value, or **LTV**, is another indispensable metric that’ll shine a light on the expected revenue you’ll receive from your customers’ ‘lifetime.’ This refers to a specific time you expect your customer relationship to last, whether a year or longer. Bear in mind that this number is easier to calculate for businesses that have been around for more extended periods of time as there’s more data to work with! **To calculate your LTV, follow this formula:** \[**average revenue per user** a year\] x \[**gross margin**\] / churn rate So, why should you track your customer lifetime value? This metric is as crucial as CAC because they go hand in hand. By looking at your CAC and LTV side by side, you can spot where you could make better decisions and investments for your business that'll encourage you to look towards building a better service for your customer. ## [**Customer Churn** ](https://www.gotomarketalliance.com/what-is-customer-churn-how-to-calculate-and-fix-it/)**Rate** By now, it should be pretty clear that your customers are at the heart of much of what you do - in the short and long term. So, we’re looking at another indicator that revolves around your unique customer base: customer churn rate. Customer churn refers to the point at which your customers terminate their relationship with your organization. As a company, it’s vital to know whether you can gain or retain customers, and your churn rate lets you know if you’re losing more than you’re gaining. This can happen for various reasons, but you’ll want to understand why your customers opt out of your particular service. Once you do, you can strategize and reprioritize to keep up with your specific market and target audience. But ultimately, when making critical decisions in response to your churn rate, remember it's about ensuring your customers *trust* your product. **To get your churn rate:** Divide the **customers you’ve lost** by the **total number of customers**. ## **Organic Performance** Marketing efforts are central to your business’ success. Your organic performance tells you how valuable your content is to your customer base. And content-wise, it’s your best way to know how you compare to your competitors. Organic is also an indicator of whether or not you’re bringing in prospective customers without paid ads. Though there is much value in your paid marketing efforts, organic search will likely account for much of your business or product’s exposure. For example, by looking at your engagement, impressions, and click-through rates (CTR), you can navigate this ever-saturated content world and address your unique audience’s questions or needs. This will help you and your teams stay ahead. ## Key takeaways Though there are certainly many ways to track success, these GTM metrics are crucial for your team and product success. Let's go over some of the key points shared here: - Access to the right information means you and your teams can adapt quicker, make informed decisions, and sustain long-term plans more effectively. - Sharing key metrics amongst and with your peers promotes better, more transparent communication centered around finding the right solutions to your unique product and customer pain points. - These metrics can guide you in crafting a GTM approach that resonates with your target audience, maximizes revenue growth, and fosters long-term customer relationships. If there are any other points you think we should've included above, do not hesitate to reach out and provide feedback through [our Slack channel](https://www.gotomarketalliance.com/join-the-gtm-slack-community/)! Join a community of GTM experts and share your thoughts and insights. ### The future of GTM: Using predictive and generative AI to accelerate your Go-to-Market strategy URL: https://www.gotomarketalliance.com/the-future-of-gtm-using-predictive-and-generative-ai-to-accelerate-your-go-to-market-strategy/ Last updated: 2025-07-07T15:55:04.000Z *This article is based on a presentation given by Guy Mounier at #GTM23 in San Diego. Catch up on* [*this presentation*](https://www.gotomarketalliance.com/gtm23-san-diego-ondemand-2/?wchannelid=2aadhpccn4&wmediaid=f6s0ugxb4a)*, and others, using our* [*OnDemand service*](https://www.gotomarketalliance.com/gtm-ondemand/)*. For more* [*exclusive content*](https://www.gotomarketalliance.com/tag/members-only-articles/)*, visit your* [*GTM Blueprint dashboard*](https://www.gotomarketalliance.com/gtm-blueprint-dashboard/)*.* --- Want to learn all about the AI-powered future of [Go-to-Market](https://www.gotomarketalliance.com/the-go-to-market-hub/) (GTM)? You’ve come to the right place! Here’s a taste of what we’ll cover: - Today’s GTM challenges, - The future of Go-to-Market, - What the revenue tech stack will look like three to five years from now, - What GTM automation is (Spoiler alert: It's an emerging category that'll appear on G2 by early next year) and how it will make your life easier. Let’s get into it. ## Today’s GTM challenges First, a quick question: Do any of these challenges sound familiar to you? - Your marketing team is being asked to provide more and more leads. - You’re missing out on revenue opportunities due to a lack of brand awareness. - Your outreach efforts aren’t sufficiently targeted. - Your network of clients and prospects isn’t being systematically engaged. - Your organization doesn’t get back in touch with past clients who’ve changed jobs as quickly as possible. - Your outbound messaging isn’t personalized enough. - You need to optimize the way you cross-sell new solutions offerings to existing clients. If so, you’re not alone. I asked this question at a conference of GTM experts recently and all of these challenges were mentioned. But the frontrunners – by a long way – were missed revenue opportunities due to a lack of brand awareness, and the struggle to personalize outbound messaging at scale. Thankfully, these challenges could soon be a thing of the past, thanks to our good friend AI. ## The future of GTM: Nearbound marketing Now, you may or may not have heard the term 'nearbound' being whispered in marketing circles – but what does it mean? In a nutshell, nearbound means the ability to do personalization at scale when you engage with clients and prospects. It's an evolution from one-size-fits-all outbound marketing, which evolved from old-fashioned “spray-and-pray” inbound marketing. As with so many advances in our field, nearbound engagement has been made possible by technology – a beautiful convergence of [generative AI](https://www.gotomarketalliance.com/analysis-of-go-to-market-for-top-ai-first-products/) and hyper-automation. ## The future of your revenue tech stack So, thanks to technology, the way we engage with clients and prospects is evolving rapidly, but what does that mean for our revenue tech stacks? Well, first up, we’re going to see much more consolidation of customer relationship management (CRM) solutions. More and more companies like HubSpot and Salesforce are standardizing and decomplexifying offerings with out-of-the-box modules as opposed to best-of-breed modules, making their tools both easier to maintain and more integrated. Another emerging trend in revenue tech stacks is Go-to-Market automation. This consists of three major components. Let’s take a look at each of them. ### Go-to-Market whitespace In the next three to five years, we’ll be using automation more and more to identify our GTM white spaces – those untapped opportunities to help potential customers meet their unspoken needs. To do this, Go-to-Market automation will allow us easier access to anyone who’s in the market, as well as prospects in our strategic networks. It's all about expansion, whether into greenfield areas or new international markets. Opportunities for cross-selling, upselling, expanding into new verticals, and going up-market or down-market will all be at our fingertips. ### Go-to-Market motions The next thing that’s changing is GTM motions. We’re already starting to see the emergence of virtual assistants helping to accelerate Go-to-Market motions. They’re accelerating inbound motions in the form of virtual agencies, outbound motions in the form of virtual SDRs, and channel-led motions via virtual relationship brokers. Product-led and audience-led motions are evolving rapidly, too. In the product-led category, tools are being developed to help you detect free users who have a high propensity to become paid users. In the audience-led category, as you track your audience through the engagement funnel, you’re now able to dynamically push tailored content to them, based on their level of engagement. All these motions can be accelerated by AI. ### Go-to-Market playbook Finally, who could forget the Go-to-Market playbook? Traditionally, this has contained everything go-to-market teams need to know about their target accounts, [ideal customer profiles](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/), [buyer personas](https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/), competitors, partners, and so on. These days, advanced AI-powered software can help you automate the process of assembling all this information and keeping it up to date. ## Go-to-Market automation in action Let me show you what Go-to-Market automation looks like in action. It starts with lots of data. If you want to uncover every sales opportunity and eliminate blind spots, you need to know what your clients are doing and saying online. We're talking about a billion behavioral data points gathered from virtually every country in the world – what they’re searching for, websites they’re visiting, who they’re connecting with on LinkedIn, who they’re hiring, job changes, ads they’re clicking on, and more. All that behavioral data is tailored specifically to your GTM. It identifies things like who’s in the market to buy, key stakeholders at target companies, the actual people doing research (maybe they’re connecting with competitors on LinkedIn), and any risks you should be aware of, like competitors or disengaged decision-makers. We call these “signals” that help uncover your Go-to-Market whitespace. You don’t want to overload your [marketing](https://www.gotomarketalliance.com/marketing-inside-out-put-your-team-first/) and [sales teams](https://www.gotomarketalliance.com/five-actionable-strategies-for-collaborating-more-effectively-with-sales-teams/), so instead you can use virtual assistants (at Aptivio, we call them “digital twins”) to send personalized outreach at scale using the data. They can send warm introductions, incorporating past interactions and any relevant client signals. This is how you personalize LinkedIn InMails, email, and soon voice outreach at scale, powered by the digital twin. While your digital twin oversees outreach, you can focus on more strategic work, like requesting introductions, de-risking forecasts, and launching targeted campaigns. ## Attribution and accountability in the future of GTM The future of ROI in sales is user attribution to revenue. Think of the stages in a typical sales funnel – targeted, aware, engaged, interested, forecasted, closed won. User attribution shows which salesperson or marketer moved an opportunity from one stage to the next across all campaigns, outbound, and go-to-market activities. For example, you can measure things like how much a certain team or piece of technology increased the number of sourced opportunities. From there, you can see how many accelerated opportunities can be attributed to specific users or activities. It’s all quantified in black and white. With AI, there’s complete transparency into go-to-market performance. The future of go-to-market [accountability](https://www.gotomarketalliance.com/data-democratization-how-to-flip-sales/) is understanding both sides of the funnel – buyer behavior through the sales stages, and which members of your go-to-market team helped progress the deal through that engagement funnel. This level of transparency doesn’t really exist today but, thanks to AI, we’re going to see more and more of it in the very near future, giving us a complete picture of what’s working at each step of the sales process. ## The future of go-to-market organizations These days, we hear a lot of talk about AI taking people’s jobs, but AI is actually a copilot that elevates our work. It handles repetitive tactical tasks so we can focus on strategy, marketing, selling, relationships, and closing deals. In three to five years, virtual assistants will be the norm. Here are just some of the ways they’ll help us raise our GTM game: - Virtual sales coaches will help you with deal strategy and soft skills like negotiation, communication, and stress management. - Virtual SDRs will be able to handle emails and outbound targeting including via LinkedIn InMails and voice messages. - Virtual agencies will be able to create campaigns – including images and messages – and continually A/B test and optimize them. - Virtual relationship brokers will connect with past customers, former colleagues, and partners in your network to identify opportunities and make recommendations for warm introductions. These virtual assistants will become part of your org: - Go-to-market leaders overseeing territories - Go-to-opportunity leaders (marketers, sellers, CSMs) shepherding deals through the funnel - AI copilots handling repetitive, structured tasks The martech landscape is converging around CRM stacks like Salesforce and HubSpot, with pure-play vendors struggling to compete. This means that five years from now, we’ll have much simpler tech stacks to manage. Go-to-market automation is likely to follow a similar route to CRMs, so we’ll see more and more consolidated solutions in the next five years. While there are many point solutions for GTM automation today, my company Aptivio has an 18-month head start with an end-to-end solution. This will be benchmarked by Go-to-Market Partners and G2 very soon, marking the start of a new era in GTM automation. ## Key takeaways Personalization is the future – there’s no doubt about it. We hear this loud and clear from clients. The days of spamming clients are over; you need to build relationships and nurture with empathy. When you interact with someone, find a recent event or signal that gives a genuine, personalized reason to connect. Don't just email them again because it's been a week since the last one – people will see right through that. The future is building digital empathy through data-driven, personalized outreach. If you take just one lesson away from this article, make it that one. ### Our Go-to-Market Salary Report is here! URL: https://www.gotomarketalliance.com/go-to-market-salary-report-blog/ Last updated: 2024-07-18T16:29:22.000Z Our **Salary Report** is live! Thanks to the invaluable insights of **over 100 GTM experts** worldwide, we’ve created a comprehensive report that covers everything from salary by team size to compensation by gender, location, and job title. We explore all this and more to see what exactly impacts yearly income and how you compare to your peers in the GTM space. More importantly, our aim is to provide some transparency on how much GTM professionals are earning and help you navigate today’s competitive world. Keen to explore some of our findings? Download the report to get the full picture. ## **A sneak peek of what’s inside:** Well, based on results from GTM professionals who took our survey, we discovered: - Our remote-working respondents earn, on average, **$42,039 more** per year than those who work hybrid roles. - **59%** of respondents said salary **does not** reflect their job role. - Overall, when asked if respondents felt satisfied with their annual income, **68.17%** said they were. - Participants with **over 10+ years of GTM experience earn on average $86,877 more** than those with a year's experience. Want more fascinating insights and statistics like these? Check out the rest of our report by downloading a copy. 👇 [ Download your free copy ](https://share-eu1.hsforms.com/1%5Fupc74AlQ0yVCSTCR0iKiA2b1vun) ## **What we asked and what you can expect** To ensure we were creating a truly inclusive and comprehensive report, we focused on several key questions, some of which were: - What is total yearly compensation before taxes, - If participants felt satisfied with their salary, - How many team members they manage or collaborate with, - What benefits their company provides, - And what they would change about their role or compensation. Beyond these main questions, we also deep-dive into specifics and break down each point to provide as many different perspectives as possible. Download our report and see what other GTM professionals like you had to say. 🚀 [ Download the report ](https://share-eu1.hsforms.com/1%5Fupc74AlQ0yVCSTCR0iKiA2b1vun) ### Eliminating bias in your Go-to-Market strategy URL: https://www.gotomarketalliance.com/eliminating-bias-in-your-go-to-market-strategy/ Last updated: 2023-11-10T10:43:38.000Z This article is based on [Jarod’s brilliant interview on GTM-FM](https://www.gotomarketalliance.com/podcast/eliminating-bias-in-your-go-to-market-strategy-with-jarod-greene/). At the time of recording, he was Vice President of Product Marketing at Highspot. However, he’s since taken on a new challenge as Vivun’s CMO. --- Do misaligned goals and blame games disrupt your Go-to-Market? Teams often fracture when functions anchor into their own perspectives. As a product marketing leader, I’ve lived this struggle. Here, I break down the root causes of bias and share how to overcome them. Let’s dive in. ## The biases in Go-to-Market Like any other company, we win some deals and lose others. Various teams have entrenched perspectives on why that is, and, of course, in a [cross-functional](https://www.gotomarketalliance.com/the-cross-functional-gtm-playbook/) role like mine, I hear those opinions from all sides. The product team believes sales oversold capabilities they now have to build. Meanwhile, the sales team believes the product team doesn’t understand buyer needs. Each side calls out the other. That means there are two types of bias at play – bias about what the problem is and bias about who’s at fault. But just where do these biases come from? There are a few sources, but the main one I see is the siloed nature of work these days. Often, functional teams don’t align their specific goals with the company’s overarching strategy and goals. If my team's objectives don’t sync with the business’s top priorities, that gets us into trouble. Those biases take shape when functions believe their work and metrics matter most, rather than seeing them as supporting overall strategic needs. It’s hard to ensure marketing, sales, product, and customer success goals align across the board. Even defining who owns market strategy can get murky – you may find several teams think they own it, so no one really does. This all stems from an inability to define the strategy from the top, and then cascade aligned functional goals across teams. It persists when teams don’t come together often enough to discuss their goals and see if there’s any overlap, misalignment, or gaps relative to the strategy. Connecting more often to examine how our collective work maps to business priorities would help eliminate those biases. Still, first, someone has to set that vision and get teams united around strategic goals. ## The impact of biases on your Go-to-Market strategy Ultimately, biases make achieving your goals much harder and slower. There’s a lot of friction when people double down on entrenched perspectives and refuse to budge. Unfortunately, you won’t change someone’s mind with one report or anecdote – it takes time and data. The challenge is to move past just gathering data and analyze the implications – what should teams do differently based on these learnings? Simply conducting research and sharing findings doesn’t break biases – people need to understand the call to action. Product marketing is uniquely positioned to do this because we connect buyer needs, the market landscape, and our product’s current and future positioning. We have an obligation to gather those insights and analytics, and then realign teams who may be doing great work today around what must change for tomorrow’s growth. It’s not easy, but it is necessary if we want to achieve our goals. ## How to eliminate biases from your Go-to-Market strategy If you want to remove biases from your GTM strategy, you’re going to need to dive into your data – especially [win/loss](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) analysis. If your CRM is set up right, it should be capturing invaluable insights from sales reps about why deals are being won or lost. However, rather than relying solely on the salesperson’s potentially biased perspective, you may also want to survey customers and prospects for their takes. Ask what was done well, where you fell short, and what could have been better. If you gather those inputs across opportunities, you’ll start to spot some trends - are certain issues arising in specific segments or customer profiles? What information sources or trigger events led them to engage in the first place? Layering conversational intelligence onto tools provides a more complete picture. A sales rep may cite [pricing](https://www.gotomarketalliance.com/your-ultimate-guide-to-pricing-a-saas-product/) as the reason a deal was lost, but deeper analysis could reveal it was really about perceived value - we only demoed a fraction of the capabilities, so the buyer didn't grasp the full solution. Looking at the details, maybe sales engineers struggle to convey the product value proposition properly. That's where product marketing can spot the need to simplify messaging or workflows to make our value more self-evident, avoiding price objections. It’s like forensically analyzing each deal – what content did you send and when, what should or shouldn’t have been shared? That informs stakeholders across Go-to-Market functions. Product and marketing see how positioning and messaging hit or missed. [Customer success](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/) learns about any [onboarding](https://www.gotomarketalliance.com/onboarding-101/) gaps. Sales gets coaching on objections and conversations. Eliminating biases requires synthesizing anecdotes, data, and tools to uncover the full narrative. Rather than guessing from opinions and [assumptions](https://www.gotomarketalliance.com/how-to-test-internal-assumptions/), we uncover the facts of what happened and why. When you have the genuine article, teams gain empathy and alignment rather than bias and blame. The point is, we need to triangulate insights from multiple sources to find the real patterns over time. Start with the buyer – did you engage the right people? Talk about the right problems? Bring the right teams into the deal? That shapes the next steps you need to take while also informing product marketing's deeper analysis. This is the exciting part – having the curiosity to dig deeper instead of jumping to conclusions like “we have a sales problem” or “we have a product problem.” Let’s go in with an open mind to see where the issues truly lie. You may even learn that the problem stems from the buyer’s side. Perhaps the contacts that were engaged didn't have any real authority or influence over the decision-maker. I often remind my team that sometimes the people we talk to have never purchased software before, let alone our specific solution. They may be new to their role and the buying process altogether, so you’ll need to tailor your approach. Rather than jumping right into product features and competitor comparisons, they may need more education on buying considerations and buying journey best practices to set them up for success. Curiosity reveals the real issues; assumptions obscure them. What if we approached these novice buyers with more of a consultant mindset? Guide them through the buying process. Help them build the business case and deployment plan rather than jumping into demos and paperwork. Taking that advisory role goes a long way. The product team doesn't feel under pressure to build bespoke solutions for every fringe request. Marketing and sales can better support customers through onboarding and integration without engineering intervention. Earning that credibility allows product marketing to constructively critique when truly needed. Product marketing’s 360-degree perspective helps break down functional silos and walls. We can be the bridge connecting sales, product, marketing, and customers - seeing the full picture, not just isolated biases. ## Final tips When you’re coordinating a Go-to-Market, it’s tempting to spend the most time with sales since that seems high-impact. But level up – spend just as much time with customer success, product, demand gen, and customers themselves. That’s how you drive broader change rather than just helping individual sellers. Strive to eliminate biases by bridging insights across teams. Be more than creators or editors – be strategic advisors guiding unified GTM execution. Let curiosity, not assumptions, uncover the real customer and market truths to build an effective, aligned strategy. ### Pivoting your Go-to-Market strategy URL: https://www.gotomarketalliance.com/pivoting-your-go-to-market-strategy/ Last updated: 2024-06-27T09:14:32.000Z This article is based on a presentation given by Alysia Eve, Greg Meade, and Ivan Ereiz at #GTM23 in San Diego. Catch up on [this presentation](https://www.gotomarketalliance.com/gtm23-san-diego-ondemand-2/?wchannelid=2aadhpccn4&wmediaid=t7a503xu27), and others, using our [OnDemand service](https://www.gotomarketalliance.com/gtm-ondemand/). For more [exclusive content](https://www.gotomarketalliance.com/tag/members-only-articles/), visit your [GTM Blueprint dashboard](https://www.gotomarketalliance.com/gtm-blueprint-dashboard/). --- Well, hey there! We're excited to be here today to share how we're redesigning our overall [Go-to-Market strategy](https://www.gotomarketalliance.com/how-to-build-a-go-to-market-strategy/) (GTM) as our market continuously changes. Here’s a taste of what we’ll cover: - The lessons we’ve learned as we’ve pivoted our GTM. - How to pivot your GTM in three steps. Onwards! ## But first, a little context Before diving into where we are today and how things are going, it's important to look back at our history. Like most companies, we've gone through some transitions that impact how fast we can pivot today. ShareFile was founded in 2005 in Raleigh, North Carolina. In those early days, ShareFile helped small and medium businesses share files securely, both internally and externally. This was back in the days when people emailed files to each other and carried around flash drives. Back then, we went to market horizontally but used messaging and packaging to target specific industries like accounting and legal. Then, in 2011, Citrix acquired us. As part of Citrix's go-to-market, we pivoted to target IT buyers with a value proposition that was all about secure content collaboration – still a horizontal approach. Five years later, in 2016, Citrix and ShareFile were acquired by a private equity firm. ShareFile then spun out as a distinct business unit from Citrix. This let us reevaluate the market to find fresh growth opportunities. We realized things had changed a lot since we had developed a robust standalone solution. Now, customers want everything tailored to their industry – both the marketing message and the product itself. So, we’ve had to reevaluate our Go-to-Market and value proposition. We've already launched twice this year, pivoting to a value proposition focused on client experience and document-centric workflows. Instead of messaging for specific industries, we're building a platform to customize the product experience and marketing for each target industry. ## What we’ve learned so far We've learned a lot throughout our journey. In marketing, the best things come in threes, and broadly speaking, the lessons we’ve learned fall into three buckets: 1. To move quickly, communication is crucial, and consistent repetition is key – especially with customer-facing teams. 2. All across your organization, you'll get customer insights – from salespeople, customer success managers, and more. But unless you capture and operationalize those insights, they’re worthless. At ShareFile, we're working to build mechanisms to feed insights into messaging and positioning. 3. Aligning everyone around cross-functional success metrics is the only way to move fast as an organization. ## How to pivot your go-to-market strategy in three steps Here’s another three for you – the three steps to pivot your GTM: - **Step one:** Understand your buyer by asking the right questions. - **Step two:** Use those insights to design a compelling [buyer journey](https://www.gotomarketalliance.com/your-ultimate-guide-to-improving-customer-journeys/) with triggers to move prospects through the funnel. - **Step three:** Enable customer-facing teams to tell stories. We buy stories, not products. Sales has to harness the power of [storytelling](https://www.gotomarketalliance.com/breathe-life-into-your-gtm-motions-with-compelling-storytelling/) to help new buyers see how we solve their problems. Now, let’s dive a little deeper into each of these steps. _This post is for subscribers only._ ### How to conduct market research for Go-to-Market URL: https://www.gotomarketalliance.com/how-to-conduct-market-research-for-go-to-market/ Last updated: 2026-01-08T13:21:51.000Z Ever feel like you're fumbling around in the dark when it comes to launching a new product or feature? You're not alone, and thankfully there’s a solution: market research! But what is market research? Well, in a nutshell, it’s what you do to understand the competitive environment and overall market that your company operates within. This allows you to position your new product more effectively once it's released to the public. No wonder most companies depend on market research when gearing up for a new product launch! According to [2023’s State of Market Research report](https://www.productmarketingalliance.com/state-of-market-research-report-sponsored-by-semrush-2/), a whopping 71% of organizations use market research to shed light on that critical Go-to-Market (GTM) moment. Now, let's dive into the why, what, and how of conducting robust market research that paves the path for your product's success. ## Why market research is important Market research is critical for figuring out what makes customers tick and, ultimately, buy a product. It provides invaluable insights to guide your Go-to-Market process by helping you understand the broader context and see the world through your customer's eyes. Here’s what you can achieve thanks to thorough market research: - **Identify your target audience:** You can pinpoint the right people to market to, rather than wasting time and resources barking up the wrong tree. - **Develop better products:** You can create offerings that truly address customer needs and wants. This leads to happy customers who spread positive word of mouth – the best kind of marketing a company could hope for. - **Craft effective marketing:** You can tailor messaging to what your audience cares about, improving the relevance of your market and cutting through the noise. - **Reduce risk:** A product launch can be a major investment. By scoping the landscape first, you drastically increase the odds of that investment paying off. - **Future-proof your business:** You can continuously spot emerging trends and adapt accordingly, gaining a competitive edge. - **Benchmark against competitors:** You gain insight into where you stand so you can get ahead. And why is that important? Well, a PWC study found that companies that benchmark achieve [69% faster growth and 45% greater productivity](https://qualaroo.com/blog/market-research-tools/) than those that don’t. And if you skip your market research? We’ll let **Stacey Danheiser**, Founder and CMO of SHAKE Marketing, explain: There are four risks associated with skipping market research: > **You create products/services that nobody wants:** It doesn't matter how brilliant your marketing and advertising campaign is – if you create a product that nobody wants, or that solves a problem nobody has, you will not sell it. > **You'll sound like everyone else:** Using the exact same phrases as your competitors only confuses your customer, forces them to tune you out, and further commoditizes your product. > **You'll communicate the wrong things:** What you value internally may not be aligned with what your customers want to hear. If you fail to communicate value/be relevant to customers, you'll lose the sale every time. > **You won't get results:** No matter how good your execution is, if your marketing content fails to connect with your prospective buyers, you've wasted your time and resources. You’ve been warned! ## Crafting your Go-to-Market strategy using market research Rolling out a product or feature takes careful planning. You need a comprehensive GTM strategy to pave the way for success. This isn't something you want to cobble together at the last minute! A thoughtful GTM plan maps out how you'll get your offering into your customers' eager hands. It's kind of like assembling a jigsaw puzzle - you need all the right pieces to complete the picture. This is where market research comes in. It provides the insights you need to shape a robust data-backed GTM strategy. Specifically, there are four essential elements that quality market research helps you nail down: - Market segmentation - Selecting the right distribution channels - Crafting your positioning - Pricing for success Now, let's explore how market research enables you to deliver each piece of the GTM puzzle. ### Market segmentation Trying to appeal to one gigantic, generic market is a recipe for failure. Instead, use market research to divide and conquer by identifying specific segments within the broader market. Take a task management software company, for example. Targeting the entire landscape of people with tasks to manage simply won't cut it. There are totally different needs depending on: - **Industry** \- Software engineers vs. construction managers - **Company size** \- Enterprise vs. small business - **Seniority** \- C-suite execs vs. entry-level contributors To help you determine how best to address each audience, your market research should answer the following questions: - What are the pain points of each role? How do they differ? - Does the importance of features like mobile access vary by seniority? - How do purchasing decisions differ between company sizes? These insights will allow you to slice and dice your full market into segments to better address their unique needs. From there, you can hone in on the best segments for your business, and craft tailored messaging and products that resonate. ### Selecting the right distribution channels You cooked up an amazing product - great! But how will you get it into your customers’ hands? Selecting the right distribution channels is key. Quality market research provides vital clues to inform your distribution strategy by helping you answer the following questions: - Who are your customers, and how do they like to shop? For example, are they online shoppers or brick-and-mortar loyalists? - Which distribution networks align with your vision for stellar customer service? - What's the geographic spread of each distribution option, and how does that line up with your target market? - How well does each channel meet your customers' expectations for fast, affordable, and convenient access to your product? - Can a given distribution method provide better product access than competitors, giving you a strategic edge? - Are there any emerging distribution technologies or trends you should leverage? In other words, research helps you find distribution pathways that align with your business goals and target audience preferences. That way, your product ends up in the hands of happy customers, rather than gathering dust. ### Crafting your [positioning](https://www.gotomarketalliance.com/positioning-finding-a-place-for-your-product/) The third vital element of your Go-to-Market strategy is positioning. This is all about carving out a unique space in the minds of customers. This starts with asking: - **Who's our ideal customer?** Get specific - name them if you can! - **What product category do we belong to?** Project management software, athletic shoes, etc. - **What's our unique value-add?** What benefit do we offer that competitors don't? Can we back up our claims? - **What’s the perceived value of our product?** This goes beyond just features and includes emotional, social, and financial benefits. Understanding this helps position your product in a way that aligns with customer values and expectations. Quality market research provides the clues to craft your positioning story. Dig into details on your competition - their strengths, weaknesses, and any glaring gaps in their offering. These insights will help you identify your edge and stand out from the crowd. ### Pricing for success Figuring out what to charge for your prized product is tricky. Price too low, and you leave money on the table. Too high, and customers get sticker shock. Market research can help you strike the right balance by answering two critical questions: - **How much are customers willing to pay?** Look at this on a segment-by-segment basis if you can. No need to leave money on the table! - **What are competitors charging?** You don't want to be drastically higher or lower unless there's a strategic reason. Armed with these insights, you can set an optimal price point – one that delights customers while ensuring a healthy contribution to the bottom line. Beyond pricing specifics, research also provides useful intel on: - How your market responds to price changes, a.k.a. price sensitivity. - The impact different price points have on brand perception, which will in turn inform your marketing. ## Primary vs. secondary research: Your GTM intel sources As we’ve seen, to build a solid GTM strategy, you first need to gather a ton of intel. But where can you find them? Well, there are two main avenues for collecting these valuable insights: - **Primary research**, which is all about gathering new data straight from the source – your target audience, and - **Secondary research**, which means scouring existing information from helpful third parties. Now, let's explore some of these research methods and see how they can inform your GTM strategy. **Handy primary research sources** - **Surveys** are a great way to collect quantifiable data on customers’ demographics, behaviors, needs, and preferences. The statistics gathered from surveys allow you to spot trends and patterns in what your audience cares about. This helps shape product features, pricing, messaging, and more. - **Interviews**, while more time-consuming, provide qualitative insights that surveys can't always capture. By probing interviewees' deeper thoughts and motives, you gain a nuanced understanding of perceptions, pain points, and desires. - **Focus groups** gather up to a dozen people from your target audience for a group discussion. This reveals how your product is perceived. Watching your audience interact in real time can unearth pain points and opportunities that you can capitalize on in your product development, positioning, and messaging. - **Observational research** means directly observing how people interact with your products. This is a great way to uncover your product’s strengths and unique differentiators first-hand, which can then shape your positioning and messaging. **Valuable secondary research sources** - **Industry reports** from research firms provide a wealth of data on market size, growth trends, competition landscape, and more. This high-level summary equips you with an overview of your industry ecosystem. - **Competitor analysis** involves thoroughly researching your competitors' product offerings, pricing, messaging, marketing channels, reviews, and more. This reveals gaps or opportunities where you can swoop in with a differentiated approach. It also helps you realistically benchmark your capabilities. - **Online searches** allow you to tap forums, review sites, social media, and other corners of the web for real-time consumer conversations. This provides invaluable direct insights into the needs and wants your audience talks about. ## Market research best practices Robust market research is a crucial part of any GTM, but what does it take to do it right? Follow these best practices to ensure you get the insights you need to make smart, data-driven decisions: - **Use a representative sample:** Your survey, focus group, or interview participants should accurately reflect your target audience. Consider including existing customers who can provide invaluable real-world insights. - **Keep your surveys concise and engaging:** Shorter surveys have much higher completion rates. Aim to respect people's time while keeping them engaged by using a short list of concise, clearly-worded questions. - **Incentivize participation:** Give people gift cards, discounts, entry into a prize draw, or other perks to motivate them to engage with potentially long surveys or interviews. Even a small reward can boost response rates. - **Outsource if needed:** Customers may give more honest, constructive feedback to an unbiased third-party researcher rather than directly to your company. - **Analyze data thoroughly:** Don't just collect data for the sake of it. Analyze it to identify key trends that will inform business decisions. - **Share insights widely:** Synthesize and distribute your findings across departments to actively inform product development, pricing, messaging, competitive strategies, and more. - **Remember, market research is not a one-and-done kind of deal:** Keep on top of market trends and be ready to adjust your strategy accordingly ## That’s a wrap! We've covered a lot of ground on the value of market research and how to do it right. Let's recap the key takeaways: - It pays to invest in research to guide your Go-to-Market efforts. This boosts the odds of success. - Focus your research on market segmentation, distribution, positioning, and pricing. Together, these elements form the strategic foundation of your GTM. - Use a balance of primary and secondary research tailored to your goals. Multiple data sources give a 360-degree view. - Be sure to incentivize participants, analyze data rigorously, and keep researching as markets evolve. Even the best products in the world can’t succeed without savvy research-backed GTM execution, but do your homework right, and you’ll be able to give your product the GTM it deserves. ### Market segment vs. target market: What's the real difference? URL: https://www.gotomarketalliance.com/market-segment-vs-target-market-whats-the-real-difference/ Last updated: 2023-12-05T13:40:09.000Z Product marketers (PMMs) love fancy terms. But all that jargon can get confusing fast. Market segmentation? Target markets? They sound awfully similar. And getting them mixed up could completely tank your marketing efforts. So let’s break it down in simple terms: What do these two foundational marketing concepts really mean, and how do they work together? We’ll clear up the distinctions with easy-to-grasp examples so you can start applying them like a pro. ## Segmenting 101: Dividing your market into strategic groups ### What is market segmentation? Market segmentation is a strategic approach that involves dividing a broader market into smaller, more manageable segments based on certain common characteristics, needs, or behaviors. There are four key market segmentation categories used to help marketers group customers and prospects, those are: - **Demographic information:** Age, gender, occupation, etc. - **Geographic information:** Location, timezone, language, Density (urban, suburban, exurban, rural), etc. - **Behavioral information:** Buying process, occasion and timing, benefits sought, customer loyalty, customer journey stage, engagement level, etc. - **Psychographic information:** Lifestyle, opinions, values, etc. The goal of segmentation is to identify specific groups within the market that share similar traits, making it easier for you to tailor marketing efforts to their specific preferences and needs. **Here’s an example:** Imagine you sell smartphones. Your total potential market includes all smartphone-using humans on Planet Earth. This means you’ve got a lot of people to market to… but it’s not super helpful for creating a killer strategy or devising a meticulous marketing budget. That’s why smart brands use segmentation. This just means splitting up the market into smaller groups defined by common qualities. Like “tech enthusiasts,” “budget-conscious consumers,” and “business professionals.” So, you’ll start by digging into research and analyzing your findings to spot key ways to categorize customers. This allows you to create specific segments based on needs, behaviors, interests, demographics, or other factors. *Psst. From here, you can dive even further by creating [buyer personas](https://www.gotomarketalliance.com/the-go-to-market-buyer-persona-template/).* Why bother? So you can understand core groups who want/need different tech offerings, target products and messaging accordingly, and address (or preempt) any potential pain points. ## Targeting: Picking your prime segment(s) to pursue Okay, now you’ve identified market segments for your business, you need to select target markets. ### What is a target market? Target markets are the specific groups or segments within the broader market that you choose to focus your marketing efforts on. They’re the audiences that are most likely to be interested in the product or service you’re offering. As with market segments, target markets are defined based on factors like demographics, psychographics, geography, and behavior. These are just one or more of those segments you’ll pursue with tailored products and marketing. Targeting is about concentrating your strategy on the best opportunities. **Sticking with the smartphone example:** Let's say you decide to target the "tech enthusiasts" segment. This group is characterized by their love for cutting-edge technology and willingness to pay a premium for the latest features. You’d focus your marketing efforts on the key aspects that’ll likely appeal to this specific segment, such as its innovative functionality, top-of-the-range camera lens, optimized UI (user interface), or cutting-edge physical design. As the product marketing pro that you are, you’d then use this information to tailor your marketing campaigns to appeal specifically to this segment. Target markets should match your [positioning](https://www.gotomarketalliance.com/positioning-finding-a-place-for-your-product/) and give the highest potential ROI. It's all about focusing your marketing mix where it'll be most effective. ## Why segmentation and targeting go hand in hand Now it’s easy to see how these two work together: - Segmentation provides the foundation by identifying distinct consumer groups. - Targeting then picks the best segments to pursue based on strategy. - Target markets are just selected clusters from broader segmentation. It’s a powerful integrated framework for allocating marketing resources. Segmentation and targeting allow you to truly focus your efforts by eliminating waste and concentrating strategy and spending where it'll resonate most. ## Key differences between market segmentation and target markets ### Scope and purpose **Market Segmentation:** It's the process of dividing the entire market into segments. **Target Markets:** It's the selection of specific segments to focus marketing efforts on. ### Level of specificity **Market Segmentation:** Provides a broad overview of different segments within the market. **Target Markets:** Narrow down to specific segments with the highest potential for conversion. ### Use of data **Market Segmentation:** Involves data analysis to identify segments. **Target Markets:** Involves data analysis to choose the most promising segments. ### Marketing strategy **Market Segmentation:** Guides the overall marketing strategy by highlighting potential customer groups. **Target Markets:** Directly informs the tactics and [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/) used to reach the chosen segments. ### Resource Allocation **Market Segmentation:** Helps allocate resources effectively across various segments. **Target Markets:** Requires more focused allocation of resources to maximize impact. ### Customization **Market Segmentation:** Allows for some customization but at a broader level. **Target Markets:** Requires highly tailored marketing efforts to meet specific segment needs. ## Real-world examples Let’s see how leading brands apply segmentation and targeting in the real world: ### Uber Rideshare apps like Uber make it super streamlined for people looking for transport in a specific area. With just a few clicks, they can find their perfect ride to the desired destination. Uber utilizes the four key market segmentation pools: **Demographic criteria:** - Age - Occupation **Geographic criteria:** - Region - Density (e.g. urban/rural) **Behavioral criteria:** - Degree of loyalty - User status (e.g. non-users, potential users, first-time users, regular users) - Benefits sought (e.g. cost-efficiency, convenience) **Psychographic criteria:** - Lifestyle (e.g. explorers, luxury riders, frugal travelers) **Uber then targets the customer segment with the applicable vehicle, for example:** - UberX Share: Sharing a ride with a co-rider - Uber Green: Riding in an electric vehicle - Bikes: On-demand electric bikes - UberXL: Available for groups of up to six - Uber Black: Premium rides in luxury cars And more. ### Apple With a super diverse product line, tech giant, Apple, is one of the most successful companies going. Apple utilizes the four key market segmentation pools: **Demographic criteria:** - Age - Occupation **Geographic criteria:** - Region - Density (e.g. urban/rural) **Behavioral criteria:** - Degree of loyalty - User status (e.g. non-users, potential users, first-time users, regular users) - Benefits sought (e.g. self-expression, speed of service, advanced features) **Psychographic criteria:** - Lifestyle (e.g. ambitious, tech-centric, those seeking a sense of belonging) **Apple then targets the customer segment with the applicable product, for example:** - iPhone - iPad - Mac - AirPods - Watch - HomePod - Apple Music And more. Apple’s target market is vast, and its product line reflects this. Apple’s success is down to not just a huge range of products, but accurate and compelling branding and marketing, designing a wide range of solutions for both digital and brick-and-mortar companies. Enough of the big brand names, let’s take a quick look at an example of how a general brand would use segmentation and targeting of a specific buyer. We’re gonna use the example of a pet supplies retailer, named Pet Dynamics which is targeting the buyer persona, Dog-lover Dina. ### Pet Dynamics Pet Dynamics is a pet supplies retail store that provides buyers with everything from food, toys, bedding, medication, accessories, and more. Dog-lover Dina is one of Pet Dynamics’s target consumers. Dog-lover Dina’s segmentation profile: **Demographic criteria:** - Age: 29 - 38 - Lifecycle stage: Child-free adult - Occupation: Executive **Geographic criteria:** - Region: Middle America - Density: Suburban **Behavioral criteria:** - Degree of loyalty: Hard-core loyal user - Buyer status: Regular buyer - Benefits sought: Quality of products **Psychographic criteria:** - Lifestyle: Believes in giving her pet only the best quality, spends time outdoors with her canine companion. **Pet Dynamics then targets Dog-lover Dina with the applicable products, for example:** - Premium pet food - High-quality accessories (collar, walking harness, etc.) - First-rate treats and toys - Pet insurance And so on. You’ve (hopefully) now got a good idea of what a market segment is, what a target market is, why the two go hand in hand *as well as* the key differences between the two. Before we get into executing an integrated approach and the bottom line, let’s take a quick peek at the advantages and applications of segmentation vs. targeting. ## Advantages and applications of market segmentation vs. market targeting ### Key advantages and applications of market segmentation **Enhanced understanding:** Provides a deep understanding of the market's diversity. **Risk mitigation:** Reduces the risk of a one-size-fits-all marketing approach failing. **Product development:** Informs product design to cater to different customer needs. **Resource efficiency:** Optimizes resource allocation by focusing on high-potential segments. ### The advantages and applications of market targeting **Precision:** Allows for precise targeting of customers who are more likely to convert. **Effective messaging:** Tailored messaging resonates better with the chosen audience. **Improved ROI:** Maximizes return on investment by directing resources where they matter most. **Competitive edge:** Helps businesses stand out by addressing specific customer pain points. ## Executing an integrated segmentation and targeting approach While market segmentation and targeting are distinct concepts, they are closely intertwined in successful marketing strategies. Segmentation sets the stage by identifying potential customer groups, and targeting narrows down the focus to the most promising segments. Think of segmentation as the "what" and targeting as the "how." Once you've identified segments that hold potential, you can strategically target them with marketing campaigns that speak directly to their needs and preferences. This synergy enhances the effectiveness of marketing efforts and increases the likelihood of conversion. **Want to master segmentation and targeting? Here are some tips:** - Immerse yourself in [market research](https://www.productmarketingalliance.com/your-guide-to-research/) to spot potential segments and assess viability as targets. Surveys, focus groups, and data analysis are your friends! - Choose segments that fit your brand and products. Target groups should be profitable and align with your organizational capabilities. - Tailor marketing mix elements like product, pricing, distribution, and messaging to match your targets. - Review segments and targets frequently. Markets shift, so your approach should evolve accordingly. Properly integrated, segmentation and targeting provide a roadmap to connect with audiences in a strategic, relevant way. ## The bottom line Market segmentation and target marketing are cornerstones of an effective marketing strategy. When used together, they provide powerful tools for reaching the consumers most likely to be interested in your brand. Segmentation identifies distinct groups based on shared characteristics. Targeting then selects the best segments for tailored offers designed precisely to match their needs and preferences. Now get out there and conquer your market! ### From zero to launch: A five-step recipe for GTM success URL: https://www.gotomarketalliance.com/from-zero-to-launch-a-five-step-recipe-for-gtm-success-yoni-solomon/ Last updated: 2023-10-24T15:00:18.000Z This article is based on Yoni’s scintillating interview on GTM FM. Pop on your headphones and check out more thought-provoking episodes [here](https://www.gotomarketalliance.com/tag/podcast/). --- My name is Yoni Solomon. Over the past 12 years or so, I've had the pleasure of working for a variety of disruptive B2B, digital marketing, and [SaaS](https://www.gotomarketalliance.com/how-to-launch-a-saas-product-your-saas-go-to-market-strategy/) companies, doing everything from marketing ops to content marketing, and even [demand generation](https://www.gotomarketalliance.com/myths-debunked-separating-facts-from-fads-in-demand-generation/) and [growth](https://www.gotomarketalliance.com/go-to-market-aligning-with-growth-product-and-sales-to-drive-growth/). This varied experience allowed me to assemble a strong [product marketing](https://www.productmarketingalliance.com/what-is-product-marketing/) toolkit before I took on my first product marketing role. As someone responsible for [launching](https://www.gotomarketalliance.com/what-makes-a-successful-product-launch/) features, partnerships, mergers and acquisitions, and everything in between, I needed to build a process that would allow me to go to market consistently and successfully, time after time. That’s when I began to map out the five-step go-to-market launch sequence that I’m going to share with you today. Let’s dive in. ## Getting ready to go to market Now, before you can begin building your launch plan, you need a thorough understanding of the capability and the market, so you’re going to have to do some research. Here’s how to approach it: 1. **Start with a product demonstration**. It's going to be hard to effectively message the product if you haven't used or seen it for yourself. 2. **Delve into [market research](https://www.gotomarketalliance.com/what-is-market-and-customer-research/).** Get to grips with the landscape, who your customers are, their pain points, business sizes, and segments. 3. **Dive into [competitive intelligence](https://www.gotomarketalliance.com/how-competitive-intelligence-can-improve-your-go-to-market-strategy/).** Chances are, you're not the first to market with this product or feature, so it's crucial to understand the competitive landscape and how you position against them, and likewise, how they might position against you. 4. **Explore the voice of the customer.** User-generated content, reviews, and feedback on this product or industry are going to be invaluable here. 5. **Validate** within your CRM that you have the right [ideal customer profiles](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/), markets, and segments for this product release. Before building anything for a launch plan, that's typically the level of research I would go through as a product marketer. It's essentially a five-step research process to prepare for the main five-step go-to-market process that we’re about to look at. ## My five-step recipe for successful product launches When it comes to GTM, our job is to introduce a new capability or feature to the market in an organized, consistent, and repeatable way. For me, this process comprises a five-step go-to-market launch sequence: - **Step one: Ideation** – This is where we sit down with the product team who's identified a market need that can be addressed with technology. - **Step two: Build** – During this phase, the product team lays out the product roadmap while product marketing works on pricing, packaging, messaging, and the launch plan. - **Step three: Soft launch** – This includes an alpha and a beta phase. Here, we test not only the product functionality, but also our messaging and naming to ensure they're effective. - **Step four: Go-to-market launch** – This marks our first entry into the market. The keys are in the ignition, emails are sent, and landing pages are live. - **Step five: Go-to-market continued** – Here, we're building consistent thought leadership and case studies around the new capability. These are the five steps that allow us to effectively introduce new capabilities to the market. ## Maintaining launch momentum In my experience, when launches fall short, it's rarely due to the first four steps – these are generally done quite well. What we often overlook is the all-important go-to-market continued phase. Our releases lose momentum after a quarter or two because we've moved on to the next launch. So, let’s talk more about the go-to-market continued phase. As we discuss in my [go-to-market masterclass](https://certified.productmarketingalliance.com/p/go-to-market-certified?utm%5Fsource=ghost&utm%5Fmedium=post&utm%5Fcampaign=content-), when a tier-one product (a really important capability) is launched, you need to create about three to six months' worth of content to release during the GTM continued phase. This could include a variety of things: thought leadership pieces, earned media, web content, webinars, or podcast episodes. You'll likely be doing a bit of everything. The key here is to build out a roadmap so that your team has a continuous focus on these activities. If not, the launch might get lost in the shuffle once you've moved onto the next thing. Also, within those three to six months, you should be having conversations with customers and users who are leveraging the tools you've launched. Collect their feedback and then loop back to the product team to start the launch process all over again, from ideation. This is why I particularly enjoy customer webinar opportunities and even old-school case studies. What better place than in those conversations to ask users how the product or feature is working? They’re the perfect way to organically gather this feedback. ## How to align with cross-functional go-to-market teams Getting buy-in for your GTM strategy can be challenging, especially if your product marketing function is new and you still need to establish a presence and credibility in the company. You might find that some teams, including marketing and sales, just don't know how to work with PMMs. That was certainly the case early on in my journey at G2. To build rapport with your [cross-functional teams](https://www.gotomarketalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/), start by understanding their KPIs. At G2, the product team’s focus was on adoption. Taking that goal into account, we worked our way backwards into creating a product launch process that allows us to go to market quickly and consistently to boost product adoption. Collaborating with marketing also becomes much easier once you align with their pipeline goals. And once you agree that, say, sourcing revenue through product marketing is a common goal, collaborating with sales on ad-hoc programs gets much easier, too. ## The future of go-to-market When I think about the future of product marketing and its role in the go-to-market process, there are a couple of things I’d like to see. Internally, I'd like to see more [enablement](https://www.gotomarketalliance.com/making-enablement-work-in-remote-settings/) within companies. I think we've barely scratched the surface of how we can package our launch materials, training assets, and certifications. We have to start engaging front-line teams, like customer success and sales, earlier on in the process. We need to make certification fun and memorable, rather than just a test they try to pass as quickly as possible. And then we need to enable continued learning because there are just so many changes with our products and personas. Once you start exploring this, you realize how much more we could be doing. Also, our industry has changed significantly. Even at full capacity, I feel like I could be enabling teams at least 30-40% more. So, internal enablement feels like a big priority for me. From an external perspective, I think we should be launching less. SaaS companies have gotten very good at rolling out software quickly, to the point where there's a new deployment every two to four weeks. As a result, B2B is becoming a really noisy space, where there's a constant barrage of announcements. Although product launches are a great way to get in front of users, if everyone is launching all the time, it’s hard for our buyers to focus on any one thing. I don’t have a clear-cut solution to this problem yet, but one possibility is to bundle launches into product-related themes so that we’re making larger announcements a couple of times a quarter rather than every week. The goal should be to launch less but do more. ## Final tips and tricks Before we wrap up, I’d like to share one final piece of advice to help make your go-to-market a success. Talk to as many customers as you possibly can, regardless of the launch or what you're trying to roll out. Your best messaging and positioning will more often than not come from your customers. If you’re a product marketer tasked with messaging and positioning, don't feel like you need to create it in a silo. Get in front of some users, have some recorded Zoom conversations, and you'll often find the perfect positioning in those discussions. From there, it's on you as a product marketer to polish up the voice of the customer, reframe it a bit, and then release it as part of the launch. ## Key takeaways To wrap up, let's summarize some key pointers on how to make your go-to-market a success: 🎯 **Dig deep into research:** Start by understanding your product, your market, your competition, and your customers. This deep dive gives you a great foundation for what comes next. 🪜 **Five steps to success:** My proven five-step GTM launch sequence goes like this: ideation, build, soft launch, go-to-market launch, and go-to-market continued. ⚡ **Keep up the momentum:** After you launch, don't forget the GTM continued phase. This is when you need to keep your content flowing and maintain that product buzz. 👥 **Customer chats are crucial:** Constantly touch base with your customers and users. Their insights and feedback are gold. 🤗 **Align with your teams:** To collaborate effectively, understand other teams' KPIs. Once everyone's goals are aligned, the work just flows. 🚀 **Future-proof your GTM:** Looking ahead, I see more internal enablement, better team engagement from the start, and fewer but more impactful launches. There you have it – the key takeaways from my journey and the lessons I've learned along the way. As always, remember that your GTM journey will be unique. Don't hesitate to tailor this advice to fit your product, your team, and your market. Keep exploring and best of luck! 🌟 ### Customer-led growth: the key to long-term success URL: https://www.gotomarketalliance.com/customer-led-growth-the-key-to-long-term-success/ Last updated: 2023-10-19T13:49:53.000Z As the Chief Marketing Officer (CMO) of G2, one of the premier software marketplace and review sites on the web, I have a unique insight into the importance of customer-led growth for brands. We at G2 have a significant user base, with 60 million software buyers visiting our site annually, leaving over one and a half million reviews for software products across 2000 categories. G2 has evolved into an essential destination for anyone looking to discover, review or evaluate software based on authentic feedback from peers. You could say, we know the power of being customer-focused. In this article, I'm going to share my insights on taking a customer-led growth approach to boost revenue growth. ## ****Understanding Customer-Led Growth** In the current market, peer recommendations heavily influence both B2B and B2C marketing. Personally, I have a strategy for assessing reviews when shopping on platforms like Amazon, and this consumer behavior is not different in our professional lives. Customer-led growth, a concept some might be unfamiliar with, builds on this consumer behavior. ### ****The Role of the Customer in Growth Strategies** Customer-led growth, which applies to both B2B and B2C businesses, hinges on leading with the voice of your customer, shaping everything from product development to marketing strategies. Unlike product-led growth, this strategy starts with the customer's perspective, rather than the organization's or product's perspective. The challenge lies in effectively implementing this strategy across the organization. ## ****The Impact of a Customer-Led Approach on Organizations** When an organization places the customer first, this approach permeates through all departments, from marketing to sales, product teams, and customer success. One of the significant benefits of this strategy is it leads to better products, marketing experiences, and sales experiences. Furthermore, by continuously meeting customers' needs and addressing their feedback, a brand can capture more interest and revenue, retain customers for longer, and achieve sustainable growth. ### ****The Goal of Customer-Led Growth** The goal of customer-led growth is not solely about generating leads or demand, but building long-lasting connections with customers. To achieve this, organizations must have processes in place to tap into the voice of their customers regularly. For instance, G2 provides a platform where CEOs from large enterprise software companies can frequently review real-time customer feedback. ## ****Incorporating Customer Voice in Real-Time** An essential first step is to define a process for understanding the customer's voice regularly, not just during annual focus groups. By capturing real-time feedback and sharing these insights in a manner beneficial to the entire organization, a brand can set the stage for customer-led growth. ### ****Real-Time Engagement with Customers** The concept of incorporating the voice of the customer in real-time, however, can be challenging. Often, it forces organizations to reevaluate their preconceptions about their business or products. By regularly engaging with customers, a brand can avoid surprising revelations and iteratively adapt to their needs and preferences. As a CMO, it's about seeing these moments of change not as daunting but as opportunities. By finding where we might have gotten it wrong, we can listen better and get it right, and this is the beauty of customer-led growth. ## ****Leveraging Positive Customer Feedback** In times of success, when we're getting all these five-star reviews and great feedback, it's not a time to rest. It's essential to capitalize on these moments of appreciation. Oftentimes, businesses view the customer journey as a funnel that starts with awareness and ends with conversion or an upsell. But the true potential lies in advocacy that leads to word of mouth. This turns our customers into our best marketing channels, bringing more people to the top of the funnel. ### ****Incorporating Customer Feedback into Marketing and Sales Strategies** One of the most effective ways to utilize good reviews and feedback is by incorporating them into our marketing and sales strategies. For instance, say our company has the advantage of quick implementation time, and we've received great feedback on G2 about this. We can use this feedback to validate our claims in our sales or marketing pitches, making our customers' voices heard. ## ****Engaging Customers beyond Case Studies** However, leveraging good feedback goes beyond just case studies. While they are indeed valuable, there's so much more we can do to foster customer-led growth. We can elevate our customers, turning them into co-marketing partners or thought leaders. Given that 67% of B2B buyers make decisions before they ever talk to sales, it's crucial to engage these customers early and educate them about our offerings. This can be done by co-marketing with customers, putting them on stages, inviting them to contribute to our blog or publication, and elevating their voices in channels where our customers spend their time. ### ****Sharing Authentic Customer Stories** It's not about creating a perfectly polished case study but about sharing authentic stories of our customers' experiences with us. Elevating certain customers can also create a sense of competition and desire for success among our other customers, effectively aiding in customer retention. ## ****Building Customer Communities for Growth** Moreover, building customer communities can serve multiple objectives. Businesses like Airtable and Miro have done this successfully by creating platforms where customers can share use cases and learn from each other. However, creating these communities shouldn't be forced. A community should provide a value exchange for everyone involved and, if done well, it can serve as the ultimate competitive moat. And it's important to remember that a Slack channel alone does not make a community. It's only a part of the overall community strategy, not the entirety of it. ## ****Measuring Success in a Customer-Led Growth Approach** I find it very crucial to discuss the nuts and bolts of customer-led growth, particularly how we measure the success of such an approach. Numerous research conducted by top consulting companies and user experience agencies strongly suggest that incorporating customer feedback into your business strategies typically results in growth across all key performance indicators (KPIs). This could be revenue, product adoption, or any metric that your business uses regularly. ### ****Importance of Net Promoter Score (NPS) and Customer Service** One of the most valuable metrics, in my opinion, is the Net Promoter Score (NPS). Tracking NPS over time provides a robust feedback loop and offers quick insights into how well your efforts are resonating with your customers. Customer reviews also serve as an invaluable source of feedback. At G2, for example, we ask for NPS as part of our review process. By examining reviews, we can understand our performance across different areas of the customer experience, from customer service to product implementation. This data can help identify where we excel and where there's room for improvement. ## ****Implementing a Customer-Led Approach across the Organization** Now, implementing a customer-led approach isn't exclusive to the marketing department; it's a company-wide undertaking that requires collaboration across all customer-facing departments. As a Chief Marketing Officer, you ideally want to align with every functional stakeholder across the business – from the customer success team to the product design team. However, the key is not to try to do everything at once. Identify the areas of the business where there's the most opportunity and start there. ### ****Ensuring Consistent Customer Experience** Consistency is indeed crucial. An inconsistent customer experience, such as an excellent sales experience followed by a poor onboarding process, can erode trust in the relationship. The tone, approach, and expectations should feel similar across the board. This consistency fosters a healthier, long-term relationship with the customer. ## ****Final advice** When it comes to implementing a customer-led approach, I firmly believe that it can be beneficial regardless of the stage of business growth. Even tiny startups can take a customer-led growth approach. They have the advantage of speed, and by obsessing over customer feedback, they can avoid wasting time developing products or services that don't meet customer needs. Looking forward, I foresee real-time feedback becoming a standard for most organizations. I anticipate an increased interest in software marketplaces and review sites to capture customer feedback and identify the right customers. Given the move towards a cookieless future, using signals such as intent data can present a massive opportunity for marketers. It offers a more accurate way to target customers based on their actual interest rather than demographic assumptions. I believe we'll see more organizations starting to leverage intent data to better understand and reach their audiences. In this new privacy-first world, customer-led growth will undoubtedly continue to be a crucial strategy for brands. ### We have liftoff: Turning your launch process from chaos to competitive advantage URL: https://www.gotomarketalliance.com/we-have-liftoff-turning-your-launch-process-from-chaos-to-competitive-advantage/ Last updated: 2024-11-13T13:05:21.000Z *This article is based on Derek’s brilliant talk at #GTM23 in San Francisco. GTM Blueprint subscribers can watch the full recording [here](https://www.gotomarketalliance.com/gtm23-san-diego-ondemand-2/?wchannelid=2aadhpccn4&wmediaid=qtv1wstgmi).* --- Welcome to space camp! Today, we’ll be talking about [launching products](https://www.gotomarketalliance.com/product-launches-how-to-resource-differentiate-and-maintain-momentum/) and how to turn that process from a chaotic cost center into a revenue-driving, repeatable competitive advantage. ## The cost of chaotic launches Let’s play a quick game of word association. What words or phrases come to mind when you think about the launch process? Sleepless nights? Stress? I talk to [product marketers](https://www.productmarketingalliance.com/becoming-an-expert-the-product-marketing-career-path/#what-does-a-product-marketing-manager-do) about this all the time, and the most common word I hear is ‘chaos’. All this chaos not only has a negative impact on our well-being but also that of the company. Let me give you an example. Have you ever heard of Netflix Games? If not, you’re not alone – three months after its launch, less than 1% of Netflix subscribers had even heard that it existed. Unsurprisingly, it was a huge flop. Still, Netflix is in good company – [more than 80% of launches fail](https://kaizen.com/insights/article-why-do-80-of-new-product-launches-fail-uk/#:~:text=According%20to%20Harvard%20Business%20School,fail%20to%20meet%20their%20objectives.). [![Netflix games: Is it already dead?](https://lh3.googleusercontent.com/YXQQDm1thPFK7uPiIQ7_jn8slyi2dt-HtwJc-YVV0_9sqgLjERZuPCW1rEF-d1Fj8NRcNri6d9VtPW3aAR2dAZA7F37r1TZmKLPOH8Hlx0idUK2DpWP04qFSea-p8lhIV6OW3YPu6tTpXfaFKmLEPos)](www.gotomarketalliance.com/we-have-liftoff-turning-your-launch-process-from-chaos-to-competitive-advantage) While failed consumer-facing launches are the ones that get all the negative headlines and public shaming, B2B launches are equally at risk. You cannot afford to run a [failed launch](https://www.productmarketingalliance.com/9-reasons-why-a-product-launch-fails/); it’s extremely costly. Just think about the underlying costs of a bad launch process. Think about all the internal teams that end up frustrated. I've talked to plenty of people who have left their companies because of the shoddy launch process, and replacing an employee costs twice their salary. And then there’s the cost of confusing customers. That’s a great way to make them churn, and it costs five times the value of a customer to replace them. Plus, there are the hundreds of hours of product development time, hundreds of hours spent repairing the launch, and the revenue opportunity – all of it, up in smoke. Even very small launches that go wrong at very small companies can cost hundreds of thousands of dollars. For bigger companies, it can be hundreds of millions of dollars. According to IDC’s research, for every $1 billion in corporate revenue, $100 million is lost due to ineffective go-to-market processes. [![Breakdown of the cost of a bad launch](https://lh6.googleusercontent.com/CHCYuqruXUHUWyiAXkpJpDNvLsRivqrIkGHEoj_lGT8ZkuK7V_bH-1kKj937Vuc6hlYIl26fwGUayCtFw-CXdRv3qlqyhmgp_dc6YvscS2rGX7vYzox68_gCABJ4Gzrkq1hMH2SJDL8kpDDuTVkuiOE)](www.gotomarketalliance.com/we-have-liftoff-turning-your-launch-process-from-chaos-to-competitive-advantage) ## The power of viral product launches But enough about the downsides – let's talk about how launches can catalyze growth. The best companies in the world use launches masterfully. Think Apple, PlayStation, and Salesforce – launches are the core drivers of their annual performance, with up to 60% of their revenue coming during launch windows. And this isn't just the domain of big companies – even very small startups can harness the power of launches. Look at early-days Uber, before they were the Uber we all know today – they were driving growth through small launch campaigns in each local market. Similarly, Slack attributes a lot of its early growth to the effectiveness of its release process. [![Companies that do launches brilliantly](https://lh4.googleusercontent.com/nKifXwB6T4aEzUqwKqDGxeH7IxG_1eeL_cWmiZ4D6UKStI99jBQhQPuLiSMaVBPzhQBOUTRYf-pA9kwaACiXEXLzA0Qa-QN_1iDAa9sgR50Kc2TEgKpXIoRaLWylUsXsa_BA0yhMaafmgVB26EWv7XA)](www.gotomarketalliance.com/we-have-liftoff-turning-your-launch-process-from-chaos-to-competitive-advantage) I've even got some fun startup launch stories of my own. When I was at an eight-person mobile keyboard app developer called Flexi, we turned one of our future releases into an opportunity to set a Guinness World Record. It drove five million downloads. So what are these successful companies actually doing differently when it comes to launches? Well, first they approach launches with a wildly different mindset. They don't view launches as just another project to check off. Instead, they see them as opportunities to catalyze step-function changes in growth. Think of company growth like a race car. You're constantly optimizing to push the engine faster – sales selling, running ads, and improving features. But there's a top speed you'll max out at. Launches are like gear shifts – they give you sudden bursts of speed when you most need them. A new product line or market expands your total addressable market (TAM) by giving you an entirely new audience. A major new feature plugs a retention gap. [![Launches are net revenue retention drivers](https://lh4.googleusercontent.com/34Lrmwk3QDDhdp0aqSg97hiZHco7J7InUmJdilXZ62zCiU3GtDVaSW0t8hb8MTcTFz2Op870WuRfZtkG6G9LexTHi7w8jVWujeTionapyBvOEdSKCSHFU1NJJTFhUPP3F-I33UiGuo7E5b2pMSl-CYU)](www.gotomarketalliance.com/we-have-liftoff-turning-your-launch-process-from-chaos-to-competitive-advantage) Launches also make your other growth activities more efficient for a period by capturing customer attention. The companies that excel at this recognize that nailing launches is the difference between winning and losing. ## Why launches go wrong [When launches fail](https://www.gotomarketalliance.com/the-cost-of-go-to-market-failure/), companies default to blaming strategy – did we build the wrong thing? Did we target the wrong audience? Use the wrong channels? Did we not spend enough? But strategy isn't usually the problem. The real issue is whether the company can actually execute that strategy. Even the best strategies fail if you lack the operational readiness to activate them across your org. That comes down to thorough cross-functional planning and alignment, which tends to be the weakest link. [![Launches fail because of poor alignment](https://lh3.googleusercontent.com/lo2gJUlE8cpg1DKBHm9IDraTUX7JGSLuZNokN32P9bl90Ln_dVJn4NEa_3eutTG1rXAQnTCARXhaaixbU3ho22VnXxqmUcfUIj3j-ABWDsaCfzcAFSV3CmI8_XlJZY8NVHlBPOT_xKr_loVT9h29-hg)](www.gotomarketalliance.com/we-have-liftoff-turning-your-launch-process-from-chaos-to-competitive-advantage) [McKinsey](https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/how-to-make-sure-your-next-product-or-service-launch-drives-growth) looked at the launch processes of hundreds of companies, from Fortune 100 corporations to tiny startups, across industries like tech, CPG, and entertainment. They found little correlation between launch success and things you'd expect, like company size, launch frequency, and budget. Here are the three things that did matter: 1. Having a proactive, repeatable launch planning process 2. Utilizing [research](https://www.gotomarketalliance.com/what-is-market-and-customer-research/) throughout the process 3. Internal coordination and communication. [Alignment is key](https://www.gotomarketalliance.com/how-to-connect-gtm-strategy-gain-organizational-alignment/) – marketing can't promote what they don't know is coming, sales can't sell without the right materials, and no one will prioritize the launch unless they understand its importance. Diagnosing where your process breaks down starts with asking three questions: **First, are people constantly questioning the strategy or arguing over it?** If so, they likely lack visibility into the research and context driving your product roadmap and go-to-market strategy. There may also be unclear ownership of the process, leading to dropped handoffs between siloed teams. **Second, does launch planning feel scrambled and reinvented each time?** That signals an unstructured process without dedicated roadmapping or automated timelines, which means you constantly end up in reactive mode. **Third, do sales and customer success seem off-message?** That's a communication issue – you can't expect teams to seek out your launch plans and messaging; you have to proactively inform them. Fixing these problems can be challenging, but it’s well worth it. It allows you to make your launches more strategic and scalable. The right process can lead to higher sales from upsell opportunities, better retention through customer engagement, and improved marketing efficiency from [cross-functional alignment](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/). But it starts with addressing where communications are breaking down. ## How to set your team up for launch success So, let's dive into how you can build a process that sets your team up for launch success. ### Step one: Fix your team structure It all starts with taking an honest look at your team structure. Chances are, like most companies, your company has underinvested in product marketing and scoped the role too narrowly. You may have seen that Airbnb recently rebranded product management to [product marketing](https://www.productmarketingalliance.com/what-is-product-marketing/). At the same time, they expanded the role to be an end-to-end owner of the launch process. This aligns with how the most effective product marketing orgs operate. In many companies, product marketing is an enablement function, plugging gaps in various orgs but lacking any operational influence. This means execution becomes disconnected and tactical, with teams pulling in slightly different directions. Not exactly a recipe for alignment! In more mature marketing orgs, like those at Apple and Airbnb, product marketing and product management are practically joined at the hip. More importantly, they’re empowered to be true strategic orchestrators of the launch process. They often even own the product P&L, allocating budget to executing teams for tactical planning within their channels. Campaign plans and content route through product marketing for approval. The executing teams still own evergreen work independently, but go-to-market planning and campaigns involve product marketing much more centrally. [![Fix your team construction](https://lh3.googleusercontent.com/rT9OJW-NE8W_bUsNxKgwhDGTvfC_339zVQV3wkv1OkPDOIJTj2zksOQ9jENp7pkADToonV3R7eD3tI37EQ6HHvbEv5eWWq7JBvuXUZTermIi54yVhBWZvX1QrnP5i8_KlHcf6buRJcUHSF9XNPCtGOc)](www.gotomarketalliance.com/we-have-liftoff-turning-your-launch-process-from-chaos-to-competitive-advantage) By adopting this kind of centralized approach, you’ll create a unified strategy, streamline operations, and ensure everyone is aligned. Crucially, you’ll also give product marketing the ownership they need to drive an integrated launch process. So, take a look at how your product marketing role is scoped and where it sits within your broader team structure. Empowering it to be a true strategic owner of the launch process could be a game-changer. ### Step two: Shift your mindset Step two is to shift your mindset from a project approach to a product approach for launches. It's important to think of go-to-market not as a one-off project, but as an ongoing enablement exercise. When you view launches as projects, you focus on checklists over outcomes. [![Reframe your mindset](https://lh4.googleusercontent.com/LobALQk6Xtw7-aOSylTHzAXcq8T1TvJLfD164kL_ZSZG-WKxT_VlfRq6wg7-5J5oek-m5FQ7KZiec7T28lMMWWBgL7wJgIk8HCp7utFJUfN3G7kODMXdFXB8jUszWSuQXA6MwcvdBwGfQU6zki8kkMY)](www.gotomarketalliance.com/we-have-liftoff-turning-your-launch-process-from-chaos-to-competitive-advantage) Instead, you should think of the go-to-market process as a product that you need to sell to internal teams. Give those internal teams what they need to buy into and properly execute launches. That means having a single source of truth, driving consistency between launches, and delivering value through research-backed strategies. ### Step three: Build great processes for great launches It’s vital to build a repeatable cycle where research, planning, execution, and measurement connect. To make this work, you need the following components in place: - **First, make it consistently executable but flexible enough to adapt to different launch types and sizes.** In practice, that means using a tiering system and a bill of materials for different launch types and sizes. This will allow you to minimize the amount of time you spend building and sharing plans and maximize the time you spend on strategy and execution. - **Second, connect context to content.** All handoffs should explain the "why" behind plans, not just the "what." Centralize all this information into a single source of truth, whether that’s a giant Google Doc or a more specialized knowledge base. - **Third, communicate proactively.** Rather than talking to teams in an ad-hoc manner, you need to be regularly pulsing information out to teams. But what does that “pulsing” cadence look like? First, it should include targeted notifications to sales when new features ship – don't just expect them to notice on their own. Give them the intel they need, directly in the tools they use every day. You also need monthly recaps of recent and upcoming launches blasted out to the broader company. Keep people in the loop on what's happened and what's ahead so they can plan accordingly. The key is proactively reaching teams through the channels they live in. Don't rely on them seeking out launch info – actively push it their way. [![Build great process for great launches](https://lh4.googleusercontent.com/mKdhy6gSsCrH0wLQ0yAeezBJ-OfrvXHX3C6YSNqJqnVt6ek457Yin7z778gGaeIt5Lch6msPyxeeyguw94K3f62rCfuNlooHdCpIgBTqo-hQiAd026UVEaOzMuqB0BZkoGXrg7KLjN-5dhoz7spRl98)](www.gotomarketalliance.com/we-have-liftoff-turning-your-launch-process-from-chaos-to-competitive-advantage) This process also needs [automation](https://www.productmarketingalliance.com/boosting-your-campaigns-with-useful-marketing-automation-strategies/) wherever possible. I’d recommend automating everything from handoffs to communications to research collection. Chances are, you’ve got a lot on your plate; if you systematize and streamline everything you can, it’s going to make your life much easier. Optimizing your go-to-market processes like this gives you tremendous leverage and allows you to scale your launches, even as a small team. When I implemented these processes at Rippling, it allowed a three-person product marketing team to support 12 product lines with new features shipping constantly. ## Key takeaways Let’s recap the key steps we covered with a little acrostic: - **L**aunch with purpose - **A**utomate repeatability - **U**nify a source of truth - **N**arrate with insight - **C**ommunicate proactively - **H**ave fun! Finally, if you're leading this change, don't wait around for permission or consensus before acting – just do it. Roll out a structured launch process for a few launches and let the stellar results speak for themselves. ### How to craft epic stories for your Go-to-Market URL: https://www.gotomarketalliance.com/how-to-craft-epic-stories-for-your-go-to-market/ Last updated: 2023-10-24T10:49:44.000Z ***This article is based on Elliott Rayner’s outstanding interview with Holly Watson on the [*GTM-FM podcast*](https://www.gotomarketalliance.com/tag/podcast/). Pop your headphones on and check it out [*here*](https://www.gotomarketalliance.com/podcast/storytelling-for-go-to-market-strategy-with-elliott-rayner/)!*** Creating an epic product story that grabs attention and fuels adoption is easier said than done. How do you start translating features into an engaging narrative? As a seasoned product marketer and CMO obsessed with the art and science of storytelling, I've broken it down for you. In this article, I'll share key lessons on: - Applying storytelling techniques to your GTM strategy - Bringing emotion into your brand narrative - Aligning cross-functional teams around a common story - Testing if your story is actually working - Parting advice for getting started So, join me for actionable tips on taking your GTM storytelling to the next level! ## The science of storytelling When people first approach [storytelling](https://www.gotomarketalliance.com/the-what-why-and-how-of-storytelling/), they often feel overwhelmed. They think writing a story requires some special talent and just isn’t something that everyone can do naturally. But actually, story structure is quite scientific. And just like anything scientific, it can be broken down. The best example of this comes from Joseph Campbell's book ‘The Hero With a Thousand Faces.’ He analyzed thousands of narratives from across the ages and found a very common pattern in all of them, whether they were Hollywood movies, songs, children's stories, or epic poems. The pattern he identified goes like this: An underdog protagonist faces challenges, learns, grows, and eventually returns to a sense of order. It’s called the hero’s journey, and, psychologically speaking, our brains love it. It resonates with us because we go through mini-versions of this journey every day. However, in my course, [Storytelling Certified](https://learn.gotomarketalliance.com/training/c9a907e4-c55b-11ec-bd4c-020df940d6b7/overview?utm%5Fsource=ghost&utm%5Fmedium=resources&utm%5Fcampaign=content), I try to make it clear you don't have to follow some epic three-hour movie journey. Instead, you can simplify the hero's journey framework. Campbell outlined a 12-step version, but you could do eight steps, four steps, or even just two steps: order, chaos, then order again. Any great story shows some kind of order, then descends into chaos, and then returns to a new order. Knowing this very simple framework already puts you on the path to great storytelling, whether it's for an email campaign, or just doing your own internal influencing in a meeting. Stories are a really effective way to align people around something complicated and make it simple – and the simpler you can make something, the more it will resonate and the better it will be remembered. That’s the power of storytelling: it’s a magical way of taking something complicated and making it very simple and emotional. ## How to apply storytelling techniques to your GTM strategy When you break it down, a go-to-market strategy is really about education and driving adoption. We're trying to convey information in a memorable way while also getting our audience engaged with using our product. That's why storytelling is such a vital part of an effective GTM. First, it's been proven you're 22 times more likely to remember information delivered as a narrative versus just logical sentences. So, if you can work key ideas into a story rather than stating them plainly, your messaging will be stickier right off the bat. Second, stories evoke emotion which makes people more likely to take action. Tapping into that can increase engagement and adoption. With that in mind, [storytelling](https://www.gotomarketalliance.com/breathe-life-into-your-gtm-motions-with-compelling-storytelling/) should be baked into your GTM from the very beginning. Many of the ingredients to build your story should come directly from your overall brand [positioning](https://www.gotomarketalliance.com/positioning-vs-narrative-design-lets-get-ready-to-rumble/) and [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/). Crafting compelling stories requires understanding your brand essence, mission, differentiators, and how your audience sees you. That's why a close working relationship with your brand marketing team is so important. I don't view storytelling as something you need to inject into your go-to-market strategy – GTM and marketing have always involved storytelling in some form. It's more about bringing in the science of storytelling to make those stories even more effective. To enable people to do that, in my storytelling course, I teach three key areas to focus on: 1. **Structure:** Understanding story frameworks and archetypes to craft an overarching narrative. 2. **Delivery:** Ensuring your messaging resonates emotionally. 3. **Credibility:** Grounding your stories in an authentic purpose that connects with your audience. Establishing those pillars upfront gives you a strong foundation to build on as you develop messaging for specific campaigns and segments. It provides guardrails so marketers down the line can tap into the core themes and tone even as they customize stories. ## How to bring emotion into your storytelling Another key part of crafting a compelling marketing story is to not focus too much on the product or feature itself. Instead, focus on the value and impact it creates. For example, if you’re aiming to build anticipation for a big launch, don't just say, “Here’s the product and this is what it does.” Instead, tap into emotion and *show* people you're building towards something exciting. A great way to do this is through testimonials. Showcase the effect your product has on real users by having them say what they enjoy about it, why it excites them, and how it will improve their lives. This content will resonate even if, as so often happens, your launch ends up being delayed. That’s because it connects to the broader narrative. This is where alpha and [beta testing](https://www.gotomarketalliance.com/what-beta-testing-is-how-its-done-and-why-you-need-to-pay-attention/) really pay off in GTM. Getting early user feedback helps validate your messaging with authentic quotes and experiences. You may even realize the value your product delivers is different than what you planned. Being open to those learnings and integrating them into your marketing keeps the story real. That's why focusing on the value created, rather than the product itself, is so key. This is an age-old strategy whose roots can be found in Aristotle's triangle - credibility, logic, and emotion. Every great story and campaign requires all three elements. However, the order you sequence them and the balance between them is what makes a story truly effective. From my experience, logic isn't always the most important factor. If we can bring people along on a journey with our brand, we can use our product features and go-to-market campaigns as part of a broader narrative arc spanning months or even years. The logic of what our product does provides the raw material, but it's not the whole picture. Layering in credibility and emotion is what transforms functional information into an engaging story people connect with on a deeper level over time. It's a trap to lead too much with logic and specs. Credibility and emotion are evergreen - unless you make any major strategic changes to your brand direction. ## How to overcome writer’s block and unify teams around a narrative The biggest challenge I hear from people wanting to improve their storytelling skills is that they find themselves just staring at a blank page, not knowing where to start. That’s what makes people think, “Oh, I’m just not a good storyteller” when really they just need a framework to get them started. With this in mind, I pulled together what I call “[The Story Engine Canvas](https://miro.com/miroverse/the-story-engine/)" based on interviews with talented storytellers about what helped them create compelling narratives. It's built around three key areas that address the main reasons people struggle with storytelling: 1. **Structure:** Providing story templates and sequencing based on storytelling fundamentals so there's a clear framework to start ideating, experimenting, and putting pen to paper. 2. **Personas:** Marketers already develop customer [personas](https://www.gotomarketalliance.com/what-is-a-persona-in-marketing/), and bringing them in as the protagonists of your stories is a natural way to make them relatable to your target audience. 3. **Credibility:** Ensuring your stories align with your brand mission and values so they resonate authentically with your audience. I've used this canvas successfully with various teams. Getting cross-functional partners involved in shaping the narrative from the start, rather than just handing them a finished story, increases buy-in tremendously later on. It’s also a great way to gather more ideas upfront. So much of our role relies on internal influence and [alignment](https://www.gotomarketalliance.com/how-to-align-your-product-and-marketing-teams/). Solving for that early in the story development process is invaluable. ## How to know if your story is actually working (or not!) A question I get asked a lot is how do you judge if a story is effective, especially when it's so personalized to the target audience? But there are some simple, universal ways – it's similar to how we test a design, a slogan, or any other marketing material. First, get external feedback from your target customers after experimenting to see what resonates. As we've seen, storytelling is much more memorable than straightforward facts, so try hiding the key points you want to be remembered in different stories, then test which one drives the most recall. Second, if a story seems to be [falling flat](https://www.gotomarketalliance.com/the-cost-of-go-to-market-failure/), analyze it against the credibility-logic-emotion triangle to see what's missing or imbalanced. I recently did a workshop with a fintech brand dissecting one of their email stories. We highlighted everything that added credibility, logic, and emotion, and it quickly became obvious that credibility was completely lacking. So, now you have a recipe for improvement - identify the gap, then brainstorm ideas to inject that element. For credibility, you might want to work in some testimonials or case studies, for instance. Having options to experiment with and add in is powerful. In short, judge stories like any other marketing material - through validation testing and audits. Follow the same logic you would as a product marketer testing campaigns. ## Parting advice If you or your team are struggling to figure out where to begin crafting a story, here’s a great exercise to try: Ask everyone in your team about the proudest moment of their life and write down their answers. Those proud moments inherently contain the key ingredients of a compelling story - a protagonist overcoming obstacles to achieve something meaningful. It’s a fantastic way to start ideating storytelling concepts. ### Redefining ROI for B2B marketers URL: https://www.gotomarketalliance.com/redefining-roi-for-b2b-marketers/ Last updated: 2024-11-13T13:05:12.000Z ***This article is based on Sangram’s brilliant talk at #GTM23 in San Diego. Watch the session in its full glory [*here*](https://www.gotomarketalliance.com/gtm23-san-diego-ondemand-2/?wchannelid=2aadhpccn4&wmediaid=cvbvt3eunt)!*** --- Be honest – are you struggling to figure out how to show the ROI of your product to your customers? If you are, you’re not alone – **60%** of the companies we speak to at GTM Partners struggle to articulate and prove ROI. Back in 2019, before Go-to-Market (GTM) was cool, Bryan Brown and I wrote a book called *MOVE: The 4-question Go-to-Market Framework*. As part of our research, we had over 3,000 GTM leaders complete a survey, thanks to which we identified 15 Go-to-Market problems. [![15 go-to-market problems](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/09/move.jpg)](www.gotomarketalliance.com/redefining-roi-for-b2b-marketers) Courtesy of GTM Partners More people do that survey almost every month, and not a single one of them has given us a 16th Go-to-Market problem. If you can, let me know and I’ll buy you lunch sometime! It would be near-impossible to address all 15 problems in one article, so today I'm going to focus on the problem that comes up the most often when we talk to GTM leaders: **Your customers love you, but can’t quantify their ROI at renewal time.** So, why is this a problem? Well, if you can’t show the ROI of your product, you’re going to see some pretty serious knock-on effects: - Low win rates - Stalled pipeline - CFOs blocking deals - Poor customer retention But that’s not all – [a recent study by G2](https://research.g2.com/2023-buyer-behavior-report) found that receiving ROI within the first six months is one of the top three considerations for software buyers at companies of all sizes. I’d go a step further than that. I believe your customers want to see ROI in less than three months. In some cases, they want to see ROI as soon as they start using your product. So, if you can show prospects that they’re going to get a return on their investment quickly, you’re going to close more deals. In short, it’s super important to figure out how to demonstrate ROI for your customers – and fast. ## The five types of ROI In a moment, we’re going to dive into a brand-new framework for understanding ROI, but first, let’s take a look at the five distinct types of ROI. [![5 types of ROI](https://lh5.googleusercontent.com/ft61ptH2w4vD6R0eROOJx29zJumeK5fH9yHFL3hkTJRJF02Tb_a1mXV1WkxVbRf_0Y0FomiM2gBVfVzCMlawL6JwDWglMbBiSkXyQht_xH2klPb1sTYM_d6rTvX1QQfseOezArOk4MVYwVDQxt6sFP0)](www.gotomarketalliance.com/redefining-roi-for-b2b-marketers) Courtesy of GTM Partners Let's start with the one we hear about most often: **attributable ROI**. It's the direct return you can show for every dollar invested. For instance, can you demonstrate to your customers that for every dollar they invest, they'll get $3 or more in return? If not, don’t worry – there are various ways to approach ROI, and that's what we're exploring today. Next, we have **transformational ROI**. This isn't about direct financial returns but the significant change your product or service brings to a business. Remember when Salesforce entered the scene? They weren't touting the financial ROI you’d get from their offering. Yet, many of us consider Salesforce the best CRM platform out there. That’s because their ecosystem and partnerships transformed how we think about sales. And Salesforce isn’t the only example. Think about Slack and how it revolutionized team communication. If you have this kind of game-changing effect on your customers, you offer transformational ROI. Then there's **efficiency ROI**. This is all about optimizing operations. If your product or service can reduce costs, eliminate the need for manual labor, and help businesses strategize better, you're in this category. Next up, we have **necessity ROI**. This is about offering a product or service that's so user-friendly and valuable that people can't help but get on board. It's the kind of product that, due to its ease of use and value, becomes indispensable. Finally, there's **indirect ROI**. This is a tricky one. It's when you believe your product is great, and you assume your customers love it, but you're not entirely sure why. It's what we often refer to as the "muddy middle." If you find yourself in this category, you're in for a challenging journey. It's understandable for early-stage companies to be in the indirect ROI phase while they figure things out. But for mature companies, it's a big red flag. You’ve got to start delivering a specific type of ROI as quickly as possible because it’s just not sustainable. The key takeaway? Your ROI doesn't have to fit a single mold. If you're only talking about attributable ROI to your customers, you might be missing the mark. We can't all claim the top spot in that category, and that's perfectly fine. Many successful brands have carved out their niche, and there's a market for every approach. ## The ROI framework Now, let's map these different types of ROI to our framework. [![The ROI framework](https://lh5.googleusercontent.com/REMJj0vktj4A_4UxQUzlDjvZRLyVwLHy6E1GXjjugYTlwsCkJZx5_nBNx0Bj8ML6EZDg9d0IU34smt_UXibi7mlUj5EqxEJJiQ0yI6rat5iOC6M3f7Orwdp9VjH463l_kxcbBoWRnoSLwjGH6PHlxFI)](www.gotomarketalliance.com/redefining-roi-for-b2b-marketers) Courtesy of GTM Partners If you’re in the “muddy middle” I just mentioned, with only the vaguest idea of what kind of ROI you’re bringing to your customers, you’re in the instability zone. Both efficiency and necessity ROIs place you in the competitive zone. Here, you'll face rivals claiming they can do things better, faster, or cheaper. It's a tough space, with challenges around pricing and expansion, but if you can hold your ground, you'll do just fine. Just be prepared for the competition. At the pinnacle is the winning zone. Up here, you can charge whatever you want because you’re bringing either attributable ROI or transformational ROI. Think about buying a diamond ring – there's no real logic to the pricing, but people buy them because they symbolize everlasting love. It's a transformative experience. If your software or product can achieve this level of transformation, you're golden. In this zone, you dictate the market terms, and pricing becomes almost irrelevant. However, it's essential to recognize that not every company can or should aim for this zone, and the zone you’re in may change with the market landscape. [![How Slack succeeded by evolving their ROI story](https://lh6.googleusercontent.com/fGcMOUh_yUqAWSUHHOrWTCiWLVx1gLYdzBAiWUHNBHSNPu481JkkVzk2_TsLumLJI0ugOVJiFp0s3_gGg98LUofu6s9C-RcSJWdkreq7eVEpdB0d9xorwDnx3hqxsgUU9H4Kg2YC0ef9tb-n-dJeWr0)](www.gotomarketalliance.com/redefining-roi-for-b2b-marketers) Courtesy of GTM Partners Take Slack, for instance. They began as a transformative tool, revolutionizing communication. Initially, they were in the winning zone. But over time, they transitioned to efficiency, optimizing how developers communicate and work. Now, they've become a necessity for many. Just look around – nearly everyone uses Slack or a similar tool. It's a testament to their journey through these ROI zones. ## Tailoring ROI to multiple products So, as we’ve seen, you need to figure out what type of ROI you give to your clients. But what if your company offers multiple products? If you're trying to establish a single ROI for your entire brand, you're facing a massive challenge. Instead, it's essential to pinpoint where each product lies within the ROI framework. Each product might deliver a different type of ROI, so they each require a distinct messaging strategy and go-to-market – and a dedicated product marketer to craft them. At GTM Partners, we recently collaborated with a company that had multiple products. Upon mapping out each product's ROI, they realized that a single product marketing approach wouldn't cut it. Each product had distinct messaging and market entry strategies. For instance, one product required a product-led approach, while another was enterprise-level, requiring a more sales-led approach. My point is if you're using a one-size-fits-all approach for marketing and sales across diverse products, you're inevitably going to have a problem showing ROI. ## Case studies: Uncovering ROI through customer feedback We've worked with tons of companies to help them define their ROI. One method we employ is analyzing customer reviews. Platforms like G2 and Product Hunt can be invaluable in helping you pinpoint the ROI your product offers. It’s a great internal exercise: Gather your teams and evaluate your ROI strategies. This exercise can lead to some incredible revelations. For instance, when we worked with Vidyard, a renowned video marketing company, we faced the challenging task of pinpointing their unique selling proposition. Why should customers choose Vidyard over competitors? Through extensive research, including analyzing G2 reviews, we discovered that **94%** of Vidyard's customers saw value in less than three months. This insight was a game-changer. Vidyard now highlights this fact early in their sales pitches, emphasizing the rapid value their product delivers. This attributable ROI sets them apart from competitors. [![Case studies](https://lh3.googleusercontent.com/G5Gv-Iwzwaqacr4gOQzmiEGsjUgDoXzLIoxvpWj7Kv5oWLfHVw0VOnQ7vakwxRBJEPkLwAvxsra1rK5600vt-osPhdx8uVXmTiSsHCZYke1_h8ICiAYYR4OGwlemCJsGAPwR_-ogBaYI9bDR2qAE--8)](www.gotomarketalliance.com/redefining-roi-for-b2b-marketers) Courtesy of GTM Partners Let me share another example with you. During COVID, we saw the emergence of a wave of virtual event platforms like Airmeet and Goldcast. We conducted an ROI study for Goldcast and discovered that their customers weren't just looking for lead generation or demand drive; they craved an exceptional experience for their event attendees. When we dug a little deeper, we found that Goldcast's Net Promoter Score (NPS) was much higher than its competitors. That was a game-changer for Goldcast. This insight became a pivotal part of their sales pitch. Instead of merely focusing on the leads they could generate for customers, they emphasized the superior experience they offered, which makes event attendees more likely to stick around. I highly recommend that you take a leaf from Vidyard and Goldcast’s books and tune into customer feedback. Once you uncover what it is that makes your customers love you, it’s going to be much easier to get sales, marketing, and customer success on the same page and driving a unified message. ## Key recommendations for GTM leaders Let’s wrap up with a few key takeaways and recommendations to help you lead a successful Go-to-Market strategy. 1. **Time to rethink your sales motion:** Remember back in 2014? The strategy was simple: hire more salespeople to hit quarterly targets. That doesn't cut it anymore. It's time to reinvent your approach with a cross-functional Go-to-Market. The market demands it. 2. **The power of a clear ROI story:** This should be tailored to what your product offers and what resonates with your customers. Our recent economic impact report indicates a resurgence in brand and demand budgets after a year and a half. Isn't that a relief? We're witnessing a significant uptick in brand and demand investments. 3. **The need for a GTM dashboard:** If you’re currently using sales and marketing dashboards, my advice is to ditch them and create a GTM dashboard. Traditional sales and marketing dashboards just perpetuate those age-old alignment issues. A GTM dashboard shifts the narrative. When something isn’t working, instead of pointing fingers at sales or marketing, everyone acknowledges a collective go-to-market challenge. This unified approach fosters collaboration, with each department contributing its expertise to address the issue. 4. **Focus on NRR:** Net Revenue Retention (NRR) is the number one most important metric. If you're not focusing on NRR now, you'll likely face challenges down the line. I asked Yamini Rangan, CEO of Hubspot, which ROI metric she cares about most, and without hesitating, she said, “NRR. If my NRR is over 120%, I know our customers are happy and we're building a healthy business.” ### What are the stages of a Go-to-Market strategy? URL: https://www.gotomarketalliance.com/what-are-the-stages-of-a-go-to-market-strategy/ Last updated: 2024-08-02T14:01:08.000Z When setting up your GTM plan for success, it can be tricky to determine where to start or what to change. Sometimes, however, it’s helpful just to look at the basics. Basics, you ask? Well, think about how a solid strategy, for example, thrives when you provide a focused roadmap to all stakeholders so everyone can collaborate more closely. Or, when you collate as much feedback from your unique customer base to tailor your GTM strategy. Once you’ve got these down, you’re on the way to securing your product launch’s success. But, we understand all products are unique, and no GTM strategy is the same. That’s why we’re sharing some tips and tricks to see you through every stage of your Go-to-Market strategy. **Prefer to watch?** Check out our YouTube video. ☝️ ## The essentials of a GTM strategy A successful launch is first and foremost data-driven. That’s why, whether you’re bringing a product into the market or presenting a new service to your established customer base, every GTM strategy needs to include the following steps: ### The appropriate research This serves as the ideal starting point as this covers everything from product demand to relevant buyer personas. ### A clear marketing strategy and unique [product messaging](https://www.gotomarketalliance.com/what-is-product-messaging/) From the right product messaging to deciding on how to hone in on the customer journey, your marketing strategy will allow you to set clear goals, create awareness, and - ultimately - connect you with and to your audience. ### A targeted sales and pricing strategy In short, this involves collaborating with your sales team and establishing the right sales channels. This part is essential for converting leads into customers and driving revenue growth. ### A GTM [roadmap](https://www.gotomarketalliance.com/why-you-need-an-outcome-driven-product-roadmap/) Once you’ve gathered all your research and relevant stakeholders, it’s a good idea to set out your roadmap. This facilitates communication and guides you through an entire timeline of your GTM strategy. ### Customer insights Lastly, your customer base’s feedback will allow you to tailor and adapt your GTM strategy for long-term planning. Now you’ve got the basics down, we’ll split the above points into three stages (pre-launch, execution, and post-launch) to provide clarity on [everything you need to know about a GTM strategy](https://www.gotomarketalliance.com/the-go-to-market-hub/). For a more comprehensive look at what a cross-functional GTM strategy requires, have a look at our [**GTM Cross-Functional Playbook**](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/). [ Download your free copy ](https://share-eu1.hsforms.com/1WandCxwvSKKI3poHwPp2Kw2b1vun) ## Pre-launch: The ideation stage Put simply, the ideation stage is where you’ll conduct your market and customer research as well as decide [who’s in your GTM cross-functional team](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/). A cross-functional team can really facilitate the research stage as you’ll all bring different perspectives and can hold brainstorming sessions to ensure you’re addressing your customers’ needs and pain points. However you choose to approach your research, a comprehensive market research should always address these main points: - What your product solves. - Who your target market audience is. - Why your audience might benefit from this product or service. - How your product compares to what’s already out in the market. You and your team can amend or adapt these questions based on your team-wide goals, of course, but setting a clear foundation at this first stage will help you obtain the relevant information to successfully map out your product timeline. Once you’ve compiled all this information, it’s time to set a pricing strategy and establish a roadmap. Before you even consider going to market, doing these two things can really help guide your launch to success. You’ll want to establish clear expectations with your teammates or stakeholders and decide your product position (premium, value or somewhere in between). If that’s all done, let's go on over to the next stage. ## Execution: The building & launch stage This part includes your marketing campaigns, launch assets and product [testing](https://www.gotomarketalliance.com/what-beta-testing-is-how-its-done-and-why-you-need-to-pay-attention/). ### Let’s start with your marketing strategies and launch assets. Having decided on product messaging, it’s time to fine-tune your marketing efforts. From landing pages to email campaigns, there are a number of ways to make sure you’re reaching your audience. Similarly, your launch assets should embody all the hard work you’ve done up to now as these will help create awareness around your product or service. Whether through product videos, blog posts or webinars, guide your customer back to you and show them why your unique product is best for them. Ultimately, a strong yet adaptable marketing strategy will determine how well your customer onboarding will be. And, your marketing teams inform your GTM strategy by directly implementing customer feedback into your social marketing campaigns. So it’s important to get as much insight as possible before you launch. ### Product testing’s the next step. Before launching, make sure you trial this product or service internally or with any existing customers. This can really help your team shift and adapt your current strategy and bring in valuable feedback to improve your existing campaigns or assets. Once you’ve made the necessary changes, you’re ready to launch. The key to getting this right? Make sure all your assets go live at the same time, and - depending on launch scale - get all teams onboard and keep an eye on how your launch performs! If you’re still unsure whether you’re ready to launch or not, make sure you’re on track with a [product launch checklist.](https://www.gotomarketalliance.com/your-ultimate-product-launch-checklist/) ## Post-launch: the long-term plan You’ve finally got your product out! But, it’s important to carry out all necessary post-launch tasks to ensure you’re on top of how your product’s performing. You’ll likely encounter a few issues and you’ll want to sustain customer interest and increase performance. **So, what should be a priority at this stage?** - Marketing campaigns should still be going strong and your teams should be checking in with your target audience often. - Conduct a performance analysis in the first few months, for example, to really get an understanding of how well your campaigns are doing. - If an option, consider scaling and exploring new markets. - Have a look at how your competitors are doing - what does this tell you about market trends and how can you adjust your existing strategy to that? This could secure your place in the competitive landscape and help your product evolve. Essentially, this final stage is all about collaborating and communicating effectively with your team and target audience. Think of how you can maintain success, refine strategies, and keep the momentum going. ## Want to connect with other GTM pros? If anything you find has worked for you and your teams while developing your Go-to-Market strategy, why not share it with our [Slack community](https://www.gotomarketalliance.com/join-the-gtm-slack-community/)? This is a great opportunity to meet, connect, and chat with GTM pros worldwide. Or, if you're aiming to upskill, our [Insider Membership](https://www.gotomarketalliance.com/insider-membership-plan/) or [GTM Blueprint](https://www.gotomarketalliance.com/go-to-market-blueprint/) can offer you the skills and learnings necessary to really up your GTM game. ### What is the difference between cancellation and churn? URL: https://www.gotomarketalliance.com/what-is-the-difference-between-cancellation-and-churn/ Last updated: 2023-12-04T10:00:31.000Z When it comes to your GTM success, one of the most important metrics to track is **customer retention**. After all, figuring out how to keep your customers aboard ship and reduce churn rate is the way to keep your customer base intact and prevent revenue loss. ## **Customer cancellation vs churn** In the basic sense of the word, churn refers to the loss of a customer, but often this is conflated with subscription cancellation. However, it's essential to understand there’s a big difference between when a customer cancels their subscription and the all-too-familiar term, customer churn. By understanding the difference between the two, you can take proactive measures to prevent customer churn and improve customer retention rates. In this article, we’re going to dissect these all-important benchmarks of customer activity and provide greater clarity into how you can tailor your customer and Go-to-Market success strategy around them. Namely, we’ll examine: - What cancellation means, - What churn means, - The difference between the two terms, - How you can avoid cancellations, and - The strategies you can adopt to win back cancelled customers before they churn. ## **What is customer cancellation?** When an individual customer cancels their subscription it means they have **actively** chosen to stop paying for the product (or service) in question. They've literally clicked the 'cancel subscription' button. ![Cancel subscription ](https://www.customersuccesscollective.com/content/images/2023/01/cancel-subscription-billing-zoom.png) Source: [**Zoom support*](https://support.zoom.us/hc/en-us/articles/203634215-Canceling-your-subscription?ref=customersuccesscollective.com) They no longer desire to use your product and have taken this step to sever future ties with your organization. This decision almost always can be traced back to previous symptoms or tell-tale signs that exhibit the customer’s dissatisfaction with your product. This could be for a variety of reasons, such as finding a better solution with one of your competitors, finding the prices of your product too high, possible product bugs affecting user experience (UX), or poor customer service. On the flip side, they could have cancelled for a more positive reason – they might simply no longer need your product or service anymore because they’ve fulfilled their original goals with your product. It's important to note that customer cancellation is a leading indicator of customers who will eventually churn. To avoid a future lack of revenue from this customer, Customer Success Managers (CSMs) need to work *fast*. When a customer cancels, it means they’re actively terminating their subscription agreement with an organization. The payment won’t renew upon the next scheduled billing, but it doesn’t automatically mean a loss in revenue. That’ll occur when the next payment is usually due. ## **What is customer churn?** Customer churn refers to customers who've stopped paying for their subscriptions and there isn’t any revenue flowing into the organization. Churn is essentially a revenue impact. **In a nutshell, customer churn is the point where the customer’s cancelled subscription has a negative revenue impact on your business.** Of course, the responsibility of preventing customer churn shouldn’t solely fall on one specific team’s shoulders. If a customer has churned because of a persistent glitch or bug with the product, that technically falls within the remit of the product development team. If the customer has found the price to be too high, whoever’s in charge of your product’s pricing ought to re-evaluate their strategy. ## **How to preempt cancellations** Of course, one of the key ways to prevent a customer from cancelling (and then eventually churning) is by focusing on customer success. This means proactively working with customers to ensure they are getting the most value out of your product or service. This can be achieved through a variety of methods, such as customer onboarding, training, and regular check-ins. ### **A water-tight customer onboarding process** Onboarding is the process of introducing new customers to your product or service. This is an essential step in the customer journey and can have a significant impact on customer retention. By providing new customers with the information and resources they need to get started, you can help ensure they have a positive experience with your product or service from the start. ### **Solid training** By providing customers with the skills and knowledge they need to use your product or service effectively, you can help them get the most value out of it. This can be achieved through a variety of methods, such as webinars, tutorials, and in-person training. ### **Regular check-ins** By checking in with customers on a regular basis, you can ensure that they are getting the most value out of your product or service. This can also help you identify any issues or challenges that customers may be facing, allowing you to take proactive measures to address them. In addition to these customer success strategies, it's also important to keep in mind that customer feedback is key. By regularly soliciting feedback from customers, you can get a better understanding of their needs and wants, and make adjustments. ## **Win back cancelled customers before they fully churn** Thankfully, there are several strategies you can use to win back customers who have cancelled their subscriptions before they fully churn. Here are a few: ### **1\. Understand the reason for the cancellation** The first step in winning back a cancelled customer is to understand why they cancelled their subscription. This can be done by reaching out to the customer and asking for their feedback. By understanding the reason for cancelation, your team can tailor its approach to address the specific issues that led to the cancelation. ### **2\. Offer a special promotion or discount** If a customer has cancelled their subscription due to cost, your team may be able to win them back by offering a special promotion or discount. This can be a great way to show the customer that the company values their business and is willing to make concessions to keep them as a customer. ### **3\. Address any pain points** If a customer has cancelled their subscription due to poor customer experience, it's crucial to address the pain points that led to the cancellation. This can be done by providing additional support, resources, or training to help the customer get more value out of the product or service. Follow-up regularly: Even if a customer has cancelled their subscription, it's crucial to follow up with them on a regular basis. This can help to keep the company top-of-mind and show the customer that the company is still interested in their business. ### **4\. Personalize the approach** A personalized approach to winning back a customer is more likely to be successful. Try to understand the unique needs, pain points, and preferences of the customer and tailor your approach accordingly. ### **5\. Offer a free trial** If a customer has cancelled their subscription due to lack of engagement or not being able to see the value of the product or service fully, offer a free trial or demo to show the customer the full capabilities of the product or service and how it can benefit them. ### **6\. Show empathy** Showing empathy and understanding the customer's situation can go a long way in winning back a cancelled customer. By acknowledging their concerns and frustrations, you can create a sense of trust and goodwill with the customer, which may make them more likely to re-subscribe. Ultimately, winning back a cancelled customer requires a combination of understanding the reason for cancellation and being proactive in addressing the customer's specific needs and concerns. By following these strategies, your team can increase the chances of winning back cancelled customers and improving customer retention. ## **To wrap things up…** Understanding the difference between a customer cancelling their subscription and customer churn is vital in order to take proactive measures to prevent customer churn and improve customer retention. The strategies used to prevent cancellation from snowballing into churn will depend on the type of customer, whether it’s an individual customer or a more significant business client, but largely there’s a window between the time of cancellation and the point of churn that CSMs can use to win back the customer. In conclusion, customer churn is an essential metric for any company to track, and depending on the time frame you’re working with (what point of the month, or year, the customer cancels), full churn can be prevented. ### How to brief the sales team on marketing campaigns URL: https://www.gotomarketalliance.com/how-to-brief-the-sales-team-on-marketing-campaigns/ Last updated: 2023-10-24T10:49:55.000Z Despite raising $85M in August 2021, the ridesharing and rapid delivery service company[ Airlift,](https://www.cbinsights.com/research/startup-failure-post-mortem/?ref=productmarketingalliance.com) which seemed to have a bright future for the developing startup ecosystem in Pakistan, announced that it would cease operations in the middle of July 2022\. The reason was its inability to complete the funding round planned for the year. Although it is hard to say goodbye, many businesses have no other alternative when their organizational revenue stagnates or falls. And what is the reason for that? The number one reason could be sales-marketing misalignment. This post explains campaign briefing and its strategies to help the sales and marketing team work toward one common goal to increase revenue. ## **What is a marketing campaign briefing?** Successful marketing campaigns don't just happen; they need a careful strategy. Campaign briefing is an unbeatable tool that conveys precise instructions to every team member concerning their tasks and the manner of their execution. Campaign briefings are basic marketing campaign guidelines that point out the objective and mode in which the business will reach out to its target audience (emails, telemarketing, or advertisements). Campaign briefing becomes necessary if the firm works on its marketing campaign through an external organization. A campaign brief should tell all concerned how much the company is willing to spend on a drive and the audience they would like to target. ## **5 ways to brief sales team on marketing campaigns** ****79%** of marketing leads never convert into sales and this points to the lack of lead nurturing as the primary cause. Here are five sales-driven strategies to help you: ### **Safeguard the bottom line via improved sales-marketing relationships** Online stores resort to omnichannel strategies to increase their market share and grow, but that can bring down sales for the retailers. For instance, Nike lost sales due to channel cannibalization and conflicts with the Amazon channel. So, how did they regain the lost sales? ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/09/Screenshot-2022-09-22-at-13.28.56.png) Courtesy of [spglobal.com](https://www.spglobal.com/marketintelligence/en/news-insights/latest-news-headlines/nike-s-breakup-with-amazon-may-lead-other-brands-to-call-it-quits-analysts-56193375) In 2019,[ Nike cut down its ties with Amazon](https://www.coursehero.com/file/37050307/Case-Study-Amazon-Nike-Spreading-Out-to-Stay-Togetherdocx/?ref=productmarketingalliance.com) and concentrated on a direct-to-customer initiative by selling its merchandise through its store on Amazon's Seller Central. The conflicts between sales and marketing are common and can affect the business's bottom line. The marketing team becomes accountable whenever a marketing campaign fails to target and obtain the necessary leads. But when the company does not reach the sales target, the sales team will have to accept the responsibility for the failure. Instead of participating in the blame game, progressive business executives of today work to resolve conflicts between the two teams to encourage the sales and marketing teams to collaborate. Better communication between the two teams enables better content creation and marketing strategy. And the consumers will receive more pertinent and timely messaging from your business by incorporating the perception of both teams. ### **Engage in brainstorming sessions with the sales and marketing Team** [Studies](https://learn.g2.com/sales-enablement-statistics?ref=productmarketingalliance.com) indicate that sales and marketing alignment are effective by 67% in closing deals, and collaborations between the two teams will help the organization achieve its goals by 47%. An effective relationship means avoiding misalignment between the two teams is regular scheduling and holding brainstorming sessions with the two teams. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/09/Screenshot-2022-09-22-at-13.35.02.png) Courtesy of [ionos.com](https://www.ionos.com/startupguide/productivity/brainstorming/) Give the teams ample preparation time by scheduling brainstorming sessions. The session must work to eliminate the sales process gaps, discuss prospects and[ communicate complex topics](https://simpleshow.com/blog/communicate-complex-topics/?ref=productmarketingalliance.com) for white papers and webinars. Within sessions, specific issues related to marketing campaigns would be complex for the sales team to understand. For example, explaining buyer persona and customer journey requires additional efforts from the marketing team. That's where the webinars and white papers will work to educate and eliminate misconceptions. Get the sales personnel to open up and communicate by asking pointed questions like- what are the prospects asking you about our product? Find out the barriers for the sales team to move prospects toward affecting sales. The answers to such questions will give insights to the content marketing team to improvise on content, either by writing fresh pieces or updating existing ones to better the volume of sales. ### **Stop at frequent intervals during meetings to ask open-ended questions** Granted, you may be busy, but a rushed meeting with the sales and marketing team will not achieve the desired results. [Research](https://www.crossrivertherapy.com/average-human-attention-span?ref=productmarketingalliance.com#:~:text=The%20average%20human%20has%20an,seconds%20less%20than%20in%202000.) reveals that the attention span of an average human being is as low as 8.25 seconds. The meeting could have relevant points that could increase the number of prospective buyers through effective lead conversion. But that is if the audience listens, absorbs, and adapts accordingly. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/09/Screenshot-2022-09-22-at-13.36.59.png) Courtesy of [ionos.com](https://www.ionos.com/startupguide/productivity/brainstorming/) Although speakers have the habit of asking close-ended questions, like - have you understood, where the audience nods in affirmation, that cannot help in achieving what the meeting was scheduled to achieve; also, a keen listener may absorb but may have understood in a different perception. How can the speaker know that the audience listens and comprehends? One way is to present bite-sized information and ask open-ended questions at the end of each session. That will help the audience to turn into listeners or even learners. ### **Leverage marketing insights for more effective sales meetings** Leveraged marketing insights help the sales team walk the first step toward a[ customer-centric sales approach](https://www.cloudtalk.io/blog/5-top-tips-for-a-customer-first-approach-to-sales/?ref=productmarketingalliance.com) and prepare a more informed and detailed sales presentation. Prospects buy products that solve their problems. For a deeper understanding of the potential needs of the prospects, the sales team should be armed with customer insights gleaned from the target market or existing clientele. The aim is to cut the sales cycle through improvisation and utilizing such data to improve customer experiences. Compile the data in tune with specific corporate objectives to solve prospects' pain points, streamline the product with new features, and maximize an existing target market. It is good to note in this context that market research cannot help as much as customer insights. Market research helps the sales team know market shifts or trends while customer insight into the reason for the change in purchase behavior. ### **Reach a consensus about sharing campaign insights with the sales team** The marketing team can reach a consensus about sharing campaign insights with the sales team by acquainting itself with the client's organizational accounting structure and identifying their decision-makers and primary influencers. Teams of decision-makers or influencers make most purchases per their priorities and roles. Innovative suppliers develop strategies to foster agreement among various buying groups, providing the right tools and training to encourage them to interact with other decision-makers. Building account maps and importing contact information from Salesforce allows field representatives to comment remotely on or update sales and marketing procedures. ## **Conclusion** The sales and marketing team work with one single purpose:-organizational growth. However, as the two work in separate silos that are independent of each other, it is difficult for business leaders to align the two departments. Studies indicate that businesses with aligned sales and marketing teams will be [15% more profitable and 19% faster in revenue growth](https://purematter.com/relationship-sales-marketing-impact-business/?ref=productmarketingalliance.com) than those who don't. And one of the most efficient ways to encourage the two teams to work together is campaign briefing. ### The importance of hiring a Go-to-Market manager URL: https://www.gotomarketalliance.com/the-importance-of-hiring-a-go-to-market-manager/ Last updated: 2023-09-15T14:28:29.000Z When coming up with a [Go-to-Market strategy](https://www.gotomarketalliance.com/the-go-to-market-hub/), it’s crucial to lay out all the steps and gather all relevant stakeholders to effectively and successfully conduct any product launch or campaign. From laying out the foundation of your strategy to ensuring all parts of the launch process are clear, it might seem there’s a lot to tackle before getting a project underway. So, how exactly do you work around this? As with most teams - whether sales, customer success or marketing - a dedicated team manager might help solve problems by providing much needed know-how and expertise. Your Go-to-Market team is no different, and a Go-to-Market manager might be what’s missing if you find streamlining and actioning your product launch a bit tricky. Hear us out on why you need a GTM manager. ## What is a Go-to-Market manager? Say you’ve got a brilliant new idea, service or product you want to launch as soon as possible. You have a vision of what you’d like to do but the path there seems a bit obscure. Enter the Go-to-Market manager. From knowing [how to collaborate effectively with different teams](https://www.gotomarketalliance.com/five-actionable-strategies-for-collaborating-more-effectively-with-sales-teams/) to [leading cross-functional go-to-market strategies](https://www.gotomarketalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/), Go-to-Market managers can facilitate the overall product launch process from start to finish. As well, these managers serve as points of communication for other members or stakeholders, encouraging active collaboration across the board. If you’re wondering what a GTM manager does, well, we’ll get into the details of what exactly this role entails and why this expert knowledge is essential for achieving team-wide goals. ## What does a Go-to-Market manager do? A GTM manager will be familiarized with the backbone of an efficient go-to-market strategy, from [product messaging](https://www.gotomarketalliance.com/what-is-product-messaging/) to the appropriate sales campaigns. GTM managers can guide your team through every step of your new service or product launch by carrying out the following key responsibilities: - Conduct market and customer research - Product positioning - Identify the right target audience - Establish a pricing or sales strategy - The overall branding - Sales enablement - Determine the right distribution channels - Launch planning - Oversee all relevant marketing campaigns - Track progress through metrics and data - Gather customer insights - Collaborate with a [cross-functional GTM team](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/) We’re breaking down the specifics of each responsibility so you can get a better idea of why a GTM manager is important for the success of any GTM strategy. ### Conduct market and customer research As a first step to any GTM strategy, it’s imperative to know your customer base and what your product or service does to meet your customers’ specific needs. Without understanding who your product or service is for, your GTM strategy could be off to a wobbly start! A GTM manager should conduct the appropriate market research to understand where your new product stands and who it serves. We can break this part of the process into two essential steps: product positioning and researching target audience. ### Product positioning Determining what your product or service will do in a competitive landscape is as important as understanding your customers’ needs. That is, it’s useful to determine how the product or service should be positioned in the market to differentiate it from competitors and resonate with target customers. ### Identify the right target audience Whether through establishing buyer personas or customer segmentation, pin pointing the “who” of your strategy will set your team up for success. An important part of this step is to know your customers’ pain points to better address how exactly your product will help. ### Establish a pricing or sales strategy This requires collaboration with pricing teams to establish competitive pricing strategies that align with market demand as well as company goals. ### The overall branding Another key step is to develop compelling messaging that speaks to your customer base. In other words, develop branding strategies that communicate the product's value proposition and benefits effectively to the target audience. ### Sales enablement Success in and for this step depends on equipping the sales team with the necessary tools, training, and resources to effectively sell the product. This includes - for example - sales collateral, presentations, and training programs to build trust with your sales team on what your product or service is all about. ### Determine the right distribution channels When it comes to managing channel relationships, the best approach is to determine the most suitable distribution channels. Whether through direct sales or online platforms, the goal is to reach customers. ### Launch planning Establishing timelines, milestones and promotional activities is crucial to the development and, ultimately, execution of any effective launch plan. ### Oversee all relevant marketing campaigns When it comes to promoting a new product launch, the GTM manager will oversee the creation and execution of marketing campaigns to create awareness and demand for the product, using various channels (digital marketing, advertising, and events). ### Track progress through metrics and data Progress and success depend on your strategy - how clear it is, if KPIs have been communicated and if the right teams are on board. For this, your GTM manager needs to define key performance indicators (KPIs) to measure the success of the Go-to-Market strategy, and regularly analyze data to make informed adjustments as needed. ### Gather customer insights Essentially, a product needs its customer base, and a Go-to-Market manager’s responsibility is to listen closely to what customers need and adapt any existing strategy to that. This step involves gathering feedback from customers, sales teams, and other stakeholders to refine the go-to-market approach and improve the product or service. ### Collaborate with a cross-functional GTM team Whether pre or post-launch, collaborating closely with various teams within the organization - including product development, sales, marketing, and customer support - ensures your project will succeed. Ultimately, your Go-to-Market team relies on a manager who can successfully adapt to the ever-changing needs of a customer base. If you want advice from GTM experts themselves or fresh content related to all things GTM, sign up to our [GTM Slack community](https://www.gotomarketalliance.com/join-the-gtm-slack-community/)! Or, why not have a look at our [Cross-Functional Go-to-Market Playbook](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/)? ### Who’s in your cross-functional Go-to-Market team? URL: https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/ Last updated: 2024-02-29T18:11:54.000Z [Go-to-Market strategy](https://www.gotomarketalliance.com/ultimate-guide-to-building-a-gtm-strategy/), is a cross-organizational function. From end-to-end, pretty much every single employee in your company will have an impact on your GTM. That’s a lot of people to get working together and speaking the same language. It’s easy to take it for granted that everyone in a company has the same information and the same best practices. But think about your day-to-day. How often on a daily, weekly, or monthly basis are you speaking to people outside of your team? Alignment doesn’t just happen, you have to work for it. Without a conscious effort, your teams will be siloed, crucial information will be lost, and your work will be misaligned. The solution to this is implementing a cross-functional work culture in your organization. There are plenty of routes to this destination, but the starting place is always the same. You need to know who your [cross-functional teams ](https://www.gotomarketalliance.com/the-roles-and-responsibilities-of-your-go-to-market-team/)are, what they care about and what their challenges are. Understanding your teams and how they function is the first step to bridging each team in the GTM process together and getting the desired alignment between them. We’re going to be covering: - [What we mean by cross-functional teams](https://www.gotomarketalliance.com/p/feebb142-4d3d-4cf1-96b5-4381ae46fae6/#what-are-cross-functional-teams). - [The cross-functional teams you need to focus on](https://www.gotomarketalliance.com/p/feebb142-4d3d-4cf1-96b5-4381ae46fae6/#the-cross-functional-teams-you-need-to-focus-on). - [Priorities and challenges for cross-functional teams](https://www.gotomarketalliance.com/p/feebb142-4d3d-4cf1-96b5-4381ae46fae6/#priorities-and-challenges-for-cross-functional-teams). - [Why metrics matter when you align your cross-functional teams](https://www.gotomarketalliance.com/p/feebb142-4d3d-4cf1-96b5-4381ae46fae6/#why-metrics-matter-when-you-align-cross-functional-teams). ## What are cross-functional teams? Simply put, cross-functional teams are teams that work together on a project or strategy. In this instance, we’re talking about the teams that work together on your Go-to-Market. Rather than the teams in your organization working adjacent to one another, cross-functional teams are consciously collaborating. When you think about Go-to-Market, you need to think laterally about the teams in your business. For [each stage](https://www.gotomarketalliance.com/what-are-the-stages-of-a-go-to-market-strategy/) of the process, you can’t isolate individual teams and their functions because work will be missed or repeated. You have to look at which teams are working on each stage and ensure they’re aligned, as well as how that stage is impacted by/will impact the stages and teams on either side of it. When you’re implementing [cross-functional working](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) between your teams it’s important to look at the bigger picture *and* the details. Take enough of a step back to see how different teams connect across the business, then zoom in to inspect the overlap between two teams and identify where they need to align or divvy up responsibilities. 💡 We’re discussing the teams in your business that need to work cross-functionally for successful Go-to-Market. This is not to be confused with [Tiger Teams](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/#how-to-implement-cross-functional-teams), a leadership team made up of representatives from your cross-functional teams in order to better implement alignment. ## The cross-functional teams you need to focus on As we’ve said, Go-to-Market strategy touches pretty much every person in your company, but we’re going to focus on what we consider the most important cross-functional teams for GTM. These teams are: - Product. - Product Marketing. - Sales Enablement. - Customer Success. 💡 Which teams would you include? Join the conversation on the [Go-to-Market Alliance Slack community](https://www.gotomarketalliance.com/join-the-gtm-slack-community/). ## Priorities and challenges for cross-functional teams To understand how to get teams working cross-functionally, you need to understand what a team cares about, what their responsibilities are, and what challenges they face. As your company grows it’ll be increasingly difficult for you as a leader to keep track of the day-to-day workload of your teams. Regular check-ins with your teams allow you to keep track of what’s going on and identify the points of contention or potential alignment between teams. So, what should you be looking for? Let’s break it down by team. ### Product Product teams, especially in product-led businesses, are responsible for combining business strategy, technical product development and the customer journey. To break that down, your product teams design products that further your business objectives and add value to your customers. It can be easy to see Product as an isolated team, especially when they work so differently from teams like marketing or sales enablement. But in actuality, this is a team with a lot of warring priorities and external factors affecting their work. Caught between the drive for innovation, the demands of stakeholders and the product roadmap, Product has a lot of spinning plates in the air. To successfully carry out this juggling act your product team desperately needs communication from senior leadership, your customer-facing teams and your product marketers (or whoever in your company is most closely engaged with the marketplace). Cross-functional working, especially between product and product marketing, can really help ensure product teams meet their objectives. ### Product marketing Product Marketers are an inherently cross-functional team. Sitting between product and customer-facing teams, product marketers are arguably the best placed to carry out product launches, taking on some of the better-known aspects of Go-to-Market strategy (i.e., [positioning](https://www.gotomarketalliance.com/positioning-finding-a-place-for-your-product/), [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/), marketing, and launch activities). Product marketers have a lot going on, and they’re also well-positioned to support other teams in the Go-to-Market process. Therefore, to work most effectively, there needs to be a well-established two-way communication pipeline between product and product marketing teams. Product marketing has a lot to offer Product in terms of market knowledge, but it’s also critical that marketing has a product lens. Product marketers straddle the pre-launch and [post-launch stages](https://www.gotomarketalliance.com/how-to-ensure-product-launch-success-by-utilizing-the-post-launch-stage/) of Go-to-Market, and they need to be able to coordinate with both internal and external teams to do so effectively. [How to achieve better alignment between product marketing and salesAlignment isn’t going to be easy, and you won’t always get it right straight away, but the sooner you put measures in place to bring teams closer together, the sooner you’ll get there. And aligned teams are going to make for a much more successful business.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/01/productmarketingsalesalingment.jpg)](https://www.gotomarketalliance.com/how-to-achieve-better-alignment-between-product-marketing-and-sales/) ### [Sales Enablement](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) Similar to product marketing, sales enablement is a team that bridges gaps between internal and external functions. The leading responsibility of sales enablement teams is to onboard sales reps and get them ready to sell. But how can they do this without effective knowledge sharing between product/product marketing and the sales reps themselves? It's important that product marketing understands what sales enablement needs to do their job effectively, and sales need the same thing from sales enablement in turn. One of the greatest challenges sales enablement faces is being overlooked, especially as it’s a relatively new function in many businesses. Get these teams working together better by investing in the resources your sales enablement team needs to carry out their role and effectively collect and share information. [It’s time to invest in sales enablement tools. Here’s why.With a cross-functional Go-to-Market strategy where sales can confidently mesh their persuasion and charisma with product knowledge, you’re looking at much higher win rates and, therefore, much higher revenue.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/09/salesenablementools.jpg)](https://www.gotomarketalliance.com/its-time-to-invest-in-sales-enablement-tools/) ### [Customer Success](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/) Customer Success is, unsurprisingly, a customer-facing team that does the lion share of its work post-launch. But to properly do their job of onboarding new customers and keeping churn low, they need access to information associated with internal and pre-launch teams. Customer success teams need two vital pieces of information: 1. How a product works and adds value. 2. Why the customer in front of them decided to buy it. Customer success teams need to be onboarded in your products so they can educate customers in turn, and they need to understand the journey a customer has gone on to be sat in front of them. This is information that can only be accessed by working cross-functionally. As we’ve seen, while each of your cross-functional teams has its own distinct responsibilities, they depend on one another to achieve their best work. Start by looking at the priorities and challenges your teams have in common and use these similarities to bridge your teams together. Want a more detailed breakdown of these teams, their priorities and challenges? Check out The Cross-Functional Go-to-Market Playbook here. 👇 [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/02/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_-2.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) ## Why [metrics](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/) matter when you align cross-functional teams Metrics are a great tool for understanding a team's priorities and needs. For example, one of the most common KPIs for sales enablement teams is training/courses completed by sales reps. So, sales enablement teams are measuring themselves and their success on the number of sales reps that have completed the training they’re providing. The success of this team is dependent on them being able to collaborate with another team, which is in this instance, sales. This metric indicates that a priority for sales enablement teams is [onboarding](https://www.gotomarketalliance.com/the-complete-guide-to-customer-onboarding/) and what will matter most to them is having the resources to create educational content and train others. And by tracking this method you can understand how well this is being achieved and where more support and investment might be needed. Based on this one metric you can infer: - The team's sales enablement needs to be aligned with. - The resources they need to effectively deliver on their responsibilities. - If more support is needed to carry out this role. Diving into the respective metrics of your teams is one of the best ways you can gain a deeper understanding of priorities and challenges. But for cross-functional teams to better work together, it’s not just you that needs to know this. Transparency between your teams is essential for cross-functional strategy to work. Your product marketing team should know what your sales enablement team’s metrics are and vice versa. And it's important for teams to be open about how well these metrics are being met. Celebrating successes is great, but be open about areas where growth and work is required too. You’re all on the same side and part of the same company, so your teams don’t lose anything by being open about their challenges with one another. On the contrary, it will only strengthen the ability of your cross-functional teams to work together with better empathy for one another’s needs. ### Five actionable strategies for collaborating more effectively with sales teams URL: https://www.gotomarketalliance.com/five-actionable-strategies-for-collaborating-more-effectively-with-sales-teams/ Last updated: 2024-11-13T13:05:05.000Z **This article is based on Matt’s brilliant talk at the Product Marketing Summit in Denver. PMA members can watch the talk in its full glory* [**here*](https://www.productmarketingalliance.com/product-marketing-summit-denver-2023-ondemand-1-2/?wchannelid=7s56ba67ni&wmediaid=1evhbkjovl)**!* I have some bad news for you: you're a salesperson. Yup, even if you have “product marketing” in your job title, you’re a salesperson in your work. Now, there’s no need to have an identity crisis. I'm not asking you to pick up a quota or change your comp model. What I'm here to talk about is how you can use a salesperson's lens to build better relationships with your sales team, create a more effective go-to-market strategy, and ultimately win together. Before we get into that, let me introduce myself. I’m Matt Heng and I’m a native Nebraskan. I'm also a former Oscar Mayer Wienermobile pilot, so if you want to learn what it's like to have to smile and wave eight hours a day every day for an entire year of your life, come find me. Today, I’m the Head of Product Marketing at Omnipresent, a global employment solutions solutions provider. Throughout my career, I’ve worked for a lot of different companies, and looking back over my résumé, it’s clear that I am a glutton for punishment when it comes to working with sales teams. I've worked in annual SaaS, I've worked in monthly SaaS, I've worked in consumption-based models, I've worked with SMB sales teams, and I've worked with eight-figure enterprise sales teams. So, I like to think that I know a thing or two about what it takes to get a sales team on board with you as a product marketer, and I want to talk you through that today. We’ll dive into how product marketing is from Mars and sales is from Venus, we’ll get into how to approach product marketing from a sales point of view, and then we’ll look at some options for how you can bring this to life within your organization. Let’s do this! ## Product marketing is from Mars and sales is from Venus How many times have you asked yourself the following questions? - How can I get sales selling new features, not just our tried and true core product? - How can I get them to engage with my messaging materials? - How can I get my sales leaders engaged in product launches? - How do I get quality feedback from my teams to inform messaging and roadmap decisions? It often seems like product marketing and sales are working from completely different scripts. While that may seem like a challenge, it’s actually a strength. After all, we’re trying to solve the same problem – just from different perspectives. Now, let's have a little empathy moment. As a product marketer, it's easy to feel like a lonely island without resources, controlling only outputs, not outcomes. We focus on scalability and systematization. We’re the castle builders, always looking towards the horizon. But let's take a moment to step into the shoes of our sales teams. They’re all about personalizing our systematic approach – every day, every minute, every deal cycle, every month. That's a tall order, to say the least. In product marketing, we have the luxury of testing and iterating internally, with insiders who understand our products, markets, and daily struggles (and even know that we don't like tomatoes on our sandwiches). Salespeople, on the other hand, have to test and iterate live, in real-time with outsiders, every day, week, and month. That's a seriously tough gig. We might make mistakes that cost us a bit of pride or internal buy-in, but generally, they don’t cost us money. However, salespeople’s mistakes can cost them money, every day, every week, with every deal, and every month. It's rough. So, it's easy to fall into the mindset of, "My salespeople don't like me, they don't want to engage with me." But I think it's essential for us as product marketers to remember that salespeople, at their core, embrace a higher level of uncertainty in their lives for potentially greater rewards. When we're considering how to work with sales and bring them into our world, fundamentally, our job is to sell them certainty. Whether we’re asking them to engage with our product marketing efforts through enablement, a new product launch, or a new process, we need to consider how we can make our sales teams’ lives slightly more certain. How can we bring some structure into their wonderfully chaotic world? If we make this the aim of all our interactions with sales, we'll surely find more success. ## How to approach product marketing like a salesperson So, what does this look like in practice? I’m as big a fan of frameworks as anyone else, but I also believe that we can have too many of them. So, let's not think of this as another framework, but rather as a lens. If we approach our interactions with sales through this lens, we'll undoubtedly find more success. Whether your organization uses MEDDIC, Challenger Sale, Solution Selling or another sales methodology, at the end of the day, your salespeople are always engaged in four key activities: 1. Discovery 2. Qualification 3. Pitching 4. Handling objections If we structure our engagement around these four activities, we'll hit the mark much more often. Let’s delve into how we can use these activities to our advantage as product marketers. ### Discovery During the discovery phase, whether it's a product launch or new enablement, you should ask yourself the following questions: - What can I learn about my sales team's operations? - What are their qualification criteria? - What are their reporting structures? - What questions or concerns might they have? - How are they incentivized? That last question is crucial. If you don't know where your salespeople are making their money, you're going to struggle. Salespeople are motivated by money – while that might not sound great, it is because it tells you where you can find success. ### Qualification After the discovery phase, it’s time to qualify. Before launching a project or engagement with the sales team, you need to understand who exactly should be involved. Is it individual contributors? Sales leadership? The sales ops team? And what are their needs? Knowing this will streamline your efforts and make your engagements with sales more effective. More importantly, you need to ask yourself if what you’re bringing to the table is actually a major pain for your sales org. For instance, if you want to refresh your messaging but they think the current messaging works brilliantly, your new initiative is not going to fly. ### Pitching Next, let's delve into pitching. How can you tailor your deliverable to resonate with your audience? Salespeople are masters at this. They know their audience, understand their pain points, and tailor their message on the fly, every single day. While I, personally, couldn't tailor my messaging on the fly every day, it’s certainly possible to develop a structured approach to connect with sales teams effectively. As a product marketer, this should be something you’re good at already. Are you leading with benefits, not just features? And importantly, are you considering the benefits to your sales team, not just to you as a product marketer? Ever started a presentation with the reasons why a particular initiative benefits you and the rest of your organization? I know I have, and maybe that's not the best approach. Instead, we should always be considering what we bring to the table for our sales teams. Social proof is another key piece to consider. This isn't just about customer testimonials, quotes, or analyst reviews. Have salespeople been involved in the beta testing of the products? Can they provide social proof for you? Are there other teams within your company that regularly engage with sales and have their trust? Can they offer social proof? ### Objection handling Once you pitch, it’s time to move on to handling objections. Have you addressed the needs of your audience in an approachable way? Does your pitch connect to their motivations? Salespeople want to close deals and hit their quotas, so it's not too hard to anticipate their objections: "This will take too much time," "I don't have the capacity for these changes," or "This won't resonate with my particular niche, region, or vertical." By proactively considering these concerns, we can prepare to address objections during product launches, process rollouts, or new messaging campaigns. ## Five strategies for collaborating more effectively with sales teams So, how do we bring all of this to life? I'm not suggesting that you toss out your go-to-market process or all the work that you've done. Instead, I'm advocating for a new perspective. Through my experience of working with sales teams plus the wisdom of my network, I’ve identified five strategies you can implement to speak to sales in a language they’ll understand. ### Strategy #1: Lead with 'what's in it for me' The first strategy comes from my friend McKenzie Pedersen, a fantastic product marketer who now focuses on sales enablement. This strategy is all about qualification, pitching, and objection handling. You've got to lead with 'what's in it for me'. For salespeople, this is usually about money. For better or worse, they're motivated by it. So when we're launching new products, features, processes, or enablement tools, we need to clearly show the monetary outcome for our sales team. ****Pro-level tip:** If your organization is predictable enough – if you've got enough lead time, and if you've built strong relationships with your sales ops team and compensation team – you might want to directly incentivize the adoption of your product, feature, or process. This could be through bonuses, contests, or quota relief. It doesn't really matter how you do it, but if you can point a salesperson towards something and say, "If you do X, I will pay you $50," they're going to do it, and keep doing it until the cows come home. So, remember to lead with 'what's in it for me'. While you can certainly expand this beyond money, I've found that money talks the loudest. ### Strategy #2: Find and leverage leaders by circumstance We all know the organizational leaders who make decisions – the sales VPs, the ops managers, the heads of support, the finance bosses – the folks who get to say 'yes' or 'no' to what we want to do. It’s absolutely crucial to involve them in this process. However, I'd argue that 'leaders by circumstance' are even more important. These are the people who, when you ask for their opinion, are surprised, saying, "Wait, me? You want my input? I can lead here?" A great example of this is me back when I worked in customer success (CS). For some reason, I was the go-to person for our Google Analytics integration. It wasn't documented anywhere, nor was it an actual product - it was something we'd cobbled together, and all the info about it lived in my head. So, even though I wasn’t a manager, director, or leader, I was the leader for that integration. My advice to you is to find these leaders by circumstance in your organization. They are the people others turn to when they're lost. It could be a salesperson with a magic touch for handling pricing objections or a CS person who can talk a client down from canceling. Find these people in your organization, and leverage their influence. ****Pro-level tip:** Have your leaders by circumstance present your messaging and positioning for you. We often treat new messaging and positioning as our precious babies, and it can feel scary to hand them off to someone else. However, a salesperson who has consistently hit their quotas over the last few quarters will be more successful in promoting new messaging and positioning to their team than you will be if you’ve never carried a quota. Using these 'leaders by circumstance brings certainty to the process and helps build social validation within your organization. ### Strategy #3: Steal what’s good and scale it This strategy comes from my friend Kevin Zentmeyer, Global Product Marketing Lead at Square. His suggestion for how to think like a salesperson is to steal what's good and scale it. In essence, we should identify the successful strategies used by our top-performing salespeople and then adopt, validate, and scale those strategies for the rest of the team. This could apply to anything from how pricing is explained to how discovery is conducted or how a product is demoed. There's no need to conduct numerous user interviews or come up with new strategies on your own. It's often best to find someone who's already doing it exceptionally well, give them credit, and structure their approach in a way that less successful reps can replicate to achieve success. ### Strategy #4: Position feedback as a growth opportunity Have you ever asked your sales teams for input on a messaging framework or a product launch, only to get nothing back from them? I'm experiencing this right now as I'm trying to build a messaging framework for my new organization and I cannot for the life of me get a salesperson to engage with it. One strategy that I’ve found to be effective is to integrate product, enablement, or messaging feedback into your sales team's growth framework. If you can collaborate with your sales leadership team to make it an expectation that, once per quarter or half, everyone within their team should participate in a client call or give feedback on a piece of collateral, it can do wonders. One key insight I learned from a VP of Sales at a previous company was that every sales leader, consciously or not, has their sales reps stack-ranked – and at the bottom of that stack are reps who may not be suited for a career in sales. Offering to proactively help these individuals find new opportunities – for instance, by involving them as core stakeholders in the messaging process – brings huge benefits to both sides. It takes the onus off the sales leader to keep these individuals engaged and provides you with a built-in feedback channel. ### Strategy #5: Create approved autonomy This last strategy comes from my friend Jeff Meeter, the founder of a product marketing consultancy. This idea centers around the fact that one size does not fit all when it comes to enablement. All you need to do is break down your enablement materials into separate components so your salespeople and other stakeholders can assemble what they need for the deal they’re working on. This helps them feel like they have autonomy, but at the end of the day, they're still delivering a consistent message to the client. For instance, I've found success in simply offering the same datasheet in a horizontal orientation rather than vertical. It's incredible how even a small amount of choice can empower a salesperson. Now, don't get me wrong, it's not going to prevent them from dashing in at the eleventh hour, breathlessly requesting an entirely new pitch deck within 24 hours. However, it can go a long way in helping them feel capable and self-reliant, rather than shoehorning them into a rigid interpretation of what we believe is the right approach. ### Why geographic segmentation is a crucial part of your marketing strategy URL: https://www.gotomarketalliance.com/why-geographic-segmentation-is-a-crucial-part-of-your-marketing-strategy/ Last updated: 2023-09-08T10:34:48.000Z Put simply, geographic segmentation is what happens when a company decides to change or focus their marketing campaign based on where their target consumer lives. If a retailer decides to *only* market their products in a certain area, or if they decide to *change* their offering based on region, then this is geographic segmentation at play. But why is it such an important part of your marketing strategy and how can product marketers use it to their advantage? Let’s explore this in a bit more detail. ### **Why geographic segmentation works** It won’t come as news to any seasoned product marketer reading this, but there’s nothing more important than knowing your customer. You need to know who they are, what they want and why they want it and where they are. And it turns out the ‘where’ part of the equation might be more crucial than most people first realize. Imagine you’re a small business that sells winter coats. It’s clearly going to make more sense to target your marketing efforts in regions that experience cold weather all year round and not waste money marketing to warmer regions. Or imagine you’re a large multi-national company that sells luxury cars. It wouldn’t make sense for you to market to areas with very cold weather or mountainous terrain, as the people who live there will probably require a very specific type of vehicle that you don’t offer. Geographic segmentation is a smart way of structuring your marketing campaign, whether you’re a small business with limited resources or a large multi-national organization. By working out where your potential customers live you can increase sales and streamline your overall marketing efforts. > *Typically, when I plan a product launch, I take into consideration market fit, some geos would not be interested in a product, so don't launch there, or delay the rollout because there is a learning curve/not a trend. Other ways I use geos is to understand where search activity is coming from so I can target specific companies* ****Maureen West, Director of Product Marketing at 6sense.** ### **Types of geographic segmentation** There are a few ways to divide the market up in terms of region: ### **Culturally** ![](https://www.productmarketingalliance.com/content/images/2020/08/clay-banks-hwLAI5lRhdM-unsplash.jpg) It’s always important to understand and cater to the cultural needs of your customers and Mcdonald’s is a good example of this type of segmentation in action. They tweak their menu according to the tastes of local customers, with the Ebi Filet-o Shrimp burger available in Japan and the McNurnburger (with Bratwurst sausages) available in Germany. While this is obviously important for larger organizations that sell across many borders, it should also factor into the marketing strategies of companies that sell within regions that have become more multicultural over time. ### **According to climate/terrain** ![](https://www.productmarketingalliance.com/content/images/2020/08/kalen-emsley-Bkci_8qcdvQ-unsplash.jpg) As we saw in the example earlier, the climate and terrain of any region can make a huge difference in the needs and wants of the people who live there. The local population will be more specific in their buying choices depending on how extreme/consistent the climate is in their region. There’s a clear reason why so many people in Britain buy umbrellas! ### **Rural versus urban** ![](https://www.productmarketingalliance.com/content/images/2020/08/will-truettner-bBF9V6qkjD4-unsplash.jpg) Another thing to consider is how your target demographic will use one of your products based on whether they live in a rural or urban area. For example, if your company sells bikes, then you will need to market lightweight, foldable bikes to people in urban areas and mountain bikes with thicker tires to those in rural areas. ### **Cities/zip codes** ![](https://www.productmarketingalliance.com/content/images/2020/08/annie-spratt-mJSj_VY9Rfw-unsplash.jpg) You may want to drill down to an even deeper level of geographical accuracy and target customers based on their zip code. For example, if you’re deciding on the next storefront location for your clothes brand, you need to choose the location very carefully as disposable income and spending habits can vary massively from zip code to zip code. ### **How to apply geographic segmentation in your marketing plan** So how do you start applying this method into your marketing efforts? Well, as always, the first place to start is with customer and market research. There are lots of great tools to help you send surveys out and gather data from existing and potential customers and, as luck would have it, we’ve put together a list of the very best [here.](https://tools.productmarketingalliance.com/s?category=customer-and-market-research) Another important step is to check in with your sales team and their bank of data to see if there are any obvious highs and lows within certain regions. You should also be keeping a close eye on your website traffic data, to see where most of your online traffic comes from. Once you have an idea of where your customers are, you can then create a rich and actionable customer persona that will show you how and where to focus your marketing campaigns. ## **How to improve your Go-to-Market strategy** Our ****[Go-to-Market Certified: Masters](https://learn.gotomarketacademy.com/training/c9ab823a-c55b-11ec-bd4c-020df940d6b7/overview)** course will give you all the information and knowledge you need to up your GTM game. Delivered by ****Yoni Solomon, Chief Marketing Officer at Uptime.com**, this course provides you with everything you need to design, launch, and measure an impactful Go-to-Market strategy. By the end of this course, you'll be able to confidently: 🚀 Grasp a proven product launch formula that’s equal parts comprehensive, repeatable, creative, and collaborative. 🧠 Gain the expertise and know-how to build and tailor an ideal product blueprint of your own. 🛠 Equip yourself with templates to facilitate a seamless GTM process. [Get GTM Certified](https://www.gotomarketalliance.com/) ### GTM Awards 2023: Your Winners! URL: https://www.gotomarketalliance.com/gtm-awards-2023-your-winners/ Last updated: 2023-11-13T15:56:30.000Z The time is now! We reached out to the Go-to-Market Alliance community to highlight their heroes and nominate the GTM pros, teams, and companies that deserve to be recognized for the amazing work they do! 💪 Nominations came in fast and selecting our winners wasn’t easy. So, without further ado, let's showcase those superstars and inspiring organizations that are setting themselves apart and going above and beyond in go-to-market... 🥇 --- ## GTM Team of the Year Winner ![Team of the Year Winner - Zscaler REV team](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/08/Team-of-the-Year--1-.png) ### Zscaler REV team The Zscaler REV team plays a crucial role in driving revenue growth and optimizing GTM strategies. Since winning the SEC Team of the Year award last year, they’ve only continued innovating, growing, and having a profound impact on the entire organization. The team has a direct impact on revenue growth, has accelerated sales cycles, increased and improved customer engagement, and improved sales effectiveness. To name but a few things the team has recently achieved - they’ve shortened ramp time, improved metrics for time to first deal, increased visible opp, decreased attrition, decreased customer attrition, increased % of ICs promoted to management and more. > *“The REV team is mighty - we continue to turn up and deliver, despite internal challenges. This team is passionate, enthusiastic, and DELIVERS on our promises... we are also the best damn humans to work with!”* **Whitney Perry, Manager of GTM Strategy and Programs at Zscaler** A huge GTMA congratulations to the Zscaler REV team for scooping this awesome accolade! ## Special mention in this category: ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/08/Special-mentions---team--1-.png) ### Iterable The team at Iterable is small but mighty and, like many other tech companies, has also been impacted by layoffs. This has made the team leaner than ever, with the expectation of doing more with less. That being said, the team has risen to the occasion and really exceeded company goals, and here are some reasons why they stand out: - Remarkable collaboration - Despite their small size, the team exemplifies the power of collaboration and works seamlessly together, leveraging each other's strengths, skills, and diverse perspectives to achieve outstanding results. - Agile and adaptable approach - The marketing technology landscape is known for its rapid pace of change, and the team has embraced this reality with unwavering agility, and are quick to adapt to emerging trends (i.e. AI), industry shifts, and customer needs. - Customer-centric and results-driven - They prioritize building meaningful relationships with clients, which fuels product positioning, messaging, and go-to-market strategies, resulting in exceptional customer satisfaction and retention rates. They’re results-driven and relentlessly focused on achieving objectives. > *“I’m so proud of this team - sometimes it’s hard to believe what they’ve been able to accomplish. One of my four direct reports was even selected to go to the President's Club this year out of 800 employees because of her contributions to the company.* > *“I have worked in Product Marketing for four other tech companies before, and this is truly the most passionate, dedicated, hard-working PMM team I have ever had the pleasure to work with.* > *“And it shows! We are gaining massive traction with customers (especially Enterprise), analysts, and the market overall, and we would not be able to do that without this team--half of which joined Iterable within the last three months. Truly incredible!”* **Michele Nieberding, Director of Product Marketing at Iterable** A much-deserved honorable mention to Iterable! --- ## GTM Leader of the Year Winner ![GTM Leader of the Year Winner - Annette Sheppard, Splunk](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/08/Leader-of-the-Year.png) ### Annette Sheppard, Splunk A huge congratulations to this year’s winner Annette Sheppard, the Director of Product Marketing at Splunk. Annette is a passionate, collaborative leader with a bias for action. And who builds coalitions across functions and rallies people around clear, methodical work streams. Thanks to her amazing work on the clarity of messaging and storytelling, Splunk is now a high Visionary in the Gartner MQ for APM and Observability and a Leader in the 2023 GigaOm Radar for Cloud Observability Solutions. > *“Annette is a curious marketer who's fearless about taking on new challenges and learning.”* **Jon Rooney, Vice President of Product Marketing at Unity** A worthy winner, we’re sure you’ll agree. Take it away Annette... --- ## Product-Led Company of the Year Winner ![Product-Led Company of the Year Winner - TransUnion](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/08/Product-led.png) ### TransUnion For over five decades, TransUnion has passionately woven trust into every strand of its journey as a credit reporting agency. Throughout these years, they’ve masterfully navigated and decoded data, building a profound understanding of consumer identity. Their unwavering dedication led them to make substantial investments in novel data sources and cutting-edge technology, propelling the company into exciting frontiers like fraud detection, marketing strategies, and illuminating customer-driven insights. At this very moment, TransUnion stands tall as a global powerhouse, blazing a trail of confidence across the intricate landscape of worldwide commerce. Their mission? To make trust possible by ensuring each person is reliably represented in the marketplace. They do this with a Tru™ picture of each person: an actionable view of consumers, stewarded with care. > *“With so many people and processes involved in the product-led GTM strategy, it is hard to state what we love most. Is it how tapped-in our market development and sales teams are with customer and industry priorities? Could it be the product team’s relentless drive to build innovative products that drive our customers’ bottom lines and seamlessly integrate into their workflow? Or, perhaps it’s our small and mighty team of product marketers who get crafty with right-sized launches. Final answer: All the above.* > *“Product inspiration is driven by the voice of our customers and industry trends. We have a team of experts whose #1 priority is to track, ask, and address customer needs based on internal blockers or macroeconomic trends. Customer advisory boards are hosted quarterly by industry, and various insight events, customer calls, and innovation labs are hosted on-demand and per request to discover opportunities. Once a prospective solution hits this ideation stage, it’s time to roll up our sleeves and activate the GTM process!”* **Gwendolyn Smith, Director, Global Product Marketing at TransUnion** ### What are they doing differently? - TransUnion has embraced a customer-centric mindset with a needs-based approach. They prioritize their customer’s needs and address them with this needs-based approach, as opposed to those that follow a one-size-fits-all methodology. - Their systematic yet pragmatic GTM Motion enables the organisation to support product development and launch programs for hundreds of global products simultaneously. - TransUnion has product feedback and launch support from a wide net of focused experts, including product management, global tech, solution consulting, market development, and more. > *“When it comes to solution development, we focus on our customers’ needs and problems that were worth solving because it directly affects the lives of millions of people across the globe who rely on credit. For example, No one ever thought credit data could leave the credit bureau’s environment and be ingested into the customer’s own environment. We made it possible with TruIQ Data Enrichment and TruIQ Data Extract. We revolutionized the core segment of the financial services industry and pushed the market leader to change the way they do business.”* **Gwendolyn Smith, Director, Global Product Marketing at TransUnion** Massive congratulations to TransUnion! --- ## Sales-Led Company of the Year Winner ![Sales-Led Company of the Year Winner - Platinum](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/08/Sales-led--1-.png) ### Platinum The winner of this year’s Sales-Led Company of the Year is… Platinum! Platinum are a result-oriented B2B marketing agency that provides startups with marketing strategy and execution. They approach all marketing with one goal in mind; how to drive revenue. Unlike the overwhelming majority of marketing agencies, Platinum signs contracts that have compensation tied directly to results. So when clients win, they win. Forget deliverables. It's all about results. Their vision is to reorient the very existence of how marketing agencies operate, and they believe that the customer's vision, goals, and success are also theirs and aim to celebrate alongside customers as they grow. --- ## Content-Led Company of the Year Winner ![Content-Led Company of the Year Winner - Rattle](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/08/Content-led--1-.png) ### Rattle With the advent and aggressive propagation of generative AI, it's become apparent that companies must find a way to get attention, develop a community, and foment a real, memorable kind of love for their brand. And this starts with stand-out, human, authentic content. Rattle is currently running a masterclass in taking a B2B brand in a traditionally seen as "boring" space - RevOps - and breathing real life into it. ### What are they doing that others aren’t? Rattle as a product is a process adherence tool. Meaning, they get salespeople to follow a process. One of the arguments that Rattle makes so elegantly (that nobody in this space has thought to make) is that fun \*itself\* is a key pillar of getting people to do things for you. Making a task tedious and boring makes it far less likely to be performed reliably at scale. So, they don't just make fun content, they espouse the notion that fun is something sales leaders need to consider when they're building processes. So, in a way, Rattle doesn't just tell people that it works, they show them how it does. *“This has proven exceptional for us in that it makes sense, comes with plenty of peer-reviewed science, and just makes us more memorable than our competition. Nobody in this space is doing anything close to what Rattle is doing.”* **Nick Gaudio, Creative Director at Rattle** Congratulations, Rattle! --- ## Community-Led Company of the Year Winner ![Community-Led Company of the Year Winner - HubSpot](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/08/Community-led.png) ### HubSpot This award category recognizes the companies who’ve nailed every element of the community-led approach, and Hubspot has done just that! HubSpot continues to be at the forefront of new strategies and approaches to growing and scaling in a crowded SaaS space. Previously, HubSpot transformed the industry from a cold sales-led GTM to an inbound GTM motion, and the company has built a thriving community of users, employees and partners which has culminated into the stage they’re at now. ### What are they doing differently? HubSpot is investing more than most companies into community efforts. They actually restructured a team internally to be called the community-led growth team, which brought together all community-facing teams such as partner marketing, customer marketing, academy education, community, advocacy, and more to help narrow their focus and gain efficiencies in solving community-led strategies. > *“HubSpot is and has been a leader in this area for a long time. INBOUND, is our annual conference, which is one of the largest and highest-rated community events in the SaaS space. This event has evolved over the years with new stages/experiences that focus directly on our customers and community. We built an entire team of hundreds of employees under our 'community-led growth' org umbrella, emphasizing the importance and creating the right collaboration across community-facing teams.* > *“HubSpot is investing in our Creator Network, which seeks to collaborate and showcase the best advocates and creators across the globe, our Podcast Network, our Partner Program, which is thriving and driving a large portion of HubSpot's revenue/services, and much more.”* **Justin Graci, Marketing Fellow and Partner in GTM at Hubspot** Great work, Hubspot! --- ## Special mention in this category: ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/08/Special-mention---Community-led--1-.png) ### Metadata.io Metadata.io has made every decision around the community with their community members. They’ve built it from their recommendations, their community members decided their core values, and their members lead most, if not all of the community-driven events (virtual and in person). > *“Knowing that I have the opportunity to consult our members before doing something is amazing and really helps us to build intentionally.”* **Katie Ray, Director of Community at Metadata.io** ### What are they doing that’s different? Metadata.io aren't deciding what they think is best or what will work based on their own opinions and ideas - they are truly letting the members drive what content the company puts out, what resources are needed, where they should host events, and more. The company has also been given the space to build this the right way without rushing through it. They haven't been pressured to produce results immediately, which has helped them create even better results! > “Through our community, our business has grown. We don't pitch or promote inside the community, so seeing this growth has been amazing (like seeing deals close win 29 days faster with community members involved and seeing that they are 46.6% more likely to close win because of members being involved). > “We have been through a lot. Our marketing team has had many, many layoffs and we've been able to remain constant with our growth. While we aren't the largest community out there, we are the strongest. We've maintained an 81.5% response rate with an average response time of 25 minutes. This means that members are getting their responses asap instead of waiting for hours.” **Katie Ray, Director of Community at Metadata.io** It’s our pleasure to specially mention Metadata.io in this category as one of the best community-led companies out there! --- ## Ecosystem-Led Company of the Year Winner ![Ecosystem-Led Company of the Year Winner - TransUnion](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/08/Ecosystem-led--1-.png) ### TransUnion We have a double winner - with TransUnion also securing the spot for the Ecosystem-Led Company of the Year! TransUnion has hundreds of partnerships across the globe but, due to resource limitations and an ever-growing ecosystem, the amount the time and energy toward each relationship varied, as were the processes and messaging utilized to support and promote them. Their product marketing team worked to reimagine and redefine their go-to-market strategies and aimed to deliver a better experience for the company’s associates, partners, and mutual customers. A “center of excellence” committee was born, and global leaders engaged in a multi-part project to unify and sight-size their partner GTM approach. Together, they created the TransUnion Partner Product Marketing standard operating procedures, the essential way to deliver exponentially better support to their partners. Within the framework is a tier calculation system used to make an honest evaluation of existing or anticipated partner performance, and then align that tier to suggested joint marketing activities. To continue to meet evolving customer needs and deliver the best service possible, they’ve even expanded their partner program to include competing products: > “*Only TransUnion is so obsessed with customer satisfaction that we’d proactively forego revenue and transfer business to another provider. TransUnion recently reimagined its partner program to include a category of providers that enable customers to manage their credit marketing decisioning strategies - a capability that directly competes with one of our offerings - to better address their ever-evolving needs.”* TransUnion clearly understands a strong partner program is all about building long-lasting and trusting relationships and they’re all in for bringing game-changing technology, capabilities, and features to customers at a pace they may not be able to on their own. > *“That’s why we’re proud of our Partner Product Marketing operating procedures, and will stay committed to fostering white-glove relationships with other providers to make our customers’ journeys seamless and successful.”* **Gwendolyn Smith, Director, Global Product Marketing at TransUnion** TransUnion clearly understands a strong partner program is all about building long-lasting and trusting relationships and they’re all in for bringing game-changing technology, capabilities, and features to customers at a pace they may not be able to on their own. > *“That’s why we’re proud of our Partner Product Marketing operating procedures, and will stay committed to fostering white-glove relationships with other providers to make our customers’ journeys seamless and successful.”* **Gwendolyn Smith, Director, Global Product Marketing at TransUnion** Another deserved win for TransUnion. Thanks for being awesome! ## And that's a wrap 🎉 It's our pleasure to celebrate these passionate GTM professionals and organizations. Congratulations again to all the nominees, those who got honorable mentions, and of course, to the winners! Our celebration of success has drawn to a close (until next year, at least!) Thank you so much to all those who sent in your nominations and played your part in helping us bring the GTM Awards 2023 to the masses - without you, this wouldn’t be possible. See you in 2024… ### Stop the exodus! Identify your at-risk customers to prevent churn URL: https://www.gotomarketalliance.com/stop-the-exodus-identify-your-at-risk-customers-to-prevent-churn/ Last updated: 2024-11-13T13:04:55.000Z *This article is based on a presentation given by Dominic at the Customer Success Festival in Las Vegas, in May 2023.* --- The technology investment landscape is changing. There’s a shift from an intense growth-focused climate, marked by a fear of missing out, to the current state of heightened scrutiny and accountability, ****FOMU – fear of messing up**. I'm ****Dominic Constandi**, the ****Chief Customer Officer** at ****ZoomInfo**. If you aren't familiar with us, we primarily offer [go-to-market](https://www.gotomarketalliance.com/the-go-to-market-hub/) intelligence. Although many people think of us as a data company, we offer way more than that. On top of our data assets, we have a variety of platforms and solutions designed to help identify potential buyers. These solutions provide guidance on how to reach out to them, the best time to make contact, and the right person to engage within the organization. In this article, we'll navigate the current tumultuous economic waters, and explore risk mitigation, customer management strategies, as well as the necessity of maintaining an awareness-first approach to mitigate [churn](https://www.customersuccesscollective.com/customer-churn/). ## **Navigating economic compression: From FOMO to FOMU** The first point I'd like to address is how economic compression has led to increased scrutiny of technology spending and a decreased tolerance for vague returns on investment. During 2020 and 2021, we witnessed a massive digital acceleration phase. We saw company valuations skyrocket. As an example, in July 2021, ZoomInfo purchased a company named Chorus, a player in the conversational intelligence space, akin to Gong. We [acquired Chorus for $600 million](https://techcrunch.com/2021/07/13/zoominfo-drops-575m-on-chorus-ai-as-ai-shakes-up-the-sales-market/?guccounter=1&guce%5Freferrer=aHR0cHM6Ly93d3cuZ29vZ2xlLmNvbS8&guce%5Freferrer%5Fsig=AQAAAIyFakEQYlFbXlD-ivcSiTbY3THc-hOIlSjECRTWdQU03OKYx%5FGWc6ZPDLlghQhf0ZUdjtN3WuInAjHK1MHbUq48y8WmHppUAWNMryq-an4HW59Px6gzvkVs1IUWwhxgU-jPoCo6O61cpAUDEPSZHESZI8TmsvYatSNPVit5wJC5&ref=customersuccesscollective.com) during a peak in valuations, which makes it a prime example of the changing landscape. But if we were to repeat that acquisition today, it would look quite different. During this time of digital acceleration, there was an intense focus on growth, marked by a sense of ****fear of missing out (FOMO)**. Businesses, including major players like IBM, Amazon, and Google, were investing heavily to facilitate growth. Many company valuations at that time were based on a multiple of revenue. The market was growing rapidly and profitability wasn't the primary concern. The main idea was to maintain growth and not lose ground against competitors. [Venture capitalists](https://hbr.org/1998/11/how-venture-capital-works?ref=customersuccesscollective.com) were investing heavily, pushing valuations even higher. However, as we all know, the market inevitably shifted. Interest rates rose and investment in tech diminished. The investment focus has now shifted from revenue-based valuations to profitability. The current rule of thumb is not to invest in tech unless it's profitable. So, the fear of missing out has been replaced by a new acronym – FOMU – fear of messing up. Every dollar spent now has to generate a return, as businesses are either cutting staff or trimming their technology stack. If a company isn't utilizing a purchased product to its full extent, it becomes a problem. There's no more tolerance for wastage, no acceptance of unused licenses, or under-utilized resources. In [customer success](https://www.customersuccesscollective.com/what-is-customer-success/), our new focus is on mitigating this downside pressure. We're identifying risks, creating criteria for risk assessment, and developing playbooks and strategies to help alleviate those risks. ## **Understanding risk mitigation: The importance of awareness in preventing churn** Fundamentally, when we discuss risk, we're talking about risk mitigation. To conceptualize it, I like to think in terms of quadrants. [![Foundational risk mitigation](https://www.customersuccesscollective.com/content/images/2023/06/image5--5-.png)](https://www.gotomarketalliance.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn) The Y-axis represents awareness, with high awareness at the top and low awareness at the bottom. The X-axis indicates the actionability of the risk or churn threat; the right end of the axis represents non-actionable risks and the left represents highly actionable ones. In an ideal world, when considering risks or churn threats, we want to be aware of them, and that awareness is central to any risk mitigation strategy. However, with finite resources and possibly fewer team members than before, it's impossible to mitigate all risks. [Automating](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) as much as possible can help free up time, but remember that not all risks are created equal. If I were to plot all the significant churn threats we face in a year, I’d want most of them to be in the top-right quadrant of our graph. Being highly aware of a churn risk, even if it's non-actionable, means I can do something about it. There's nothing worse than being blindsided by a churn threat due to unnoticed poor utilization or bad [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), especially when it's too late to change the outcome. However, if a customer *does* churn despite our best efforts and we're fully aware of it, it's easier to accept. These are scenarios where there was nothing we could have done, such as the customer being acquired or a major reshuffling in their team. What's more damaging and potentially disastrous for a business is the churn in the bottom-left quadrant of our graph. This represents churn that could have been prevented with early warning signals, the right metrics, the right KPIs, and the right operational rigor, providing a robust risk management framework. This type of churn can sink businesses. If we'd been aware of it, we could have taken action to prevent it. So, the central focus in risk mitigation is awareness. Whether a situation is actionable may vary, but if we are aware, we can make the second decision for ourselves. ## **Shifting the focus: From features to use cases for effective customer management** [![Business impact funnel](https://www.customersuccesscollective.com/content/images/2023/06/image4--7---1---1-.jpg)](https://www.gotomarketalliance.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn) The process of understanding and addressing a customer's needs involves several stages. Firstly, you identify the business pain your customer is experiencing. By understanding this pain, you can pinpoint the specific problems that need to be solved, which in turn allows you to create a relevant use case. A common mistake I often see is an ****over-emphasis on features rather than on the use case**. It's easy to get excited about a multitude of features, such as specific buttons that trigger certain actions. However, they won't provide much value if these features don't address the customer's specific use case. The key here is to shift the mindset from being feature-focused to being use case-focused. A use case is essentially a solution to the business's pain. Features simply enable the use case – they are tools to solve the problem, not the solution itself. Once you've established the use case, you can determine what success looks like for your customer and decide what metrics you'll use to measure that success. Understanding what to measure is a critical part of this process, as it helps align your solution with the customer's goals. [![Onboarding milestones](https://www.customersuccesscollective.com/content/images/2023/06/image7--7-.jpg)](https://www.gotomarketalliance.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn) In our operations at ZoomInfo, we have a particular approach to customer journey and problem-solving. Remember, this is just an example and it's shaped by various factors such as our product, customer base, resources, and technology stack. Your organization might adopt a different strategy depending on its unique circumstances. In our case, the process begins with the sales team performing the discovery phase, after which they relay the findings to the onboarding team. We've separated our onboarding team from our [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs), primarily as a scalability measure. The [onboarding](https://www.customersuccesscollective.com/customer-onboarding) managers oversee the initial 30 to 60 days of the customer journey, which enables us to standardize, repeat, and scale our processes while measuring specific parameters. After the initial kickoff call, a joint success plan is established based on the sales handoff. We then determine the user activation strategy and proceed to the technical implementation phase. During onboarding, we reaffirm the business pain and the corresponding use case. The onboarding team uses this use case to guide user adoption through technical setup. After this, our training team steps in to provide education tailored to the specific use case. The training focuses on the features and functionalities that will generate the desired return on investment (ROI). In essence, our approach involves identifying the business pain, planning the solution, implementing the technical setup, providing specific training, and finally, encouraging user adoption. This workflow allows us to effectively cater to our customer's needs and ensure their success with our product. ## **Navigating the customer journey: ZoomInfo’s approach to onboarding and user adoption** At ZoomInfo, we prioritize certain measures of success, particularly during the onboarding process. These measures allow us to monitor our performance and make necessary adjustments. These measures might be specific to us, but they give an idea of the [metrics](https://www.customersuccesscollective.com/customer-success-metrics/) a company might focus on. [![Measuring success: kick-off call on-time; complete status; onboarding health score.](https://www.customersuccesscollective.com/content/images/2023/06/image6--7---1-.jpg)](https://www.gotomarketalliance.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn) The first two measures are the number of kickoff calls made on time and the completion status. These metrics are primarily focused on our internal performance. For instance, we aim to have 90% of our onboarding plans initiate a kickoff call within the first ten business days after signing. Monitoring this metric allows us to identify potential issues in our processes, team capacity, or team engagement. The completion status measure is used to track if 70% of the onboarding plans have reached the defined milestones. These milestones are key indicators of adoption and utilization that set the trajectory for future engagement. The third measure, which arguably carries the most weight, is the onboarding health score. This score reflects the customer's engagement and progress. Most companies have their own version of a health score, which might be custom-built according to their specific needs. In general, the score should represent the customer's level of engagement, the milestones they've achieved (which should be data-driven), and your company's compliance with the Service Level Agreement (SLA). These factors contribute to an aggregate score that gives an overview of the customer's onboarding health. This score can be instrumental in identifying potential risks and opportunities. ## **The customer engagement journey: Understanding adoption through a funnel approach at ZoomInfo** In terms of customer engagement, at ZoomInfo, we view adoption as a funnel, starting from provisioning and moving down through setup, login, time to initial value, and finally, depth realization. [![Adoption funnel](https://www.customersuccesscollective.com/content/images/2023/06/image1--8---1--1.jpg)](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn) ### **Provisioning** Provisioning users, or setting up their access to the system, is a critical first step in the adoption process. For instance, we've found that accounts that have 80% or more of their users provisioned within the first three months of a subscription see an 11-point lower churn rate. This finding led us to set goals related to provisioning as part of our adoption health score. ### **Setup** The next step is getting customers to connect their accounts to their customer relationship management (CRM) systems or other parts of their tech stack. This integration makes our product more embedded within their ecosystem, and therefore stickier. We've found that accounts that have ZoomInfo connected to other parts of their tech stack, particularly their CRM, within the first 30 days have a 20% higher likelihood of not churning. ### **Login** Next, we track whether users are logging into the platform, particularly during the critical first 30 days. Our data shows that if a user doesn't log in during the first 30 days, there's an 84% chance they will never log in during their subscription. ### **Time to initial value** This involves customers completing basic, meaningful actions within the system. Our analysis shows a 9-point lower churn rate when 80% or more of the user base performs meaningful action within the system. What's considered "meaningful" can vary across products; for us, it could be a user completing their first saved search. ### **Depth realization** The final stage of the adoption funnel is deep usage. Here we're looking for customers to become power users, integrating our product into multiple aspects of their work. To borrow an analogy, it's the difference between someone who just uses their iPhone to send text messages and someone who uses it in conjunction with their Apple Watch, iPad, Apple TV, and Health App. In summary, we track each of these stages to understand our customers' progress through the adoption funnel and identify potential risks or opportunities for further engagement. ## **Adoption as a predictor of churn** [![Adoption as a predictor of churn](https://www.customersuccesscollective.com/content/images/2023/06/image3--8--1.jpg)](https://www.gotomarketalliance.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn) Data indicates the significant impact that early customer adoption has on churn rate. For us, we segment customer usage into different phases - onboarding Q1, Q2, and Q3. When customers display excellent adoption statistics coming out of the onboarding phase, the likelihood to churn is 37.6%. As their usage continues to be classified as excellent through Q2 and Q3, we see the churn rate drop significantly. By Q3, with continued excellent usage, the churn rate drops to 28.9%. On the other hand, for customers classified as having bad usage, the likelihood to churn increases over time. The difference between the two scenarios highlights the crucial role adoption plays, especially in the current economic environment. If customers don't find value in a product or aren't using it to its full potential, they're much more likely to churn. This underscores the importance of ensuring strong early adoption, as it can significantly impact long-term customer retention. Therefore, investing resources in user onboarding and early customer success initiatives can lead to higher retention rates and a healthier business overall. ## **Crafting successful customer success playbooks: Strategies and tools utilized at ZoomInfo** When considering [customer success playbooks](https://www.customersuccesscollective.com/playbooks/), it's vital to remember that there are multiple approaches to adopt, each with its unique advantages. We've applied some of these strategies in our own practices, and while they've brought us considerable value, it's important to acknowledge that they don't constitute a comprehensive solution to every challenge we face. [![Tools and motions to drive awareness](https://www.customersuccesscollective.com/content/images/2023/06/image8--6--1.jpg)](https://www.gotomarketalliance.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn) One of our main strategies revolves around success plans. We've found great value in understanding how our customers track their ROI. Whether you work with an [account management](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) (AM) team or Account Executives (AEs), developing account plans and strategies for customer adoption are critical. We focus on use-case-based adoption driven by metrics that promote customer engagement. Understanding what matters to our customers and delivering on those aspects is essential. Equally important is the ability to identify potential risks and have a game plan ready to address them. A method we've found useful is “swarming”, a strategy I learned about during a dinner with sales leaders from [Slack](https://www.customersuccesscollective.com/customer-success-community/). If it fits your business model, it's an effective tool to mobilize resources quickly. We often organize what we call “hot customer meetings”, bringing together cross-functional leaders from product, CSM, support, onboarding, and sales. We swarm around our most valuable accounts, typically high-value and upmarket, focusing on areas where we need cross-functional assistance. Health scoring is another significant strategy. We automate the process using Gainsight, which provides an adoption health score that drives our adoption funnel. It takes into account several factors, such as provisioning speed, seat utilization, and compliance with Service Level Agreements (SLAs). If a customer has a low [health score](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/), it signals to our CSM and AM that they need to take specific actions to improve that customer's experience. Conversational intelligence tools like Gong and Chorus can provide insightful data. They analyze hundreds of calls, tracking how many times certain features are mentioned in a negative context, or identifying trending topics in specific market segments. For example, how many times are budget constraints or layoffs being discussed? This intelligence allows us to take appropriate actions, [gather feedback at scale](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/), and track competitor mentions. We use a variety of methods for gathering feedback, including [net promoter score](https://www.customersuccesscollective.com/how-to-leverage-nps-data-to-make-decisions/) (NPS), post-onboarding surveys, and periodic check-ins at the three- and six-month marks. If a customer makes a significant [upsell](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/), we conduct a pulse check to ensure they're satisfied with their decision. Finally, intent signals have proved to be a valuable tool for us and many others in the market. These signals provide real-time alerts when our customers are exploring options that might indicate a potential churn risk or upselling opportunity. For example, if I receive an alert that a customer is looking at a competitor's cloud optimization solutions, it signals that I should engage with them to understand their needs better and potentially provide a more suitable solution. These intent signals play a crucial role in helping us mitigate and identify risks. ## **Leveraging data and cross-functional feedback for effective customer onboarding and retention** [![Data analysis and trends](https://www.customersuccesscollective.com/content/images/2023/06/image2--8--1.jpg)](https://www.gotomarketalliance.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn) [Data analysis](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/) is pivotal in understanding the trends and timing of [customer attrition](https://www.customersuccesscollective.com/10-ways-to-prevent-high-customer-attrition-rates/). It's crucial to identify when and why you are losing customers. To this end, health scores can offer valuable insights about when these scores start to decline. Is the issue more prevalent in specific product lines, or does it depend on firmographic factors, such as the size of the company? We [segment](https://www.customersuccesscollective.com/the-ultimate-framework-for-segmenting-your-customers/) our data based on the number of employees in a company, which can give us a clear view of whether a problem is more pronounced in the mid-market sector, for instance. Tech companies, including growth tech firms, tend to be mid-market businesses. Consider companies like Toast and Snowflake; while they are hyper-growth companies, they could still experience challenges in the current market conditions. We also consider competitive pressures. For example, a company like Salesforce may have faced much pressure in the SMB sector 15 years ago, when smaller, cheaper, and easier-to-set-up solutions started appearing in the market. These solutions might not have been as robust, but customers might have preferred them over fancier solutions that they didn't see value in. Furthermore, [cross-functional feedback](https://www.customersuccesscollective.com/customer-success-and-cross-departmental-collaboration/) is a potent tool. Sales teams, for instance, need feedback about their performance. While they usually want to do their best, they might need guidance on how to sell more effectively, like emphasizing the time it takes for onboarding, or understanding what they can realistically deliver. Feedback also extends to the [product teams](https://www.customersuccesscollective.com/translating-customer-requests-into-product-innovation/). Do they understand the product's potential risks, or are they just creating without a clear purpose? ## **TL;DR** In conclusion, awareness is key. The onboarding and adoption phase is crucial as it is the first time you can gauge a customer's experience. An old Chinese saying – translated into English as "a good beginning is half of success" – captures this concept perfectly. Investing time, effort, and resources into the onboarding phase is essential because it sets the tone for the rest of the customer's journey. Being aware of potential issues allows you to control them. Conversely, what you aren't aware of may end up causing significant challenges. ### Analysis of Go-to-Market for top AI-first products URL: https://www.gotomarketalliance.com/analysis-of-go-to-market-for-top-ai-first-products/ Last updated: 2023-08-31T16:25:39.000Z While I was a Product Manager at Google AI, I launched several AI-first features such as the first internal version of LaMDA platform, Smart Replies in Google Play, and the Gaze detection platform for UX Research use cases. All of these technologies were very nascent and had more kinks than anyone could possibly imagine. The system and technology misfired A LOT during the early stages and the trick was always to find the tiles that were safe and not step on the ones with landmines to determine the Go-to-Market for the product feature. We’d consider which features to work on now vs later, which set of users to target based on the value they’d get from the product, and more. I left Google earlier this year to explore and build my AI-first company, and got curious about what the GTM for AI-first startups looks like. So, I did some preliminary research on three AI-first startups. Here’s a brief overview of their GTM: ## 1\. [Midjourney](https://www.midjourney.com/home/?callbackUrl=%2Fapp%2F) (image generation, started in 2021) Midjourney is an independent research lab that’s self-funded. Midjourney did something very clever for their GTM. Instead of creating a web app (like Dalle), they launched a Discord server and gave early adopters access to the technology through that. David Holz shared the following on why they launched the offering through Discord: *“We found very quickly that most people don’t know what they want. You say: “Here’s a machine you can imagine anything with — what do you want?”* *And they go: “dog.”* *And you go “really?”* *And they go “pink dog.”* *So you give them a picture of a dog, and they go “okay,” and then go do something else.* *Whereas if you put them in a group, they’ll go “dog,” and someone else will go “space dog,” and someone else will go “Aztec space dog,” and then all of a sudden, people understand the possibilities, and you’re creating this augmented imagination — an environment where people can learn and play with this new capacity.”* Dalle played a big role in Midjourney’s initial success. While Dalle was raking headlines, it wasn’t available to all. Midjourney, with its comparatively sub-par offering, gave access to early adopters including me who were itching to try out the tech for themselves. Given that the community had moderators on Discord (another advantage of the platform), they could control the stuff being generated and didn’t worry as much about sensitive content being generated as much as OpenAI did, and were able to open up the offering quickly. ### Key Takeaways from Midjourney Go-to-Market: - There are creative ways for GTM beyond just launching a web or mobile app. - A community of early adopters can be powerful to help assess the possibilities of a significantly new offering. - Communities enable extremely fast feedback loops and Midjourney repeatedly polled people for features, likes, dislikes, events, and more. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/04/GTM_Academy_CTA_Banners_Generic_2.jpg)](https://learn.gotomarketalliance.com/trainings) ## 2\. [Jasper AI](https://www.jasper.ai/) (text generation, started in early 2021) Jasper is amongst the top startups that popped up after the release of GPT-3\. The first version was called conversion.ai (which now redirects you to jasper.ai). Jasper’s founder and CEO ran a marketing agency for several years and then created marketing courses with $10K MRR. So they were well-versed in the space and what was needed. Their ideal customer profile was pretty clear and because of their past agency business, they likely had relatively easy access to the marketing teams and other agencies. They also got testimonials from the initial users and that likely helped build credibility and word of mouth. ### Learnings for Go-to-Market from Jasper: - Having a strong background in the area helps with problem-area understanding and domain knowledge as well as GTM with the initial set of customers (cliche but very true). - Get early users to write testimonials; build credibility and word-of-mouth publicity through that. ## 3\. [Synthesia](https://www.synthesia.io/) (spokesperson video generation, 2016) Synthesia started as a deep-tech project as well, where the founders tried to customize lip movement on an existing clip with the help of AI-based synthesis. The initial version of the website boasted the technology and potential uses but didn’t target any specific segment. They did have a long-term vision because in 2017, lip movement synthesis was an extremely challenging problem, and to build a deep-tech company that would likely take one to three years was a solid forward-looking vision from the founders. While they realized that movies, news, YouTube videos, etc would be eventual use cases, my opinion is they didn’t know what the ideal use cases should be at the start. They found product-market fit in 2021 when they started focusing on corporate training videos and presentations, and then the offering blew up. They’ve since been focusing on competing with text-based presentations by offering companies a way to generate video presentations and training just from text. ### Key Takeaways from Synthesia Go-to-Market - Finding an ideal use case and customer profile can be challenging for a tech-first startup. - Synthesia was a solution in search of a problem, which is an idea that YC scoffs at. So, it is possible to build startups in that bucket and have a successful Go-to-Market. On the flip side, this approach does take longer. ## ****Ready to have your say on Go-to-Market salaries?** Go-to-Market is the backbone of so many businesses, but Go-to-Market job titles are still new on the scene. That’s why we’ve set out to find out what the GTM job market looks like, how much you can expect to be paid and what it *actually* means to work in Go-to-Market. Be part of the first ever report to take a deep dive into Go-to-Market jobs and salaries and see how your peers stack up. Complete the survey now. 👇 [Have your say](https://www.gotomarketalliance.com/the-go-to-market-salary-survey-2023/) ### What is product messaging? URL: https://www.gotomarketalliance.com/what-is-product-messaging/ Last updated: 2024-05-23T17:28:01.000Z So, when we say “messaging”, we don’t directly mean SMS or text messaging (although this can play an important part in your strategy, depending on your target audience, your brand identity, and so on). No. Product messaging is the message your product sends to potential customers. Sounds simple right? Well, its definition may be, but getting the right message out there in the right way can be difficult. Most people think the foundation of their message is listing a bunch of features and benefits, and while those things do need to be defined, they shouldn’t be where you start developing your product messaging. How people perceive your product is a direct result of messaging. The right messaging effectively communicates your product’s value, giving prospects an understanding of how your product solves their specific problem. Your messaging will also provide strategic guidance to PR teams, external marketing communications, and your sales team. And when you’re all speaking the same language, your messaging becomes more powerful and recognizable as it’s consistently applied across all media. ## Messaging unpacked You might know why your product is perfect for your prospective customers, but without effective positioning and messaging it’s unlikely *they’ll* know or bother to find out. Clearly, developing your positioning and messaging is vital to your product’s success. It’s the reason why you immediately think of Coke when someone mentions cola, it’s the reason why you’d think of a Volvo if we asked you to picture a safe car, it’s your prospect’s initial perception of your product. Positioning and messaging go hand in hand, you simply can’t have one without the other, but how do we define messaging? Let’s start at the beginning. ## What is product messaging? Put simply, it’s the message your product is sending to your potential customers. Developing the right messaging requires a lot of research and while there isn't one, definitive format for doing so, we have a bunch of articles and resources that can guide you in the right direction. You can communicate with your audience through a multitude of different messaging techniques: - Social media posts, - Website chatbots, - Advertising or marketing campaigns, - Podcasts and webinars, - Product design or layout, - In-app notifications, - CTAs (call-to-actions), - And plenty more. ### Why is product messaging important? How people perceive your product is a direct result of messaging. The right messaging effectively communicates your product’s value, giving prospects an understanding of how your product solves their specific problem. Your messaging will provide strategic guidance to PR teams, external marketing communications, content marketing, and your sales team. And when you’re all speaking the same language, your messaging becomes more powerful and recognizable as it’s consistently applied across all media. Good messaging will prove vital when crafting a market nurturing campaign, and having a cohesive message you can apply throughout your content and communication will lay a solid foundation for lead conversion. ### Messaging vs positioning You might be wondering, what is the difference between messaging and positioning? Positioning is the foundation on which messaging is built, and determines the place a product sits within the market. This is important as it gives your customers the context of where your product fits into their view of the product landscape. Messaging is how you communicate the benefits of your product to your customers. The position sets the strategy and the messaging brings your story to life. This allows your customers to understand more about your product. ### What is an example of a product message? If you're struggling to work out what an excellent product message looks like then you're in for a treat, as we've compiled a few examples of successful product messages. **Webflow** Webflow is a web design software which allows its users to tell its product message by having testimonials visible on their main landing page. Testimonials and reviews tend to appear more genuine to customers, so are a great way to share the benefits of your product. **Vidyard** The video messaging solution, Vidyard, allows customers to choose the pain points they are struggling with (that Vidyard could solve), showing that they understand their customers. And shows customers how their service can help. ## What is a product marketing messaging framework? A product marketing messaging framework plays a key role in every product marketing team's artillery. It serves as a representation of your products and services unique selling points. It's a vital resource that supports creative briefs, content, and training for your sales representatives. ## How to create product messaging You know that old teaching method of show and tell? Well, when it comes to product messaging you’re going to flip it on its head. Once you’ve settled on your product’s core value you’re going to back it up by becoming your own case study. Demonstrate your product, allow consumers to test it out themselves, ask for feedback, and if you can’t be your own case study get some beta testers involved and ask for honest feedback. Research is a huge part of developing your messaging. As you learn more about the people who will be using your product, you’ll naturally learn more about the companies they work at, and be able to refine and target your messaging accordingly. Once you figure out the value of your product and who your target audience is, you can use that information to craft your product messaging, starting with why the consumer should buy your product while demonstrating how your product’s features improve their lives and address their specific pain points. ### Demonstrate your value Once you’ve settled on your product’s core value, show potential customers what that value looks like in real life. You could use a case study to demonstrate the value your product provides. Many SaaS companies do this using their own products. Take Vidyard for example, they send personalized videos to interested buyers to demonstrate what their software can do, they also offer a ton of video content to engage with while prospective customers wander through their website. If you can’t be your own case study, find a group of beta testers who will provide you with honest feedback, and then use that feedback to determine and refine your product message. ### Research the market and develop buyer personas Now you’ve experienced how users gained value from your product you need to research what type of customer or business will be able to gain similar value. Once you identify who can benefit from your products, draft your buyer and/or user personas and apply that to messaging that resonates, based on what you learned in the previous step. Find out how your product can help your personas, and ask yourself who will be making the purchasing decision? What will your end-user need to convince them to make the purchase? As you learn more about the people who will be using your product, you’ll naturally learn more about the companies they work at, and be able to refine your ideal customer profile (ICP) based on the companies that have the most success with your product. **Emma Stratton, Founder and CEO of Punchy.co**, shares her expert insights into using your customers' words to make your message sound more genuine. "Authenticity is key to creating effective messaging that builds your brand. No one wants to read dry, corporate messaging or bravado, we crave realness - our favorite brands speak our language, they’re human. "That’s why more and more B2B companies are investing time and resources into brand voice development to strike the right tone with their customers. But there’s a quick, low-impact way to get started. Let your customer do the work for you – steal their language (in the nicest possible way, of course). It’s the ultimate shortcut to crafting messaging that resonates with your customer - a cheat code. "When you take the words right out of a customer’s mouth, you make it easy for other customers to understand why your product matters. For example, I had a client whose platform integrated several sales tools into (the ubiquitous phrase) 'one pane of glass.' But that’s not how their customers described the integration. Instead, they all said “now I don’t need multiple tabs open” – so we used that phrase instead, and it resonated. "So how do you find juicy, steal-worthy language? Simply run customer interviews. Here are some of my top questions to ask: ● **How would you describe our product to a friend?** This question is perfect for complex products – customers have a knack for keeping it simple, and may give you a new way to describe your product. ● **What was happening in your world that made you seek out a solution in the first place?** This gives you a real insight into what motivated a customer to change. These offer meaningful challenges and pain points to mirror in your messaging. ● **How did your life change, thanks to the product?** This is a great way to capture new and meaningful benefits. I’ve worked with clients who discovered their new value proposition from this question. "If you don’t have time for customer interviews, head to product review sites like G2, TrustRadius and Capterra. Check out reviews for both you and your competitors and highlight any interesting phrases – especially repeated ones or you can listen to conversations on software like Gong, Chorus.ai or SalesLoft if you have it. "But, in my experience, nothing beats a good old one-to-one interview." ### Add it all together Once you know the value of your product and who you’re trying to market it to, you can use it to craft your product messaging. Start by explaining why a potential customer should buy your solution. This should be spelled out through your product’s core value. You then need to explain why they should buy your product specifically, which you’ll demonstrate by showing how your product’s features and benefits specifically address the customer’s pain points. You may need to present your value proposition in a different way, depending on the personas you’re addressing but your core value should always stay the same, even if the benefits you are highlighting change. ## Remember: Three key principles The simplest way to think about product messaging is with the three key principles. **Stephanie Perezo, Senior Product Marketing Manager at Contentful**, shares some key insights on this topic. "What I've learned is it comes down to these three key principles; categorize, atomize, and curate your messaging. "You can apply any of these three principles today, or at any point of your messaging journey. My recommendation would be to do them all together if you can - if you have the time and the space to do so. "Nevertheless, if it seems this is a very daunting task and a monumental effort then applying any one of these principles will still get you a very long way. "Let's dive into each one of these." ### 1) Categorize "Categorizing is really about building a taxonomy for messaging. [![Categorizing is really about building a taxonomy for messaging.](https://www.productmarketingalliance.com/content/images/2021/10/categorize.png)](www.productmarketingalliance.com/how-to-scale-messaging-in-five-clicks) "Having worked in the Digital Asset Management space at Bynder, I know the word taxonomy can seem like a very scary thing. "But really, you've already done this at the point you've built out your product marketing messaging framework and positioning framework. In your messaging and positioning framework, you've probably built out top-level messaging supported by your value proposition, some key unique selling points, capabilities, and features. There you have it, half of the work is already done. [![Categorization is about grabbing that foundational messaging document and untangling it to fit common themes or buckets based on how your audience will use it. ](https://www.productmarketingalliance.com/content/images/2021/10/Categorize-breakdown.png)](www.productmarketingalliance.com/how-to-scale-messaging-in-five-clicks) "But there's more. Categorization is about grabbing that foundational messaging document and untangling it to fit common themes or buckets based on how your audience will use it. "For this exercise, I'd recommend starting with some key use cases with the highest impact. For example, sellers are your number one partners in crime so you need to understand where they struggle with your messaging today, so you can simplify it and organize it and make it easier for them to find and use. - Getting clear on how you speak about your product is one bucket. - Your differentiators or your unique selling points is another bucket. - Key use cases and solutions, that's a completely separate bucket. - Marketing is also your key stakeholder. "You can't expect everyone in your marketing team to know the product or the customer or the market as well as you do. So helping them get messaging out to market is essential. "Finally, external partners such as distributors or PR agencies would be in my top three priority list because they amplify and evangelize your messaging and market, and you want to help them articulate your value as clearly and as consistently as possible." **How our messaging taxonomy works** "Here's how our messaging taxonomy works. [![An outline of how categorizing works.](https://www.productmarketingalliance.com/content/images/2021/10/How-categorizing-works.png)](www.productmarketingalliance.com/how-to-scale-messaging-in-five-clicks) "You can see a level of hierarchy by the different levels, but also by the level of granularity of the different messages. For example, we only have one strategic company narrative but we have a few key customer benefits and a tonne of capabilities. "What helped me build out this taxonomy was our customer stories. One of our values at Contentful is to start with the customer, and work your way back. "So when building out my taxonomy, I started looking at all of our customer stories, our public-facing case studies, and I picked up on a few patterns which made me realize that our customers speak about the value we deliver in very different ways depending on which persona we're speaking to. "This helped me identify KPIs can actually be split into two different buckets; business outcomes and platform outcomes, which are directly attributable to our platform." **Build your taxonomy around how people will use it** "When building out your messaging taxonomy, build it around how people will use it, understand common terminology used in your business, and build a taxonomy around that so people can find your messaging faster. "Remember that time when someone asked you, "Where's that deck with that story about that customer and that really cool thing they did? I think it was something about speed and APIs? Well, I need it for a presentation yesterday". "Typically, your brain starts to scan its own database and try to understand, is this the same story we're talking about? Are we really thinking about the same things?" **A taxonomy eliminates ambiguity** "Well, building a taxonomy will eliminate that ambiguity, and lets you filter down based on the key messages identified. "I personally think creating a foundational messaging document is a great starting point. But then asking people across your business to go in this 20/30/40 page document (I hope yours isn't as long as ours is), asking them to go and control find and filter through this heavy document, I don't feel is user friendly. "Instead, by organizing and categorizing messaging into certain buckets, you can make it easier to find based on the common terminology." **Pro tip** "A taxonomy should really be built with the future in mind in case you launch new products or services or lines of business. You will also want to make sure that it is flexible enough to update and layer on additional information and messaging as your business evolves. "Talking about flexibility, let's go into the second principle around atomizing your messaging." ### 2) Atomize "Atomizing your messaging is about breaking it down into small chunks. It's not just about parsing a PDF or Word document into sections. Atomizing is about turning your messaging into meaningful standalone bits that can be used anywhere in any context. [![Atomizing your messaging is about breaking it down into small chunks. It's not just about parsing a PDF or Word document into sections. Atomizing is about turning your messaging into meaningful standalone bits that can be used anywhere in any context.](https://www.productmarketingalliance.com/content/images/2021/10/Atomize.png)](www.productmarketingalliance.com/how-to-scale-messaging-in-five-clicks) "You should be able to read it on its own and it should be self-explanatory and comprehensive." **Break down your messaging** "When you do this, what you'll want to do is break down your messaging and when you think you've broken it down enough, break it down some more. By doing this, you're creating messaging that is reusable." "This is going to be a real-time-saver for you as a product marketer. This mindset is something content strategists evangelize because it makes content reusable and thereby also consistent. "This is also something that Contentful pioneers in its **create once publish anywhere** approach. I have my employer to thank for helping me as a product marketer thinks about messaging in this way." *Messaging library* "Breaking it down lets you create a library of messaging to choose from that can be used dynamically in various formats and in different scenarios." [![Breakdown of the second messaging principle: atomize.](https://www.productmarketingalliance.com/content/images/2021/10/Atomize-breakdown.png)](www.productmarketingalliance.com/how-to-scale-messaging-in-five-clicks) **Build a model of how your key messages relate to each other** "An important part of this entire process is building a model for how messaging relates to each other. I was fortunate enough that my manager felt scaling messaging at this stage of growth of the business was important enough to invest software into." *GrokSpark* "So rather than creating these unwieldy long messaging docks that can quickly become outdated, we were able to invest in something called GrokSpark which is basically a messaging hub built by product marketers for product marketers. "What it does is helps you build your messaging taxonomy, like I showed you earlier, and then atomize your messaging to start building a database. "From there, you can make however many combinations you want, whether it's for sales enablement collateral, or for website or campaign briefs, and make sure your messaging is consistent across all of these different touchpoints." **Pro tip** "To round off, if you want your messaging to be used everywhere, you have to make sure to break it down into small chunks, so it can fit anywhere. "My main tip here would be to have a multi-channel mindset for your messaging. Think of all the possible places where your messaging could live, such as your website, your podcast description, potentially even external review sites, on a mobile app, or in a CTA. "You'll want to ensure you can add new information over time and as I mentioned, a live doc with view-only permissions is better than a PDF because a PDF will become quickly outdated and it's really hard to track if somebody has downloaded it at once onto their computer and you're not able to find and retrieve that to update it again. "My last tip would be to make sure you have a way to assemble messaging. We use GrokSpark for this but you can also use a messaging library, deck, document, or sheet. "With this approach to atomizing your content, you're bound to get more mileage from every bit of messaging you produce. "You won't be creating net new every single time, it'll be more about putting the ingredients together than having to run out to the shop last minute, try to buy all the ingredients for a five-course meal, right when the shop is about to close. Nobody needs that kind of pressure. "Now you've categorized and atomized your content, it's time to curate it." ### 3) Curate "The last principle we're going to cover is about curating your messaging for audiences." [![Investing in knowing your audiences, and walking them through what you have, all your categories, and all of the different messaging ingredients you have will help you understand how they envision using it in their daily operations. It will also make sure it's adopted. ](https://www.productmarketingalliance.com/content/images/2021/10/Curate.png)](www.productmarketingalliance.com/how-to-scale-messaging-in-five-clicks) **Tailor to your audiences** "When thinking about messaging for key stakeholders, it's a perfect opportunity to step back and do some discovery work to understand what your audience really needs. "Investing in knowing your audiences, and walking them through what you have, all your categories, and all of the different messaging ingredients you have will help you understand how they envision using it in their daily operations. It will also make sure it's adopted. [![](https://www.productmarketingalliance.com/content/images/2021/10/Curate-explanation.png)](www.productmarketingalliance.com/how-to-scale-messaging-in-five-clicks) "At this stage of our messaging journey, I did three things that brought me back to my Optimizely roots. "I segmented my audience into three groups based on the biggest impact. Sellers, because they have direct contact with customers. Marketing to drive consistency across channels. And our partner ecosystem that amplifies our voice and market. "Then I did some research to understand how they're using messaging today. "Finally, I built out some hypotheses and tested out the approach with focus groups. I shopped around for some templates, got feedback, did workshops, and landed on some key artefacts they can use in a self-serve way. "We spun up messaging combinations literally in under five clicks, or in about 20 seconds, where you choose the messaging variables upon which you want to actually base your content. "Remember that time when someone asked you "Do we have that customer story around scalability?" "Because requests like this are unpredictable in the product marketing world, we should be prepared for any scenario and any messaging request for any audience. Creating and curating upfront will help with that process." **Partners** "For partners, we realized we needed to provide them with extra guidance around our messaging, and it's kind of like brand guidelines but it's really about our messaging and positioning. "When one of our partners reached out to us thanking us for the messaging document we created, this is when I personally did a little happy dance. [![For partners, we realized we needed to provide them with extra guidance around our messaging, and it's kind of like brand guidelines but it's really about our messaging and positioning.](https://www.productmarketingalliance.com/content/images/2021/10/Partners.png)](www.productmarketingalliance.com/how-to-scale-messaging-in-five-clicks) "One of our partners wanted to use our messaging for a campaign they were working on. They didn't need all of our messaging details and everything, they needed a curated shorter version. We made this available via our partner portal. "It's so rewarding to see our messaging is expanding beyond our four walls and into our partner ecosystem. The best part is that having this live link on our partner portal makes sure they always have our latest messaging and positioning, regardless of whether we update our tagline or boilerplate." **Pro tip** "At Contentful, we're in the fortunate position that we're the leading content platform that pioneered headless content management. "But when you're going through this crazy rapid growth, you need to make sure your internal stakeholders and your external stakeholders have the latest and greatest messaging so they can evangelize it and amplify it in the market too." **Next steps** "As a next step, I'm really excited about continuing this messaging journey with different teams across the business, such as our sales engineering team who will help refine and further strengthen our messaging as well as our developer relations team who are already going into our messaging hub and helping us refine and prioritizing our messaging for certain audiences. "All in all, messaging is a team sport, and I'm fortunate teams across contentful also see the importance of scaling our messaging consistently across the business." *Live vs. static* "My main tip for the curating part of your messaging is to consider how you can have a live link versus a static PDF that can become quickly outdated. "See how you can drive adoption by building messaging templates that are self-serve, easy to edit, potentially with filters or dropdowns, so you can drive messaging adoption across your business." [![Three messaging principles: categorize, atomize, and curate.](https://www.productmarketingalliance.com/content/images/2021/10/Three-messaging-principles.png)](www.productmarketingalliance.com/how-to-scale-messaging-in-five-clicks) ## How to get your product's message out there Once you have your messaging down, you need to start communicating it to your audience. There are a variety of different ways that you can do this. But one thing you must always keep in mind is how your audience wants to be communicated with. Let’s take a look at some ways you can do this... One example, as we previously mentioned, is actually using SMS marketing or digital marketing. Of course, this is only going to work for those who actually use social media or their phone a lot. Many companies actually have an option on their websites where the customer can opt-in for SMS or email marketing. This is a great way to ensure that you’re certain of how a customer wants to be communicated. Here, they have the choice of giving you their phone numbers or emails, which you can then input into an automation tool like MailChimp to mass send your product updates and messaging. Staying on the digital marketing side of things, you may like to add a personal touch to your marketing strategy and follow up with your returning customers on social media sites like LinkedIn or Facebook messenger to thank them for their purchase. Of course, this is only going to work if you’re a smaller business, as individual personalized messages wouldn’t work with a larger customer base. Keep in mind that, as a product marketer, the customer always comes first. Choosing to communicate with your audience in a way that they prefer, and what also works for you is a great way of making them feel appreciated, ultimately increasing customer retention, brand reputation, and then overall sales. Of course, texts and emails are more modern marketing channels. But, there are many other ways that you can communicate your product messaging to your audience. For example, in how you convey your product pricing, the design of your product, tv advertisement, and so on. You just need to find what works for **you**. You’ll find everything you need in our product marketing messaging framework and templates to get you off and running. ## 4 ways to include product messaging in your content Need more of a guide for adding product messaging into your content? Ceillie Clark-Keane, Senior Marketing Manager, Content and Engagement at Unstack, shares four ways to include product messaging in your content. ### Document and distribute your messaging "This is by far the most important tip: In order to ensure that your [product messaging](https://www.productmarketingalliance.com/how-to-nail-your-product-messaging/) is included in the content, you need to document and share that messaging. "Even more though, you need to make sure you’re sharing the messaging in the right format. Asking your writers to reference product pages? Not enough. Telling content marketers to review a product presentation? Not the most helpful. Instead, you need to create a message map for each of your products that is informative, up-to-date, and easily accessible. "There are lots of formats you can use to create and distribute a message map, but a living document like Google Doc works well. Your message map should include: - A description of the product - A list of key product features - A list of key benefits for each feature - All target [buyer personas](https://www.productmarketingalliance.com/your-guide-to-personas/) - All [value propositions for the product](https://www.productmarketingalliance.com/your-ultimate-guide-to-creating-a-value-proposition/) - All taglines for the product - Any screenshot or images of the product - Any design guidelines "If that sounds like a lot to you—well, you’re right. But this is work that, as a product marketer, you’re doing anyway. Creating a message map and sharing it is essential for making sure your positioning is included in the content." ### Explore the problems your product solves "Identifying and talking through the problems that your offering solves is crucial for product marketers. If that information isn’t included in your messaging document—and, really, even if it is—make sure you’re talking through these details with your content marketing leaders. These problems are a great place to start brainstorming for related content ideas that can incorporate product messaging. "Some of the best ways to brainstorm [blog post ideas](https://databox.com/blog-topic-ideas) according to content marketing experts is to start with a problem. This could be a recurring complaint that customer support tosses to content; it could be an industry dilemma that bugs everyone; it could even be a problem that your own marketing team struggles with. "Content that starts with a problem is successful because it presents a goal for the piece, an audience for the final product, and real-life stakes. Take advantage of this formula by suggesting the problems that your product solves for content ideas, and letting your team run with it." ### Leverage your buyer personas "Your company’s buyer personas should be well-known to everyone in your marketing team—or, ahem, your company. Make sure you’re using these personas to ground your product messaging and make this copy more accessible and more transferable to other marketing channels. "For instance, while product marketers might use buyer personas to define value propositions and craft messaging that compel these users to buy, content marketers consider these buyer personas as ideal readers. They’ll take their motivations and interests as inspiration for content. "If I were planning content for a software product that marketed to audio professionals, I would focus on audio education, audio software, and time management. And I might also create content around Tobi’s social motivations, like collaboration and working alone, both with industry-specific tips and more general guides. "To ensure that product messaging appears in your content, make sure it’s grounded in[ your personas.](https://www.productmarketingalliance.com/tag/personas/) That way, it’ll be clear where, when, and how to mention your product." ### Keep your content marketing leaders up-to-date "When I started working on content strategy, one of the first things I was tasked with was setting up a regular, standing meeting with our product marketing team. The agenda was simple: going over any product updates and reviewing the product roadmap. "In this case, I could use the product roadmap to start assigning broadly related articles early. That way, when the time came for a product release, our blog would already have multiple pieces of content offering more information on a topic, providing opportunities to plug the product, and gaining authority in the rankings. "Keeping your content team in the loop ahead of time—and even *way* ahead of time—helps you establish your blog posts as educational well before you start promoting, which is a significant influence on the decision to purchase." ## How to update your product messaging **Louise Dunne, Head of Product Marketing at Linnworks**, shares her insights into updating your product messaging. ### Your strategy has changed In terms of chicken and egg, strategy has to come ahead of defining positioning, honing in on value proposition, crafting compelling messaging and adapting per persona. While strategy shouldn’t constantly be in flux, it will evolve in line with changes in the wider market. Every day businesses deal with acquisitions and mergers, evolving buyer needs and changing market conditions so if the business strategy has changed, it may also be time for an update to messaging. Keeping track of changes in the market is already part and parcel of product marketing’s remit. Regularly analysing sales cycles, monitoring competitor activity through win/loss analysis and research and being in close contact with customers and prospects will help to keep a finger on the pulse of shifts in the market that may indicate it’s time to validate that your messaging is still resonating. ### Market feedback says it’s time to switch up You know you have great messaging when prospects understand and value your differentiators, and post-sale, customers are satisfied they are getting what they signed up for. On the flip side, where these indicators of success start to slip, you may need to investigate what’s not working in your messaging. By researching your buyers, analysing opportunity data, speaking to customers and customer-facing teams, and looking at touch points across the entire customer journey you can build up a better picture of the accuracy and efficiency of messaging. Having a quarterly cadence to review key data points on sales cycles, buyer persona feedback and customer feedback will help identify opportunities to course correct [messaging and positioning](https://www.productmarketingalliance.com/your-guide-to-positioning/). ### Sales adoption is low A sign your messaging is resonating with buyers is that your sales reps are using on-brand messaging consistently, adopting key assets without making significant updates and that sales cycles progress at a reasonable pace. Where you might have an issue is when you find sales teams creating alternative talk tracks, developing custom content for their sales cycles and veering off messages when presenting to customers and prospects in order to advance them through deal cycles. The first step is to diagnose the problem, whether it’s a sales confidence issue, which will require a different approach to instil best practices and reinforce enablement, or a messaging issue. Gathering sales feedback on the lightbulb moments in pitches and demos, shadowing opportunities live or watching back recordings and analysing sales data will help gauge how messaging is being received in the market. It’s important for product marketers to deep dive into active sales cycles on a regular basis, whether it’s researching a particular segment, region or buyer persona. Either way, finding the blockers where customers don’t understand the value, where there are repeat sticking points and where further customer education is needed will help inform messaging and content requirements. ### Your product has changed Product evolution also has an impact on messaging and positioning. Will a new feature allow you to reach new users and use cases? Will enhancements to your product or services mean you can differentiate against new competitors? As you go through the [go-to-market process](https://www.productmarketingalliance.com/your-guide-to-go-to-market-strategies/), it’s worth factoring in how this changes your competitive positioning and how this translates across all customer-facing touch points from marketing outreach to public messaging to [sales enablement](https://www.productmarketingalliance.com/an-expert-insight-into-sales-enablement/) resources. Constantly querying how your roadmap impacts downstream positioning and messaging will help avoid gaps in how your product and solution is perceived in the market. As part of go-to-market plans, make sure to add steps to review externally facing assets from the website to sales presentations and refresh messaging as and when needed. --- ## Access this complete toolkit - and more - right here. 👇 Whether you've got a messaging overhaul on the horizon or just want to brush up your knowledge and learn from the best for when the time *does* come, here's a selection of presentations, templates and guides to help you through your next messaging project. ### Part 1: presentations \- [Map your message for impact](https://www.productmarketingalliance.com/messaging-toolkit/)\- Don't NOT talk about features- Product messaging: a taxonomy AKA the decoder ring- Results of a COVID-19 messaging refresh- SurveyMonkey's 7-step messaging process ### Part 2: templates \- [Product marketing messaging framework](https://www.productmarketingalliance.com/messaging-toolkit/)\- Storytelling framework \[template\]- Storytelling framework \[example\] ### Part 3: messaging guides \- [How feedback leads to more effective, data-driven marketing messages](https://www.productmarketingalliance.com/messaging-toolkit/)\- TL;DR: simplifying your message for maximum impact- Product messaging - the difference between good and great- Establishing and developing product messaging- How to make your product messaging pop- Write your CMO ticket - remove the guesswork from messaging & positioning ### ### Shortening salespeople's time-to-confidence URL: https://www.gotomarketalliance.com/shortening-salespeoples-time-to-confidence/ Last updated: 2024-11-13T13:04:48.000Z *Russell Zack, Head of Revenue at Second Nature, gave this presentation at the Sales Enablement Summit New York in March 2022\.* --- In this article, I'm going to be talking about something very specific in the realm of sales enablement personnel: how do you track the confidence around your sellers? Second Nature is a sales simulation application that enables salespeople to role play in two way conversations with a virtual persona that you define, and that’s fit to your company's buyer personas and different sales cycles. What we allow these sellers to do is practice in a safe space. - The importance of measuring seller confidence - Seller confidence and buyer trust go hand-in-hand - Key ways to improve seller confidence - Key takeaways ## ****The importance of measuring seller confidence** ### ****Sales enablement’s responsibilities are everpresent** We all know that we're dealing with uncertain times, and that uncertainty is going to continue. But all of us in sales enablement know that uncertainty doesn't matter. You have your sales goals and you're all faced with a whole variety of different programs that you need to implement, support and showcase to the heads of sales. Then you need to talk to the sales managers about new ways in which you're going to help build the sales pipeline and grow the business. You may have a new product, a new message, new pricing to compete against the latest competitor market and increase your revenue at the company level, or maybe a new methodology. And of course, we see people leave the organization, and have people join the organization - we inevitably hear a lot about the need to hire and onboard people as fast and efficiently as possible. There’s also a need, based on your expectations and your responsibility in sales enablement, to showcase that the sales team members who are ingesting their courses and taking your training are improving: *“Hey, look at what we've done with all our initiatives to make these people more productive, more efficient, and more effective in their selling*.” ### ****Where does sales confidence come in?** But that's only part of what you need to do as a sales enabler. > *What do you do about confidence? How do you measure confidence within your sellers?* We know that having confident conversations with buyers will drive them to have a relationship with your sellers that drives proficiency and productivity. I'm saying: “*Oh, confident conversations? Great, easy!*”. But one thing that we’ve seen is that it's not simple. If you're going to measure proficiency and competence, you also have to be able to measure confidence, in addition to tracking the quantitative side of the effects of sales enablement initiatives. ## ****Seller confidence and buyer trust go hand in hand** So let's take a step back and talk about what confidence is. Very simply, the definition of confidence is ****the measure of certainty that you can accomplish a task and be able to complete it**. But one thing that we hear a lot is that competency and confidence are very different from self-esteem. You can have an individual with very high self-esteem who isn't confident in what they're doing on a certain task - and we're not just talking about new sellers or individuals who are in the early stages of their careers, we're also talking about established sellers. Tony Robbins has this statement around confidence, which is: > *“If you don't know how to sell with confidence, customers won't trust you.”* And that's the foundation of the relationship. We know that confidence and trust come hand in hand. ### ****The difference between confidence and experience** Going back to why this is applicable to any level of seller or experienced seller, let's talk about Jim. Jim is a real-life person who’s been brought into an organization at a senior level. He was showcased to the board as an experienced seller with 20 years in software sales. He’d done large deals, was very technical, and had a very high level of proficiency. The board said: “*Let's put this individual in. He’s going to handle some large deals and run a sales team. It's going to be in a new market, but he's done two other markets before.*” But what happened was that after nine months, there were no large deals, and very little progress in the pipeline - and the very experienced, multi-million dollar seller had lost his confidence. He felt that he didn't have the trust of the buyer, and he didn’t have experience in the industry. But the senior executives at the organization didn't know. There was no program in place for Jim. They thought: “*Hey, he's been around for 20 years. He should be able to handle this”.* ****But he didn't have the confidence.** And that's one thing that we look at very closely in what we do at Second Nature. How do you help the confidence level of these sellers? ## ****Key ways to improve seller confidence** There are some major areas that enablement team leaders can look at to help sellers increase their level of confidence - and then with that confidence will come the successful deals. ### ****Specialized coaching** The first area is specialized coaching. You need to have a program in place to look for, interview, and ask about specific areas where team members may lack confidence. They may be proficient, they may pass the tests, but there may still be areas in which they lack confidence. At Second Nature, we talk about practicing in a safe space. Individuals love the virtual AI assistant because it doesn't judge. *“Hey Russ, you did okay. Here's your score. Maybe you want to improve next time. Want to go again?”* The thought is: “*This is like interacting with a real person”,* and a suspension of disbelief. It’s like in a movie. Why does Vin Diesel fly his car through a building? Your brain is saying: “*Wow, that's pretty cool. He flew his car through a building.”* It's not dissimilar to what we do at Second Nature in terms of creating a safe space environment. ### ****Understand levels of enthusiasm** Once you look at that first area of coaching, you then need to look at enthusiasm for the job. Say I give a seller, Will, a new task: “*Will, I'm going to give you a new assignment. I want you to take on this new market*.” What’s Will's reaction? “*Oh, I don't know. I'm quite happy with what I'm doing*.” Well, that's showcasing that he's challenged with his confidence. He's not looking at the job as continuous new opportunities. There may be an issue there. What kind of questions is he asking? If Will asks me: “*Am I going to get quota relief for the first eight months before I take on this role? Am I going to be able to work with the right people?”,* is he looking for reassurance? Maybe he's not so confident in what he's doing in this specific market or new opportunity. ### ****Willingness to take risks** And finally, you have to look at their willingness to take risks. Is Will saying: “*I think we should give this discount. I can’t get the deal done*,” or “*I want to lay back and I'm not ready to take any risks in the role*”? Those are automatic examples of sellers who need help with their confidence and you need to look at ways in which to approach this. ### ****Safe spaces to practice** The second one is around practicing in a safe space, and this is where Second Nature comes in. We look at it as an end-to-end process. The first thing is that when a seller comes in to practice with the virtual persona, they always get positive reinforcement - it provides that boost of adrenaline. What happens with the positive reinforcement is that their face changes and the serotonin goes up, ****they get excited**. And then finally, we always close the five to eight-minute simulation with a question about confidence. - ‘Do you feel more confident? - Is this making you comfortable? - Is it making you uncomfortable?’ ### ****Measurement and tracking** The survey at the end of the simulation, that’s very important and an example of the type of data we track with our programs. We look to measure proficiency. So for example, between session one all the way to session three, how much have they improved their score in terms of their knowledge? > *But the key part is the confidence score.* What the simulation is driving is an increase in confidence and a way to measure it from the sales enablement team. Enablement can say: “*Look, we've rolled this out, we can showcase proficiency and information that the seller is now able to present to prospects*. *Once they've done the simulation they feel more confident in the information that they have*.” That’s critical in terms of making sure that your confidence and your proficiency will turn into more deals from your sellers. While you may do interviews, you also want to pay special attention to the written feedback. You might have a seller, and you can tell she's pretty excited. But what comes through is the confidence that she's ready to go. And this is all because of the experience that she's had with the simulation itself. ## ****Key takeaways** Confidence and proficiency measurement need to go hand in hand. You have to look at that because it's a harder thing to measure, but it's very important as a KPI for your sellers. Anybody can lack confidence in a test. It doesn't matter how high their self-esteem is. And the three areas of being able to cut the time-to-confidence. How do you get your sellers to be more confident? - It’s about providing specialized coaching - Providing an environment for safe practice - Measurement with surveys and feedback immediately after they do the simulation. So let’s go back to Jim, who I talked about earlier. Great seller, wasn't good at a job, and had to leave the company. For 12 months, he didn't go back into the work environment. Then, Jim received a call to interview as a new CRO at a company, and the recruiter said to him: “*Why don't you try Second Nature? You're going to review the deck and go through the information*.” So Jim took notes, looked at the presentation, and thought: “*Okay, this simulation sounds interesting.*” He tried the simulation for the first time, did it for seven minutes, and said: “*Oh, this is interesting. It's telling me about areas for improvement. I can watch how the pitch works*.” He did it a second time and a third time, and within 35 minutes he got a good score. But it wasn't the score that sat with Jim. It was the fact that after an hour and a half of prep with the document he was sent as materials, and the simulations, he felt that he was ready to go into a first conversation with a prospect with confidence. ****And I know that because I'm Jim.** So that’s the kind of thing you could look at for your own sellers and the effect that it has on the individuals. Confidence is a huge, huge influencer. --- Thanks for reading - we hope you found Russell's insights valuable! ### How to lead a cross-functional go-to-market strategy URL: https://www.gotomarketalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/ Last updated: 2023-08-23T09:35:38.000Z *This article is based on Erik’s brilliant interview with Holly Watson on the GTM-FM podcast. Put on your headphones and check it out* [*here*](https://www.gotomarketalliance.com/podcast/cross-functional-go-to-market-with-erik-mansur/)*!* Leading a cross-functional go-to-market strategy is no walk in the park. Between coordinating various teams and managing a spectrum of personalities and experience levels, it’s a multifaceted challenge. But fear not – I’m here to guide you through it. In this article, I’ll be sharing tried-and-true tips and strategies that have served me well in leading successful go-to-market launches. Here's what we'll cover: - How to foster cross-functional alignment - How to lay out roles and responsibilities - How to navigate differences in experience and opinion - Top tips for navigating a cross-functional product launch Now, let's start by focusing on the cornerstone of a smooth launch: building alignment among your team members. ## How to foster cross-functional alignment The key to leading a [go-to-market strategy](https://www.gotomarketalliance.com/the-go-to-market-hub/) lies in building alignment, which, spoiler alert, isn’t about everyone nodding in agreement around the conference table (or the Zoom call). Let’s dig into what "alignment" really means in this context, and how it’s the golden thread that ties a [cross-functional](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) go-to-market team together. The term "alignment" gets thrown around a lot. It's a good word, but unfortunately, many departments enter into a cross-functional project thinking that "alignment" means "agreement." To me, "agreement" is defined as everyone being on the same page – everybody saying, "That’s my opinion, too." But the secret of a good cross-functional team isn't everyone being in absolute agreement before they move forward. Instead, it's about achieving consensus. It's about making decisions that perhaps one person disagrees with, or where one person may have wanted a half measure while the rest of the team wanted a full measure. Entering this team and working on this project doesn't mean you're all aiming to be on exactly the same page. Everyone brings their own biases, ego, and belief systems to the table, and that's okay. The mantra here is: "We're a team, and we need to unite on this." If most people in the room point to a path forward, then consensus, not total agreement, will guide you. To me, alignment is less about a binary "yes or no" decision. It’s about reaching a consensus where people feel that the right decision was made, with all voices heard, and the call being made by a responsible decision-maker or through a collective vote. Here’s the thing: clear expectations are a must from the get-go. You have to let folks know you're not looking for universal agreement on every decision. What you want is for people to feel comfortable with those who are making the calls – a challenging, but essential, balance to strike. In today's world, where communication often unfolds on Zoom, without the subtle cues of in-person chats, this is even truer. So, it's crucial to lay it out plainly at the start: > "Look, we’re not expecting everyone to have the exact same opinion. We're not forming a cult here. We're striving to complete a project, and we need everyone rowing in the same direction. Your voice will be heard, but it may not dictate the final project scope." That’s how you build alignment. It sets the stage for everyone to work together. Even if they don't agree with specific decisions, they know they have a stake, a role, and a responsibility to help drive the project over the finish line. ## How to lay out go-to-market roles and responsibilities It’s essential to begin involving your go-to-market stakeholders early in the process. During your go-to-market kickoff meeting, it's crucial to present, or better yet, define what everyone's roles actually are. I find the **RACI** (Responsible, Accountable, Consulted, Informed) matrix extremely helpful in this process. Here’s how to use it. For any given task or portion of the project, it’s vital to identify: - Who is **responsible**? Whose head is going to be on the block for this portion of the project? - Who is **accountable**? Who will be executing these tasks? - Who needs to be **consulted**? Whose insights are needed to move this task forward? - And who should be **informed**? Who needs to be aware of what’s happening, even if they won't have much influence? Timing is everything. It’s vital to establish everyone’s roles during the kickoff phase. You can then use this matrix as a reference point throughout the project’s lifespan. It’s not uncommon to need to revisit these roles and responsibilities as the project progresses. You may find yourself going back to the RACI matrix to clarify, “Wait, what is this person’s actual role in this project? And what did they agree to?” Starting early, defining roles clearly, and moving forward with that structure as your guide is, in my experience, the path to a smoother, more successful project. ## How to navigate differences in experience and opinion When you're crafting a go-to-market strategy, you're bringing together an incredibly diverse group of people. Picture a room filled with people from all corners of the business: [product, marketing](https://www.gotomarketalliance.com/how-to-align-your-product-and-marketing-teams/), [sales](https://www.gotomarketalliance.com/how-to-achieve-better-alignment-between-product-marketing-and-sales/), engineering, you name it. And guess what? Not everyone in that room is going to have the same level of experience. Some folks might be seasoned veterans, having been through launches galore, while others might be navigating their very first one. It's a mixed bag of experience levels and familiarity with the process, which makes for an interesting, albeit challenging, dynamic as you plan and execute. As a [product marketer](https://www.gotomarketalliance.com/product-marketings-influence-on-the-product-roadmap/), I recognize that my role touches more launches than other members of the organization, which adds a unique layer of expertise to my perspective. So, the question then is, do we run the same kickoff and use the same mechanisms to inform everyone, despite their varying levels of knowledge and hands-on experience with go-to-market launches? Sometimes, this calls for an extra meeting, especially when it becomes apparent that somebody is unfamiliar with how go-to-market processes typically operate. It’s a great idea to approach these less experienced stakeholders – whether it's after a larger meeting or in a more casual setting – to explain your processes, share past experiences, and establish trust. But it’s not just your inexperienced colleagues you’ve got to think about. I've also had to hold candid conversations with skeptics in the room, assuring them of the path we’re on and calming them down after contentious moments in meetings. These kinds of politics can often come to the surface as you’re laying out a cross-functional [go-to-market plan](https://www.gotomarketalliance.com/how-to-build-a-go-to-market-strategy/). To alleviate some of this tension, I find it extremely helpful to steer the focus towards outcomes. What’s the collective goal here? - Whether it's increasing market share, - fostering [customer retention](https://www.gotomarketalliance.com/our-top-five-tips-for-customer-retention/), - or spurring [adoption](https://www.gotomarketalliance.com/5-ways-csms-can-drive-product-adoption/) among existing customers. Everyone in the room has a vested interest in one or more of these outcomes. It’s about going to each stakeholder and affirming: > “I want to achieve what you want to achieve. While I may be looking at all the outcomes, I know you’re particularly interested in this one. How can I ensure your concerns are addressed and your specific objectives are kept in mind?” Identifying potential challengers early on, understanding their motivations, and addressing those proactively before any issues become significant roadblocks is critical. This helps to preemptively smooth out any potential snags along the way and promotes a collaborative and successful project environment. ## Top tips for navigating a cross-functional product launch Let’s wrap things up. The three actionable tips that’ll empower you to take the reins of your cross-functional go-to-market launches, steering your diverse team towards success with clarity and confidence are: - Chill out. - Identify your allies. - Document everything. Let’s dive a little deeper. ### Tip #1: Chill out When you’re running a product launch, it can be easy to feel overwhelmed. So, here's something to keep in mind: unless you work for a pharmaceutical company, the project you're working on is probably not going to cure cancer. It's crucial to level set about the actual importance of the project at hand. Yes, it is undoubtedly important to the company and your career, and there are stakes involved, but let's keep a healthy perspective. I've had so many conversations with junior colleagues who were in a tizzy about something that wasn’t going as smoothly as they’d hoped. In these instances, it's essential to pause and say: > "Hold on, timeout. What are we doing here? We're not programming pacemakers or sending water to developing countries. We're in the business of selling software, so let’s just bring the temperature down a little." Remember that while deadlines and deliverables are important, it’s not the end of the world if you miss them by a day or a week. If you work for a company that values employee experience and promotes work-life balance, expecting a product marketer to work 60-70 hours a week to get a project out the door seems contrary to that belief system. My top piece of advice, then, is to maintain some perspective. Your project is important, certainly, but it’s not the most significant endeavor on the planet. It shouldn't prevent you from having dinner with your family or enjoying a leisurely Saturday morning. In the grand scheme of things, you need to take into account what you're trying to accomplish and balance that with the life you are aiming to lead. Unless you're in the business of curing diseases, recognize the scope and impact of what you're doing and adjust your stress levels accordingly. ### Tip #2: Identify your allies In a cross-functional team, which could range from five to fifteen people or more, you’re likely to already have certain allies in the room. This isn't about creating factions or engaging in behind-the-scenes politicking; it's about knowing who you connect with on a deeper level. It could be a product manager you have a great rapport with, a marketing colleague who you’re in sync with, or a salesperson you’ve shared a casual beer with and found that you're on the same wavelength. As you walk into that go-to-market kickoff meeting, have an awareness of who is already likely to be comfortable with your management style and approach. These people are likely to be your allies in subsequent conversations and will be quick to support you when it's time to build consensus. Just one extra person standing up and agreeing with your point can make a crucial difference in moving a project forward. ### Tip #3: Document everything My final piece of advice is to write *everything* down. Always have an accessible, online-based project plan that everyone can refer to, so nobody feels blindsided. Monitor how often team members are reviewing this document. At the end of every single meeting, send an email summarizing the specific action items, clearly indicating who is responsible for each one. Then, at the start of the next meeting, review the status of those action items assigned earlier. This accountability is crucial. When you assign an action item, it should be clear why a specific person has been given that responsibility, whether they volunteered or it naturally aligns with their role. You then need to hold people to account for those responsibilities in subsequent meetings. Check whether tasks have been completed, if they’re on track, or whether they need additional support to overcome roadblocks. So, in summary, my top three tips are to maintain a healthy perspective on the scale and significance of the project, identify and work with your allies within the team, and hold everyone accountable through clear, accessible documentation and regular check-ins. These strategies are foundational in navigating the complexities of a go-to-market strategy and ensuring that the whole team is aligned and moving cohesively towards a successful launch. ### Examine the difference between strategic and tactical marketing URL: https://www.gotomarketalliance.com/examine-the-difference-between-strategic-and-tactical-marketing/ Last updated: 2023-08-18T09:45:24.000Z In the dynamic landscape of marketing, two essential components play a critical role in achieving business objectives: strategic marketing and tactical marketing. While both approaches are distinct in their focus and scope, they are intricately connected and work together to drive success. This article aims to examine and highlight the key differences between strategic and tactical marketing, covering: - The definition of strategic and tactical marketing, - The key differences between these strategies, - How these strategies can work together. ## ****Understanding strategic marketing** ### ****Definition and purpose of strategic marketing** Strategic marketing is the kind of plan that prioritizes its focus on achieving ****long-term business objectives**. This type of marketing, due to its focus on the long term, creates sustainable work practices in a way that builds a strong foundation for your company within the market. This type of marketing will prioritize things like market and customer research, rather than one-off events. The aim is to be calculated and specific rather than reactionary. Strategic marketing is continuous in its monitoring and analysis of marketing performance, allowing for adjustments and refinements to the marketing strategy as needed. ### ****How customer marketers might use strategic marketing** Now we’ll go through an example of how customer marketers might use strategic marketing. Let’s say this particular marketer works at an e-commerce company that specializes in selling fashion accessories online. With a growing customer base, they recognize the need to deepen customer relationships and increase repeat purchases. ****Strategy:** The customer marketer might employ a strategic marketing approach centered around personalized recommendations with the goal to provide a tailored shopping experience for each customer based on their preferences and purchase history. ****Implementation:** 1. ****Data collection and analysis:** The customer marketer will begin with the company's customer database to collect data on individual customer preferences, purchase history, and browsing behavior. This data will be used to identify patterns and trends. 2. ****Segmentation:** Based on the data analysis, they’ll then segment the customer base into distinct groups with similar preferences and purchasing patterns. This’ll allow for more targeted and relevant marketing strategies. 3. ****Recommendation engine integration:** Next they’ll integrate a recommendation engine into the company's website and marketing platforms. This engine will use customer segmentation data to generate personalized product recommendations for each individual customer. 4. ****Personalized email campaigns:** Leveraging customer data, the customer marketer will also design personalized email campaigns. These campaigns will feature recommended products based on each customer's unique preferences and past purchases. The emails can also include exclusive offers and discounts to incentivize repeat purchases. ****Results:** The personalized email campaign would result in a significant increase in customer engagement which would lead to higher conversion rates. Customers responding positively to the tailored product suggestions would result in increased purchases and higher average order values. As an added bonus, customers would see the personalized shopping experience as the company’s investment in their interests. This, in turn, would lead to improved customer loyalty, with a higher rate of repeat purchases and a lower rate of customer churn. ## ****Exploring tactical marketing** ### ****Definition and purpose of tactical marketing** Tactical marketing approaches its marketing activities and campaigns with ****short-term goals and objectives** in mind. As such the marketing goal is to have your objectives focus on the immediate actions and tactics of your marketing plan. Tactical marketing focuses on the day-to-day activities that help in promoting products or services with components such as advertising, public relations, direct marketing, social media marketing, content creation, event planning, and more. These initiatives aim at reaching your target audience and influencing their purchasing decisions. Tactical marketing requires careful coordination of resources, budget allocation, and effective utilization of various marketing channels and tools. ### ****An example of tactical marketing tactics** For this example, let's say that this customer marketer works for a company that is an online electronics retailer, that wants to boost sales during a typically slower sales period. Using a tactical marketing approach would be suitable in this case as this strategy can create urgency and entice customers to make immediate purchases. ****Strategy:** The customer marketer can devise a limited-time offer campaign centered around a significant discount on a popular electronic gadget. The goal is to produce a sense of urgency and exclusivity to drive sales within a short timeframe. ****Implementation:** 1. ****Promotional messaging:** The customer marketer crafted compelling promotional messaging that emphasized the limited-time nature of the offer. Clear and concise messaging was used across various marketing channels to communicate the urgency and value of the discount. 2. ****Email marketing:** The customer marketer sent targeted emails to the company's subscriber base, announcing the limited-time offer. The emails featured captivating subject lines and persuasive content highlighting the benefits of the product and the time-sensitive nature of the discount. 3. ****Social media promotion:** The customer marketer utilized the company's social media channels to amplify the limited-time offer. Engaging posts, eye-catching visuals, and countdown timers were used to create excitement and encourage sharing among followers. 4. ****Website banner and pop-ups:** The customer marketer strategically placed banners and pop-up messages on the company's website to ensure maximum visibility of the limited-time offer. These eye-catching elements directed visitors to the product page, providing easy access to the discounted item. ****Results:** Such a strategy will increase website traffic due to the limited-time offer, as customers are motivated to take advantage of the discount before the promotion ends. This can result in an overall increase in brand exposure and product visibility. This campaign can successfully drive immediate sales for the discounted product which’ll have a notable increase in sales volume to help meet the goal of exceeding sales projections. This type of category can also attract new customers enticed by the discounted price. As such this strategy can also expand a customer base and provide an opportunity for future engagement and repeat purchases. ## ****Key differences between strategic and tactical marketing** You may have already picked up on a few points on where tactical and strategic marketing differ, but let's delve a little bit deeper. ### ****Timeframe: Short-term vs. long-term perspective** ****Tactical marketing** works within a relatively short timeframe, focusing on immediate results. It’s usually initiated to achieve a specific goal within a few weeks or months. ****Strategic marketing** is long-term in its aims and focuses on the big picture. It involves planning and implementing strategies that may take months or even years to achieve its intended results these campaigns are about the sustainability of your marketing strategies, rather than just short-term results. ### ****Scope: Holistic approach vs. focused implementation** ****Tactical marketing** is much more narrow in scope, concentrating on specific marketing moments, most often in reaction to new information from market research or competitive intelligence. It also tends to be executed within a specific area or channel. ****Strategic marketing** takes a more holistic approach, considering the broader context of the organization's marketing efforts. It encompasses multiple elements, including market research, competitive analysis, target audience identification, branding, and distribution channels. All of these are made to support your marketing plan over ### ****Planning: Big-picture strategy vs. immediate action plans** ****Tactical marketing** is immediate in creating action plans. The planning process involves detailed planning for the execution of tactics, that are both efficient and effective. ****Strategic marketing** emphasizes big-picture strategy. This plan will prioritize setting itself against the overall marketing direction in a strategic manner that guides tactical implementation. ### ****Flexibility: Adaptable strategies vs. fixed tactics** ****Tactical marketing** often relies on fixed tactics and predefined plans. While adjustments may be made to optimize performance, the overall approach remains relatively fixed to achieve short-term objectives efficiently. ****Strategic marketing** strategies can be adjusted and refined based on changing market conditions, customer feedback, or performance metrics. Strategic marketing recognizes the need for agility and the ability to pivot when necessary to align with evolving business goals or external factors. ### ****Measurement: Long-term impact vs. short-term results** As we’ve established, ****tactical marketing** primarily focuses on measuring short-term results and immediate impact. Metrics may include things such as sales volume, conversion rates, click-through rates, or engagement levels during specific campaigns or initiatives. ****Strategic marketing** is more focused on long-term impact. Metrics may be more broad like customer lifetime value, market share, brand perception, or overall business growth. ## ****The synergy between strategic and tactical marketing** Strategic and tactical marketing work best once you recognize that they perform best when they’re produced to interact and collaborate with each other. Strategic marketing provides the overarching direction and long-term vision, while tactical marketing implements specific actions to achieve more strategic goals. It’s essential to understand that these two facets of marketing work hand in hand, complementing and reinforcing each other for optimal results. Tactical marketing plays a vital role in supporting and aligning with strategic marketing goals. It ensures that the day-to-day activities and campaigns are aligned with the broader marketing strategy and that the tactics employed are consistent with the brand positioning, target audience, and overall marketing objectives. By monitoring and analyzing the performance of tactical initiatives, marketers can gather data and feedback that inform strategic decision-making. This process allows for continuous improvement and refinement of the overall marketing strategy. ### 5 tips to level up your messaging efforts URL: https://www.gotomarketalliance.com/5-tips-to-level-up-your-messaging-efforts/ Last updated: 2024-03-01T14:29:28.000Z Hi, everyone! I'm Dana, part of the product marketing team at Workiva. Today, we'll be discussing five tips to take your messaging to the next level. _This post is for subscribers only._ ### Visualizing success: How effective data visualizations can drive action URL: https://www.gotomarketalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action-2/ Last updated: 2026-01-08T13:26:49.000Z Attention all revenue operations professionals! Is your data not engaging your team or shareholders? Is it swamping your ability to deliver valuable insights? Look no further than **the power of effective data visualizations**. In today's fast-paced business world, where **data is king** and **RevOps is the future**, raw numbers alone won't cut it, this is where data visualization comes in. Not only can it transform your complex data sets into clear and concise visuals, but it can also tell a compelling story that drives action. In this article, we'll cover everything you need to know about data visualization, from why it's important to how to build effective visuals, and how to persuade your team and management to take action. Don't miss out on this opportunity for innovation and **to elevate your revenue operations game**. Read on and visualize your success today! Here’s how we’ll break it down: - What is data visualization and why is it important? - How to build effective data visualizations - Telling compelling stories with visualizations - Final thoughts‌‌ ## **What is data visualization and why is it important?** ‌‌Simply, data visualization refers to the graphical representation of data and information. In revenue operations, data visualization is used to present complex data in a more intuitive and understandable format. This enables RevOps professionals to easily identify trends, patterns, and outliers that may be difficult to spot in raw data. Businesses that implement revenue operations see [19% faster growth and 15% more profits](https://www.forrester.com/blogs/how-to-align-revenue-engine/?ref=revenueoperationsalliance.com#:~:text=Our%20research%20on%20the%20economics,operational%20mindset%20called%20revenue%20operations.) than those that don’t, and **data is the fuel** for this, so harnessing it effectively is crucial. Compelling data visualization is key to helping RevOps professionals make better, objective, data-driven decisions. But if it isn’t presented clearly and visually, it **can be impossible to understand**, especially in the world of RevOps which deals with multiple teams and datasets at the same time. Along the same lines, when dealing with a vast range of data sets and metrics across departments, data visualization can aid revenue operations by identifying patterns and trends, helping to guide the direction of growth tactics. > ***Seeing what is working well and what isn’t can also benefit future forecasting.*** When the data is clearly laid out and you have identified patterns, you can use this framework for analyzing previous years, building a bigger picture, and helping to focus on goals. Another hugely important use of data visualization in RevOps is its ability to make data accessible. Communication is an essential part of the RevOps function and so data should be able to clearly share insights and key information to all departments, shareholders, and directors. **With better communication, understanding, and alignment comes better results and growth.** ## **How to build effective data visualizations** So how can you actually build effective revenue operations data visualizations? Consider the following steps: 1. **Determine the purpose and audience**: Before creating any data visualization, it’s important to determine the purpose of the visualization and the intended audience. This will help guide decisions about which data to include, the type of visualization to use, and how to present the information. 2. **Choose the right type of visualization**: There are many types of data visualizations, including charts, graphs, infographics, and dashboards. Choose the type that works best with your industry and the type of data you’re presenting, making it easier for your audience to understand the information. 3. **Simplify the data**: Complex data can be difficult to interpret, so it’s important to simplify the data before creating a visualization. Remove any unnecessary data points, and use labels and annotations to highlight any key parts. 4. **Use appropriate colors and fonts**: Choose colors and fonts that are easy to read and that make the data clear. Avoid using too many different colors or fonts, as this can make the visualization confusing, and always aim to keep color themes professional. 5. **Test the visualization**: Before presenting the visualization to your team or your board of directors, test it to ensure that it accurately represents the data and that it effectively communicates the message or information you want to show.‌‌ If you can nail all of these steps, communicating complex key information in a way that is easy to understand, your data visualizations are on track to boost your revenue operations function and drive overall growth.‌‌ ## **Telling compelling stories with visualizations** Data visualization bridges data analysis with compelling storytelling. We’ve looked at how it can help with analysis, and now let’s look at how it can boost your narrative message. Presenting your data in a way that tells a clear and engaging story is **crucial for persuading your audience to take action** and further highlight key points. Here are some tips: You should **start with a clear message**, before even creating a data visualization, you need to determine the key message behind the data you want to convey. > *By doing this you can guide your decisions for selecting the right data and the right way to present it to make it most effective.* Try to **use a narrative structure**, to make your data visualization more engaging, build a story, set the scene, present the data, and conclude by summarizing your key message. Make an attempt to include **visual cues**, like color or size for example that will draw your audience's attention to the parts you want them to see, or even **annotations**. Highlight your most important data points strategically in this way, to engage and help your audience understand whilst trying not to overwhelm. **Providing context** is also important to help your audience understand the full picture of the data, you can do this by including benchmarks or historical data. This can then highlight the DNA of the data for your audience and show patterns of improvement or decline. Boost your storytelling with your data visualizations, and **use real-world examples** or case studies to illustrate the impact of the data on the business. Cementing all these steps with a final **call to action** will really encourage your audience, whether that’s your team, shareholders, or board of directors, to take action. This could range from anything to implementing a new strategy, increasing resources, or changing a process. Regardless, by using data visualizations in revenue operations to show data in a way that is easy to understand and by illustrating the potential impact of taking action, you can persuade your audience to make informed decisions that drive business success. ## **Final thoughts** Data lies at the heart of revenue operations and any business growth, so harnessing it effectively is hugely important to secure success. Therefore effective data visualization is a crucial tool for any revenue operations professional and by transforming datasets into actionable, clear, and concise visuals, trends, patterns, and outliers can be quickly identified. For a function so focused on alignment and streamlining, compelling data visualizations only act to boost RevOps, helping you to make better, objective, data-driven decisions. By following the steps outlined in this article, and even using the help of data visualization software like Tableau, you can build effective data visualizations that tell a clear and engaging story and persuade your audience to take action based on the valuable data insights. This stands only to secure better outcomes, drive business and optimize revenue growth. **RevOps success is yours for the taking!** ### Your guide to creating an unstoppable revenue enablement ecosystem URL: https://www.gotomarketalliance.com/your-guide-to-creating-an-unstoppable-revenue-enablement-ecosystem/ Last updated: 2025-04-30T18:05:25.000Z *This article comes from *Debbi Varela*’s talk, ‘The revenue enablement ecosystem - it takes a village’, at the *Austin 2023 Sales Enablement Summit*.* --- Having spent nearly two decades in sales, I can say for a fact that the enablement landscape has changed significantly since I began my journey in 2006. Luckily, this has meant that over the years I have been able to be constantly experimenting, learning, and evolving, and through trial and error, I've discovered strategies that have led to success. **Today, I want to share some of the insights and lessons I've learned throughout my journey.** Whether you're just starting out or have years of experience under your belt, this article is packed with valuable tips and strategies to help you create a culture of enablement and build an unstoppable enablement ecosystem within your organization 💪. But before we dive in, let me ask you a question: > *Have you ever heard of the kitchen sink effect in sales enablement?* You know, that overwhelming feeling when you're bombarded with countless requests and it seems like everything but the kitchen sink has been thrown your way. **Trust me, I've been there too, and it can be quite a challenge to navigate through the chaos.** That's why it's crucial to define what sales enablement truly means to you and your team. We need to carve out our own little corner in the enablement world and build a thriving ecosystem around it, here we'll explore how to do just that. Are you ready? Great! Let's dive in and discover the transformative power of building an enablement ecosystem that will propel your organization to new heights ✈️. We’ll talk about: - **Defining sales enablement** - **Step 1: Knowing what you’re building** - **Step 2: Organizing and activating your ecosystem** - **Aligning for success** - **Final thoughts** ## **Defining sales enablement** When it comes to sales enablement, we often throw around the term without fully understanding its meaning. So, let's start by defining it. [Sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) is more than just a buzzword. It's a strategic approach that encompasses a wide range of activities aimed at equipping our sales teams with the necessary resources to excel in their roles. At its core, sales enablement is about providing our salespeople with the right information, content, and tools they need to sell more effectively and efficiently. Now, you might be thinking, "That sounds broad and all-encompassing." And you're absolutely right. Sales enablement covers a vast spectrum of responsibilities and initiatives. Hence the "kitchen sink effect". It's that feeling when you look at your never-ending case queue or receive seemingly endless requests from the business. You can't help but wonder, "Should we really be doing all of this?" Sound familiar? The truth is, we need to find a way to prevent the kitchen sink effect and determine what truly matters. > *To do that, we must start by clearly defining what sales enablement means to us and our team's role within the enablement landscape.* We need to carve out our own little area of enablement and build our ecosystem around it, bringing us to **step 1**. ## **Step 1: Knowing what you're building** To create a strong enablement foundation, we need to know what we're building from the very beginning. It starts with having a clear end goal in mind. In my experience, productivity [metrics](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) have often been the focus, but remember, productivity can mean different things to different organizations. > *Take the time to define what productivity means for your team and align it with the overall objectives of your organization.* Once you have a defined goal, it's time to design the enablement experience and learning path for the different roles you support. Each role within your sales organization requires specific knowledge and skills to excel. This is where the concept of what I like to think of as **“three big rocks”** comes into play—product knowledge, messaging and alignment, and revenue skills/tech stack. ### **🧠Product knowledge** is vital for sales success. Equipping your sales team with comprehensive and up-to-date training on your offerings, value propositions, and customer pain points enables them to confidently communicate the value of your products to potential customers ### **💬Messaging and alignment** are crucial components of successful sales conversations. Equipping your sales team with a well-defined messaging framework, aligned with your brand, values, and target audience, empowers them to deliver consistent and persuasive messages that resonate with customers. ### **💸Successful selling through skills and tech** involves equipping your team with essential skills, such as negotiation and objection handling, while also ensuring proficiency in using technology tools. By investing in revenue skills and tech stack training, you empower your team to work efficiently and close deals with greater effectiveness. > *As you design the enablement experience and learning path, keep in mind the unique needs and challenges of each role and tailor your training and resources.* ## **Step 2: Organizing and activating your ecosystem** Now that we know what we're building, it's time to organize and activate our enablement ecosystem. Throughout my years of experience, I've discovered that leveraging repeatable templates and frameworks can truly work wonders. These tools bring speed, clarity, and consistency to the enablement process, enabling us to measure and track our efforts more effectively. One framework that has proven successful for me is a seven-step process, specifically designed for product feature releases. **This framework provides a roadmap for enablement success, let's explore each step:** ### **Step 1: Create the enablement plan** This plan serves as a **roadmap**, outlining the objectives, strategies, and key activities required to empower your sales team with the necessary knowledge and tools. ### **Step 2: Assess existing core content** Take inventory of the resources and materials available, **evaluating their relevance and effectiveness** for the upcoming product feature release. This helps identify any gaps and allows you to leverage existing assets. ### **Step 3: Customize the core content** Tailor the core content to **align with the unique aspects of the new feature**, ensuring that your sales team has the most up-to-date and relevant information at their fingertips. Customization ensures that your enablement efforts are laser-focused and directly support the sales process. ### **Step 4: Deliver the content to the field** Develop a strategy to **deliver the customized content**, whether through training sessions, virtual workshops, or interactive learning modules. The goal is to equip your sales team with the knowledge and skills they need to effectively communicate the value of the new product feature to potential customers. ### **Step 5: Provide ongoing access** Create a centralized platform where your sales team can **access** the materials, **review** key information, and **refresh** their understanding of the product feature. This accessibility ensures that your enablement efforts have a lasting impact on their performance. ### **Step 6: Coaching for success** Enablement should go beyond knowledge transfer—it should empower your team to **apply their learnings in real-world scenarios**. Invest in coaching programs that allow for practice, feedback, and continuous improvement. ### **Step 7: Measure impact** Set **clear metrics** to gauge the effectiveness of the enablement program. By tracking and analyzing data, you can identify areas of success and areas for improvement. This also enables you to refine your strategies, optimize your enablement initiatives, and drive greater results. --- By following this **seven-step** framework, you can transform your enablement initiatives into a well-organized and results-driven ecosystem. Remember, **organization** and **activation** are key to driving the success of your enablement efforts. --- ## **Aligning for success** While frameworks are fantastic, the success of your enablement efforts relies on the collaboration and alignment of various teams. Remember, enablement is not a one-person show. > ***It takes a village.*** Define the roles and responsibilities of each team involved in the enablement process and establish clear handoffs between them. To prevent friction and promote effective collaboration, consider establishing core enablement working groups, bringing together reps from across teams. By meeting regularly, you can align efforts, address challenges, and keep everyone moving in the same direction. ### **The golden metric** Now, let's talk about the **golden metric**—the measurable number that represents the data point you're aiming to impact. It's crucial for the entire enablement ecosystem to align on this metric and the overall goal. For example, if you're focusing on product training, your golden metric might be the percentage of reps hitting their sales targets. When everyone is aligned, working independently yet harmoniously toward the same goal, you create a powerful force. Remember, it's not just about productivity; **it's about making a tangible impact on the numbers that matter most.** ## **Final thoughts** Well, my fellow sales enablement professionals, we've reached the end of this journey together. We've explored the keys to building a culture of enablement and creating a robust enablement ecosystem within your organization. > *From defining sales enablement to knowing what you're building, we've laid the foundation for success.* But remember, it doesn't stop here. **Enablement is an ongoing journey of growth, learning, and adaptation**. It's about continuously refining and improving our strategies, staying ahead of the curve, and embracing new technologies and methodologies. Thank you for joining me on this journey. I hope you've gained valuable insights, practical strategies, and inspiration to take your enablement efforts to new heights! --- ## Forge industry alliances and become unbeatable Looking for the full, actionable low-down on building partnership strategies? [**Sign up to Ecosystem Go-to-Market: Masters**](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) and Reach new audiences, amplify your messaging, and finally sell at scale when you learn how to leverage strategic partnerships the right way. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2025/04/ecosystem-go-to-market-masters.png)](https://certified.thealliance.io/course/ecosystem-go-to-market-masters) --- ### The importance of building a creative culture as a CMO URL: https://www.gotomarketalliance.com/the-importance-of-building-a-creative-culture-as-a-cmo/ Last updated: 2023-08-11T07:22:44.000Z Despite all the new tech presenting AI and data-driven insights and ideas, there remains one important trait that needs to be in every marketer's toolkit: creativity. And one of the chief responsibilities of marketing leaders, particularly the ones in the C-suite, is being able to build and maintain a culture that allows your team to get the creative juices flowing. You have to be able to build a culture of creativity. I’m Will, content lead for the CMO Alliance, and host of our podcast, [CMO Convo](https://www.cmoalliance.com/cmo-convo-podcast/). In my role, I’ve interviewed well over a hundred business and marketing leaders, and many of them have shared their insights with me on fostering creativity in their teams. Plus, I actually wrote my master’s dissertation on how best to drive creativity in advertising and marketing circles, so it’s a topic that’s near and dear to my heart. Some of the most effective and beloved advertising and marketing is when it’s at its most creative. And with more and more noise on just about every channel, it’s an imperative now to be able to differentiate yourself with creative ideas. Even when you're speaking to your existing customers, the expectations are for experiences that are [innovative and driven by exciting, creative ideas](https://www.customersuccesscollective.com/leveraging-innovative-and-disruptive-practices-to-create-positive-customer-experiences/?ref=cmoalliance.com). But it also can help with other elements. A creative culture isn’t just important for getting the best work out of your team. It can be essential for attracting and retaining talent. Creative thinkers will always be drawn to places where their ideas are valued and rewarded, and they’re given the space to develop them. In this article, I’m going over the best insights from my interviews with CMOs and marketing leaders on creative cultures, along with some of my findings from my own research. ## **Creative culture vs creative environments** A lot of the language around marketing these days doesn’t seem to lend itself to creativity. “We need to make data-driven decisions”, “AI can produce ideas for us”, all that stuff. But saying that “data” or “AI” is going to make all of the creative decisions is like saying that the paint made all the decisions when Michaelangelo was creating the Sistine Chapel. Data and AI simply provide the tools for your marketing team to use. Creativity is what allows marketers to turn those tools into effective campaigns and strategies. In the past, when talking about business practices, we’d probably use phrases like “creative environment”, and there are heaps of examples of offices that have been set up to produce a “creative environment”. You know the ones: pinball machine, pool- and/or foosball table, mini fridge of over-priced craft beers. The classic bro-tastic start-up vibe that’s supposed to say “have fun, let the creative juices flow”, but more likely than not it's just clutter in the office as teams chase deadlines. The concept of a creative environment isn’t a bad one, and the types of things done in this “bro-tastic” model do make sense, as they’re rooted in the idea that being able to have fun fuels creativity. If you think about the time in our lives when we’re probably at our most creative in raw terms, it’s when we’re young children, when we have the most opportunities to play and have fun. But these kinds of environments are only as good as their accessibility. If your team isn’t able to find the time for “fun” with all these activities you’re presenting to them, it’s just clutter in the office while they try and hit deadlines. The various Google campuses around the world are often held up as an example of these kinds of “creative environments”. However, Google goes further than bean bag chairs and slides. They have a “20% rule” where every Google employee is expected to spend at least 20% of their time on side projects, many of which are fun ones that utilize the environment available to them. For example, a team of Google engineers developed “the perfect pizza box” for their cafeteria in their 20%. This is the distinction between a “creative environment” and a “creative culture”. A creative environment is just set dressing. A creative culture is the actions you’re taking to foster and develop creativity in your organization. This difference is even more important in a world of hybrid and remote work. What are you gonna do, give every employee a pinball machine and ship them a case of beer each month (actually, that’s not a bad idea. If my boss is reading this: yes, yes you should do that…)? It’s clearly not practical, and more than a little intrusive to try and control your remote employees’ environments like that. Furthermore, these kinds of environments only really speak to certain kinds of creativity. Not all creatives desire that kind of stimulation, and having it enforced on them is likely to do more harm than good. That’s why a culture of creativity is important, one that gives people the space to develop creative ideas and develop them in a way that suits them best, not just throw lots of distractions at them. ## **Being able to explore creative ideas** In my marketing dissertation, I interviewed several UK marketing leaders on how they encourage creativity. There were two pieces of advice in particular that have shaped my approach to creativity and how I judge the level of support an organization offers the creative process from the late, great Peter Holden, founder of the Holden & Sons’ agency: 1. “You can’t squeeze blood from a stone. If there’s a creative block, people need the room to step away and come back to it.” (Actually, Peter’s first advice was to go to the pub, but he admitted that wasn’t necessarily appropriate in modern business). 2. “Marketers need to be like culture sponges, you never know what kind of reference will be useful.” Providing space for both is key to an effective creative culture. You need to both give people the space on project timelines to allow for overcoming creative blocks and encourage a diverse array of interests and backgrounds across your team, to allow them to bring as many experiences and ideas as possible to the table. Gastón Tourn, CMO of Curio, follows a similar philosophy when it comes to how he leads his team and teaches them to develop creative ideas. For Gastón, the heart of marketing is storytelling, and the way he approaches it is rooted in the lessons he’s learned from his background in literary studies and creative writing, lessons that he shares with his team. When it comes to marketing storytelling, Gastón encourages his team to think about them not just in marketing terms, but how to tell the stories using classic literary and storytelling techniques. In our [CMO Convo: Story Masters](https://www.cmoalliance.com/cmo-convo-podcast/?wchannelid=vmp1p6vrw9&wmediaid=1mo12xaqkx) podcast mini-series, Gastón explains how he advises his team to explore new, fresh ideas when it comes to storytelling, with the goal of engaging the audience by presenting ideas to them in fresh, exciting ways. > [****Gastón Tourn**](https://www.cmoalliance.com/story-masters-1-the-goal-of-brand-storytelling/) Gastón encourages his team to explore new forms of storytelling across different genres of literature, film, television, and just about every genre and medium. He even goes so far as to advise his team *not* to read marketing advice books, but rather advice on literary criticism and storytelling techniques from authors in order to develop their skills. In this way, Gastón encourages his team to take more time over building creative and engaging stories. > “It goes back a lot to the quote I always mention from John le Carré: “‘The cat sat on the mat’ is not a story, but ‘the cat sat on the dog's mat’ is a story.” I love it because I think it's very simple, but it kind of tells you why the antagonist in particular is so important. It's crucial, particularly in brand storytelling, to ask yourself who the dog is. > [****Gastón Tourn**](https://www.cmoalliance.com/story-masters-3-the-characters-in-your-brand-stories/) ## **Creative cultures allow for risks and experimentation** A creative culture doesn’t just encourage your team to be more creative with what’s in front of them. In the ever-rapidly-changing world of marketing and business, with new technologies and channels appearing all the time and macroeconomic impacts changing the landscape, your team needs to be able to try new ideas and experiment with new approaches. For Austin Beveridge, Head of Growth at Arc Technologies, a strong culture of experimentation was what allowed him in a previous role at Bolt to grow the company to a $12 billion valuation. > [****Austin Beveridge**](https://www.cmoalliance.com/5-lessons-on-growth-culture-from-building-a-decacorn/) Austin raises a good point on “psychological safety”. One of the most important aspects of a creative culture is giving your team the freedom and confidence to try things that might not work. That’s not to say they should be able to dive in and break things without worrying about consequences. Experienced CMO, Christy Raedeke, makes it clear that although she is a big fan of taking creative risks with marketing, they need to be calculated and considered risks. > “I think the most important thing is to start at the top and to get buy-in and to really explain what you're doing, I never want to do something just for a stunt. We don't want to do things that feel like they aren't authentic to the brand, all of the risks I've taken have been in service to the brand. > [****Christy Raedeke**](https://www.cmoalliance.com/redefining-risk-how-to-make-bold-moves-as-a-cmo/) It’s clear that a creative culture doesn’t equal an unstructured culture. The whole concept of “experimentation” requires documenting what’s been tried, and keeping track of the results. Marketing Consultant Tim Parkin recommends having formal documentation of all experiments and creative ideas so that each time something new is tried, it can benefit the organization whether it pays off or not. > "This is what I call the book of knowledge. It's basically an internal wiki, a document, that houses everything about your marketing team. > “You want to include your reports, updates, changes, and campaign performance. You want to be able to see what's worked, what hasn't worked, what we can do differently going forward, and how we can improve our operations and optimization – the two areas that really matter – to get better results from the marketing we're doing. > “That book of knowledge grows and grows over time to become a truly valuable resource that people can reference and see what’s already been tried and what hasn’t been tried yet. And have an idea log to show what we need to do in the future. It becomes an invaluable resource, as your team keeps adding to it and maintaining it. > “As a marketing team, there are so many demands on us that we forget the great ideas that we have. We’ll figure out a change we need to make and then get distracted by something else. Having that documented is so important and so valuable. > [****Tim Parkin**](https://www.cmoalliance.com/marketing-inside-out-put-your-team-first/) With this approach, you can ensure creative thinking is shown to be valuable to your team, while also making sure that new ideas and approaches are built on prior experiences. ## **The way forward** In an era of rapid business evolution, the willingness to take risks is more vital than ever for CMOs. However, risk-taking should never be an act of recklessness. Instead, it should be strategic and calculated, backed by research, and aligned with the company's goals. When embraced, even failure becomes a stepping stone to learning and improvement. By fostering a culture that values storytelling, creativity, open communication, learning from failures, and calculated risk-taking, CMOs can position their organizations to stay ahead of the competition and achieve their goals. This approach ultimately helps to build deeper connections with customers, which is the ultimate goal of any successful marketing endeavor. Finally, I should make it clear that although I’ve written this article from the perspective of CMOs and C-suite marketers, the lessons are applicable [across other departments](https://www.productledalliance.com/5-ways-product-leaders-can-create-a-culture-of-innovation/?ref=cmoalliance.com). Creativity is a benefit to almost every aspect of a business, and it's the duty of all C-suite leaders to help foster it. ### **Golden rules for building a creative culture** - Give people the time to be creative. Constant, back-to-back deadlines won’t allow people the time to overcome blocks and will lead them to just pumping out work that’s the bare minimum. - Build diverse teams. Diverse interests and backgrounds will bring more ideas to the table, and when they mix together, that’s the perfect chemistry for creativity. - Support your team in trying new ideas. Experimentation always comes with a risk, but you won’t know what works and what doesn’t unless you try. - Keep records of your creativity, whether it was successful or not, so you can build on it. While it might sound counterintuitive, this kind of structure allows you to keep building on the work that’s been done. --- [![Become an executive powerhouse with the C-Suite Masterclass](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/07/C-Suite_Ghost_Banner_Assets_--1--2.png)](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content) ****The most successful businesses are the ones with the most creative cultures. And the leaders who succeed in them are the ones who can best build and maintain that culture effectively. The Alliance’s C-suite Masterclass Course is the perfect resource to build those skills so you can really make your mark in the C-Suite.** [Discover how the course can make you a C-suite master](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content) ### Five Go-to-Market slip-ups to avoid URL: https://www.gotomarketalliance.com/five-go-to-market-slip-ups-to-avoid/ Last updated: 2023-08-11T07:31:21.000Z *This article is adapted from Sridhar’s presentation for the PMM Weekly Live Session, hosted by our sister community, the Product Marketing Alliance.* I'm Sridhar Ramanathan, COO and co-founder of Aventi Group. We're a product marketing agency, and all of our clients are big tech firms. Today, I’ll share some common slip ups that I see among a lot of tech companies as they take their products to market, focusing on these five key areas: 1. Messaging 2. Content development 3. Sales enablement 4. Social media 5. Channel partner enablement As we cover each of these five areas, I’ll share some best practices and checklists you can take away today to take your go-to-market (GTM) game to the next level. Let's get started. ## Slip-up #1: Poor messaging A [Go-to-Market motion](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook-2/) is only as good as its messaging; that's the core foundation. Let me give you an example from a current client of ours. This is the core messaging they used: "XYZ Corp delivers a new generation of performance improvement solutions for ambitious cardiovascular centers. We help improve quality of care and improve financial performance by taking an engaging, human-centered, and data-driven approach that elevates performance and enables our clients to make care better." That's a mouthful. I think we can all agree that we could do better here. This core messaging is off in two ways: one is that the *why* is missing, and the other is that the *who* is missing. I'm going to take a moment to go through the *why* and the *who* as it’s critical to get both of those right in your messaging. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-9198477a-a67b-479b-bb9a-599ab19217c3.png) ## Who are you targeting? Let's cover the *who* first. It all starts with an ideal customer profile, which is made up of externally validatable parameters that you can use to target a company, including elements like firmographics, industry, vertical, and geography. All these are externally verifiable things, whereas “ambitious”, which we just saw in the example above, is a little subjective. How would you know for sure if a firm is ambitious or not? The other key piece you need is a persona. You need to identify the exact stakeholder you're after, their job title, pain point, and personality type. This, along with the ideal customer profile, is going to help you bring some rigor to the *who*. ## Why should they engage? The second piece missing from the messaging above is why someone should engage with our assets. These are five of the most common reasons for engagement, be it a download, share, view, or any other kind of engagement: 1. **To learn something** 2. **To be entertained** 3. **To get informed** 4. **To get a useful tool for work** 5. **To get connected with a community** If you keep these motivations in mind, it’s going to be much easier for you to write messaging that people actually want to engage with. ## Slip-up #2: Content mania Let's move to slip-up number two: content, content, and more content. Yes, content drives so many things, from demand gen to SEO. The problem is that a lot of tech companies just crank out content for content’s sake. Sometimes this happens because teams take a checkbox approach to their GTM strategy; the product management team says, "Hey, we have a launch coming up, and we need all these assets done in the next 30 days." However, not all these assets are going to perform. Some of them will just sit there with nobody clicking on them, downloading them, or even viewing them. That's a real shame. The worst sin I see is content being thrown out there without any kind of overarching campaign theme or thought leadership framework. Those themes and frameworks are super important – if you’ve got a ton of unrelated content coming at you as you're going through the buyer's journey, it just looks like junk. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-48df0a46-6636-4749-aabb-449d4fa7e6ba.png) Let me tell you about another former client of ours. We were brought in to just crank out a bunch of content, which we did – 35 assets in six weeks, in fact. We created all kinds of assets – brochures, infographics, analyst briefs, product videos, and more. The problem is this: we were brought in just to do the content development, not the content strategy. It would really have helped us to know about the buyer's journey, where each content piece fit in, and what critical metrics they were trying to drive. We had no idea about any of that. This is content mania, which you need to be wary of. The counterargument you’ll often hear is that you need to put out tons of content for search engine optimization. That’s half-true, but remember that Google’s search algorithms place extra weight on engagement. If all these assets are out there and nobody clicks on them or links to them, you'll get punished from an SEO point of view – so thoughtlessly churning out content is not all that helpful. When you're thinking about your content strategy, be really clear on why you need each asset and where it fits in the buyer's journey. If your aim is to drive awareness at the top of the funnel, for example, create educational, informative, and entertaining thought leadership pieces to gain traction with your prospects. Further down the funnel, at the decision-making stage, product demos and explainer videos might just help nudge prospects in the right direction. So you don’t have to just take my word for it, I want to share an awesome benchmark study from the Content Marketing Institute. They asked B2B marketers for data on what content works best in terms of views, likes, downloads, shares, and a range of other performance metrics. Here’s what they found: ### Top five B2B content assets - Virtual events - Webinars - Research reports - Short articles - Blog posts ### Bottom three B2B content assets - Print magazines - Podcasts - Livestream content Let’s start with the good stuff. Virtual events were among the top performers. Now, I’m not talking about just any kind of virtual event – I’m talking about educational and informative industry events. Think Gartner’s IT Symposium and the [#GTM23 Festival](https://events.gotomarketalliance.com/). Those kinds of events are great for driving engagement. One caveat: these virtual events should be industry-oriented, not vendor-oriented – those ones don't do all that well. Research reports are super popular too. You could, for instance, sponsor an analyst report, create your own, or commission a study. In any case, your report should be educational. Blog posts are also really well-consumed. It’s no surprise that print magazines are among the bottom performers – print’s not so hot these days – however, what I was surprised to see down there with them were podcasts. Another surprise was videos; they ranked in the middle in terms of usefulness. Whatever kinds of content you decide to create, first take just 30 minutes to do a creative brief. That will help you focus on some of the things that we've been talking about – who you’re targeting and what they’re interested in. You’ll also want to define the emotional grabber in your creative brief. Think about why people click on certain videos and posts – they usually do it for emotional reasons. In your creative brief, call out the emotion you’re driving for. In the case of cybersecurity, one of the emotions we hear about a lot is fear. Meanwhile, for an HR product, you might want to paint an inspiring vision of the future. There are other nuts and bolts in the creative brief, like what exactly this asset is, how it will be used, where it fits into the buyer's journey, the core message, and of course the call to action. It's important to get all these details right, so make sure you include them in your brief. ## Slip-up #3: Slapdash sales enablement A big part of go-to-market is sales and for our purposes, [sales enablement.](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) Playbooks are an especially popular deliverable, but sometimes they miss the mark. Let’s look at an example from one of our clients, a cybersecurity company. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-bb94944f-02fe-4b32-8114-f4153f4cc7f0.png) In the example, there are three messaging pillars: 1. Simple, fast, effective protection against cyber attacks 2. Sets up in minutes 3. Cloud readiness The issue is that virtually all cybersecurity companies talk about these same things. Not only is there no differentiation, but there are also no proof points. In short, this playbook is not going to help your sales team sell your product in a way that makes it stand out from the crowd. If you're going to do a sales playbook, do your sales folks a favor by giving them something specific and differentiated. To help you hit the mark with your sales enablement assets, here are some more common misses you want to avoid: 1. **Too long; didn't read (TL;DR):** Sales reps have neither the time nor the desire to read long prose and tiny fonts. 2. **Marketing hype:** Sales reps don't appreciate superlatives and adjectives. They just want the facts so they can prepare for prospects’ questions. 3. **Weak objection handling:** The best sales reps are consultative. You can help them lean into that consultative role and build credibility with prospects by providing them with clear objection-handling messaging and techniques. 4. **No competitive traps:** Help your sales reps shine a bright light on competitors' weaknesses by equipping them with talking points that will spur the prospect to explore those weaknesses. 5. **Out-of-date competitive intelligence:** New competitive intel becomes obsolete very quickly, so you need to refresh your material at least once a month. 6. **Treating SDRs, ISRs, AEs, CAMs, and renewals specialists the same:** All of these roles deal with different types of deals and customers, so they need different materials. On the other side of the coin, here’s a checklist for you to take away of the seven things sales reps value most: - Scannable content - Discovery questions - Content that answers the questions “Why?” “Why now?” and “Why us?” - Objection handling - Setting competitive traps - Up-to-date info - Clear calls to action ## Slip-up #4: Sub-par socials Let’s get into social media with an example from a client of ours whose social media was a little off track. You can see their ad below. The problem is that everyone advertises like this. That's totally fine – just don't expect much engagement. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-5fd4d693-5506-43bc-833a-d167d4812444.png) So what would be a better way to use social media? Well, social media is social – why not take advantage of that? Here are four best practices to help you use social media to its full potential: 1. ****If you want someone to play in your sandbox, play in theirs: Find out who your industry’s leaders and influencers are, see what they're tweeting or blogging about, and leave sincere and authentic comments.** 2. ****Approach everything from your customer’s perspective: It's not all about us as vendors – it's about the customer or prospect. What are they interested in seeing?** 3. ****Add value: Everything you’re putting out should inform, educate, entertain, or inspire.** 4. ****Listen, listen, listen: Social media is about listening, not just talking, so see what people are talking about.** ## Slip-up #5: Underwhelming channel partner enablement Sales drives a ton of business through and with channel partners. Let’s take a look at an example of a channel partner webpage. It’s divided into two levels: select partner and advanced partner. The problem is that there’s no detail about what's in it for the prospective partner, so why should anyone bother to engage? ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-cd4670c0-6e28-4511-afba-522f9ecb8234.png) A better example comes from Atlassian. They’re doing fantastically at spelling out the "why" for channel partners. They make it clear what partnership opportunities are available and what potential partners will get out of engaging with Atlassian. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-bbc7ec52-8504-4a69-9a6c-a6428d86482b.png) With that in mind, here are five tips for when you’re dealing with channel partners: 1. **Nail down the WIIFM:** What's in it for your partner? Why should they care? 2. **Tailor your business value proposition to your ideal channel partner:** The typical channel partner works with 40 vendors. You need to tailor your business value proposition to your ideal partner in order to stand out from the other 39. 3. **Give to get:** Invest in the partner by, for instance, driving leads to them, giving them marketing development funds, or closing the first 10 deals for them. You need to provide some value upfront to build a lasting partnership. 4. **Mentor and educate the partner rep:** This is going to make them look good in front of their customers, and ultimately make it easy to do business with you more than the other vendors. 5. **Create mutual accountability:** As long as your partner does what they say they’ll do and you do what you say you’ll do, you and your partner will be able to rely on the results you're both driving. ## Time to take your GTM to the next level Today we’ve seen five key areas of GTM where we can all improve our game. We're already doing messaging, content, sales enablement, social media, and channel partner enablement. The question is, how do we improve the quality and the quantity of our contribution to each of these areas? I strongly encourage you to try out the tools, tips, and techniques I’ve shared to take your game to the next level. ### Uniting product-led and sales-led growth models in the SaaS sphere URL: https://www.gotomarketalliance.com/uniting-product-led-and-sales-led-growth-models-in-the-saas-sphere/ Last updated: 2024-08-20T16:10:45.000Z *This presentation was given by Saurav Sharma, Senior Product Manager at Amazon, at the Product-Led Festival Reloaded.* It's time to talk about bridging the gap between product-led growth (PLG) and sales-led growth (SLG) SaaS models for companies. Currently, I'm a Senior Product Manager at Amazon, but I have over eight years of experience in product across Amazon, SurveyMonkey, EAB, and eBay. I also got my MBA from Booth School of Business in Chicago, Illinois. With that, let's jump into the agenda. We're going to be looking at: - The current scenario with PLG and SLG - How do you decide which one to use? - Bridging the gap between PLG and SLG - Strategies and challenges that come with moving from PLG to SLG ## **The battle between product-led vs. sales-led** From what I’ve experienced, there’s a constant battle between product-led and sales-led. For example, who's getting the right leads in? And who's driving more revenue? This is something that goes on in most companies. In terms of the current state of things, what I'm seeing is that many successful startups and early-stage companies have adopted PLG, and it’s become increasingly popular over the years. This might be because it's easier to get started with PLG, especially if you have a product that’s easy to use. But that’s not to say that SLG isn’t popular. Many traditional companies like Microsoft and Salesforce use SLG and have been highly successful as well. Both PLG and SLG are valuable strategies for B2B SaaS companies, depending on the specific needs and goals of the product, and we're going to dive deeper into what those are later on. But the burning question most companies continue to have is, “Which one should we adopt? Which one is optimal?” Now I'm going to do a quick deep dive into what exactly a product-led growth model and a sales-led growth model are. ## **The product-led growth model** When it comes to PLG, it's essentially the product that’s driving everything. There are all of these functions which are aligned with the product, and the product’s driving all these different things. In terms of customer acquisition, when customers come in, they do self-service channels like free trials. And then within the product, there are built-in levers to go from freemium to any kind of paid tiers. And that's how customers can realize value and then continue to use the product. All of the functions are pretty much centered around product. That's what a product-led growth model gives us. Just to give you some examples, companies like Zoom and Slack have successfully adopted this PLG model. One thing to keep in mind is that the product has to be easy to use and understand. Otherwise, it’s highly unlikely that somebody’s going to buy it or use it directly. Channels like free trials and freemium are a hallmark for any PLG products out there. Your customers want to try the product out on their own and see if they like it and what value it’s giving before they move forward with it. And then within the product, there are upsell and cross-sell opportunities. Once you’ve tried out a freemium model, how do you go to paid tiers? So there will be some options that you see within the product. In PLG, there are smaller sales teams and marketing teams because most of the work is driven by the product itself. And overall, this is more of a slow and steady growth pattern when we start out. Obviously, it can scale as well, but generally, if it's a newer PLG motion for a product, it’s generally slower to start out with, and then eventually it can pick up. Now, let's look at the SLG model. ## **The sales-led growth model** This is the typical model, and traditional companies like Microsoft and Salesforce have used this successfully. Some other companies like HubSpot and GitLab have also started off with SLG, and they might now be going towards more of a PLG model, but they’ve successfully adopted this as well. One thing to keep in mind with this model is if your product is highly complex. If it’s highly technical and not easy to understand for a customer just by looking at it, then this kind of motion makes sense because you have your sales and customer success teams who can tell them how to use it, what complexities are involved, and how they can get started with it. Contrasting with PLG, customer acquisition and retention are mainly driven by sales. That's how they drive the traditional sales funnel. Retention is also mainly driven by customer support and ongoing sales efforts because we have customer success managers and the sales team handling things when the time comes for renewals. In terms of team structure, you have a larger team sales and marketing team here because that's how the primary go-to-market motion is. You need larger teams to drive this sales funnel, which will eventually lead to more sales. In this case, we can have more rapid growth, but it’s potentially less sustainable as well. And the reason I say that is because the sales funnel and the amount of clients you're getting can be highly unpredictable at times. You can’t always predict how many you’ll have or how many you're going to convert. There can be fluctuations that happen quarter over quarter or year over year. Another key difference between PLG and SLG is that PLG targets either your consumers or SMBs, whereas SLG targets mostly midsize or enterprise clients. ## **PLG or SLG: Which one should you use?** Now that we have a good understanding of PLG and SLG, how do you decide which one to use? The two main factors to consider are target customer segment and product complexity. If you're mainly targeting prosumers and SMBs and the product complexity is low, then PLG is probably the right motion for you. If your segment is midsize and enterprise clients with specific needs, and your product is complex, then an SLG motion might be the right fit for you. However, the main thing to remember is that neither PLG nor SLG is optimal by itself. And many of the companies that started on one side are now looking to move to the other side of things. For example, companies like GitLab and HubSpot which started on the SLG side are now looking to come back and have a PLG motion in place. So, the reason that neither of them are optimal by themselves is if you just do one or the other, you're missing out on a big part of the market. If you just do PLG, you may not be able to go towards the enterprise clients, and that's a big pie. Similarly, if you're just doing SLG, you may not be able to go and look at individual customers who might be users of your product. You're missing out on that kind of opportunity. So that's why we need a strategy to optimize this. ## **Bridging the gap between PLG and SLG with the hybrid approach** The way that we optimize is by bridging the gap between PLG and SLG through the hybrid approach. The hybrid approach is basically combining the best of both worlds with PLG and SLG. It’s a go-to-market, growth, or customer acquisition strategy that takes on the elements of both PLG and SLG. For example, if you want to move downmarket, you start with the sales side of the product-led overlay. If you’ve adopted SLG and you want to move downmarket, you start a PLG motion. And then if you want to move upmarket, you go into product-led with sales overlay, and that might be the right way to go because you don't want your sales teams to be wasting too much time with qualifying and getting through the whole sales funnel when that work can be done by product. Product’s doing the work of qualifying, and then sales are doing the work of closing, so that's how we can bridge that gap. Otherwise, in PLG, product is doing everything from qualifying to closing. And in sales, they’re doing the end-to-end, building the pipeline, and then selling the product. But if you want to be more efficient, you need to find a middle ground. So that's what this hybrid approach gives us. You get combined benefits from both PLG and SLG motions. PLG gives you lower customer acquisition costs and a wider scale to start with. With SLG, you can target niche enterprise clients with specific needs, which gives you higher TCVs that aren’t possible in your PLG motion. It's also cost-effective because you’re reducing your sales and support headcounts with a PLG motion. And then with product-led sales, you're able to more accurately identify which customers to target. You can then tell your sales teams which ones to go after so they don't have to spend too much time trying to figure that out. So that's why it's highly cost-effective, and why this hybrid motion is the way to drive maximum growth for your product. This approach also unlocks a huge TAM, which stands for total addressable market. This is because now you can also target midsize and enterprise clients which are in the upstream. You’re playing with both downstream and upstream, so you're unlocking huge TAM, in that respect. You can also build your product to its full potential. One of the things that the product-led growth model gives us is that your product needs to be very clear; it needs to have excellent documentation, and also have support built in. And then what SLG’ll give you is one of those specific cases which help you drive upmarket and find the best clients because they interact with them, they know and understand their needs, and they can bring those insights into your product development or roadmap. And that’ll help you build a better product for both your PLG customers as well as your SLG customers, which are your enterprises. ## **Key strategies for bridging the gap** In terms of some of the strategies for bridging the gap, we need to focus on developing a strong product. Irrespective of whether it's PLG or SLG, having a product that solves customer needs and provides value is always going to win in the market. It doesn't matter if it’s PLG, SLG, or the hybrid approach. Then, especially with the hybrid motion, we need to align sales and product teams. The product teams are the ones developing the product, but they need to have the sales insights into what’s most valuable for clients and what needs to be in the roadmap. Similarly, the sales team needs to be involved throughout the product development lifecycle to make sure that they understand what's going on and they can use their unique insights into the product in their sales pitches. You can also look at the traditional enterprise sales process and how it links to product-led sales. With traditional enterprise sales, you have your sales teams, your marketing team, and then you get the sales leads, and the product usage is the last part. With product-led sales, the customer needs come first and then you qualify them and determine which are the most attractive accounts for sales to go after. We maybe give them some kind of upsells within the product. For example, say they’re interested in moving to a higher tier, a different tier, or a paid tier. And then finally, sales contacts them and figures out how to close that deal. So this is what product-led sales gives us. In terms of some other strategies, data is key. We should be going after key insights. We should look at data to answer questions like, where's the user adoption? What are the customer acquisition costs? How much revenue are we making? We should also look at what the most profitable channels are for us to acquire customers. For some businesses, just going with SEO or SEM may not be the right approach. Maybe going after specific social media channels might be right for them to acquire customers. That's why it's important to use data-informed decisions and not go with some kind of gut feeling in this case, Focus on customer success. Just because we’re combining both motions doesn't mean we forget about customer success. We need to look at how we can make the customer successful when we try to bridge this gap between PLG and SLG. And then you should be experimenting and iterating. Experimenting in terms of product features, pricing models, and sales strategies is how companies can continue to innovate and be successful in whatever market they play in. So that's the key when we try to bridge this gap. ## **Top challenges in moving from PLG to SLG** It's not always easy when you're moving from PLG to SLG. There are always going to be challenges that pop up. For example, sales team ramp-up. If PLG had a very small sales teams and suddenly you want to go to SLG and drive this whole enterprise motion and move upmarket, you need to quickly ramp up your sales team and then set up all these processes and organize everything. It's a huge thing. You can’t just flip a switch and the next day you're up and running. Customer acquisition costs are another challenge. With PLG, we have low customer acquisition costs. With SLG, these costs will start to increase. So how do you find the right balance? That's going to be crucial to keep your customer acquisition costs at a manageable level. The third one is sales and marketing alignment, In the industry, more than a billion dollars is invested across different companies to drive sales and marketing alignment. If you don't have this alignment, it's going to be challenging. So it's important to make sure that sales and marketing efforts are integrated with the product development, so that all the teams are moving in the same direction. If you don't come up with the right strategies to have that sales and marketing alignment, then it could be challenging to move from PLG to SLG. Revenue forecasting is another one. With PLG, we're forecasting revenue based on some of the usage and adoption metrics, whereas SLG relies more on traditional sales forecasting techniques like how many leads there are and the likelihood of them converting. So which of these metrics should we adopt now that we have a combined version? That needs to be figured out as well to make sure that there's no differences in how we're approaching forecasting. And then last but not least is the cultural shift. PLG and SLG are like two different worlds. If you don't understand the different approaches and priorities of both motions, it's going to be highly difficult to bridge that gap. So it requires a kind of cultural shift. So these are some of the challenges that occur. We can be cognizant and try to address them upfront before we adopt this hybrid motion or move from PLG to SLG. ### Breathe life into your GTM motions with compelling storytelling URL: https://www.gotomarketalliance.com/breathe-life-into-your-gtm-motions-with-compelling-storytelling/ Last updated: 2023-08-25T15:55:45.000Z If you're looking for truly insightful advice on the vital role of marketing in your go-to-market strategy, today is your lucky day. Holly Watson, Senior PMM at Amazon Web Services, picked the brain of marketing whiz Gastón Tourn on the [GTM-FM podcast](https://www.gotomarketalliance.com/tag/podcast/), and we’ve rounded up the highlights just for you. In case you’re not familiar with Gastón, here’s the scoop: he's a master storyteller and the CMO of Curio. He's also been at the marketing helm of Appear Here, Emma, and Badoo Group (yep, the one that owns Bumble). And did we mention his time at Google? In this chat, Gastón discusses: - The diverse role of marketing teams in crafting go-to-market strategies - The biggest misconceptions about marketing - How to build your storytelling capabilities - His vision for the future of marketing - And his unique piece of advice for aspiring marketers Sounds interesting, right? So, let's dive in. ## The diverse role of marketing teams in crafting go-to-market strategies Marketing is a fascinating function because it brings together such a diverse mix of skills and responsibilities. Sure, every function can say the same, but when you look at the finance team, for example, you usually find a similar profile of people. Whether you're an accountant or working in FP&A, you're generally analytical and numbers-focused. But when it comes to marketing, it's probably the most diverse function in any business. You've got everything from highly creative folks to analytical number-crunching types, and the magic happens when these two worlds collide. That's when marketing truly drives value. Now, this may be a bit of a stretch, but I often describe marketers as the philosophers of the tech industry. Here's why: we're the ones asking "Why?" Why does this matter, and more importantly, why does it matter to our audience, our customers? In a tech company, you've got engineers and product managers who set the company's rhythm, building things – the app, the platform, the functionalities. However, they're not always stopping to think about *why* they're building it and what value it brings to our customers. That's where we marketers step in. We need to be that voice questioning, "Why does this matter to our audience? How does this add value for our customers?" From that starting point, which is essentially product marketing, we then move on to articulating that value in clear, simple terms. That's what the rest of the marketing functions do. For instance, demand gen articulates the value in a clear, compelling way, while brand marketing articulates it in an emotional way that connects deeply with the customer. All these different functions work together to articulate and amplify the value that product marketing identifies and creates. And it all starts with that one fundamental question: "Why does this matter?" Typically, engineers and product managers in tech companies don't have time to ponder this question because they're too busy building the next thing. That's why it's up to us in the marketing department to keep asking that question and finding ways to articulate the answer. ## The biggest misconceptions about marketing’s role in GTM What I’ve found consistently is that most companies misunderstand the place that marketing should have in their business strategy. Usually, when it comes to go-to-market, marketing tends to be perceived as solely a promotional tool. While promotion is critical, it's not the whole picture – far from it. We're all familiar with the four Ps: promotion, product, pricing, and placement. Yet, a lot of companies fail to realize the full value that marketing, encompassing all four of these elements, can bring to their business. I've also noticed that product marketing tends to be overlooked, especially in smaller organizations. As businesses grow and solidify, however, product marketing becomes one of the most important aspects of the marketing mix. My time at Google was a prime example of this. Every marketing role there incorporated a significant portion of product marketing. We were all focused on product positioning, defining the correct messaging strategy, determining the right timing for launching new features, and the optimal packaging of different product elements. In short, product marketing had a massive influence on the company. This approach, however, isn't as common in startups. They tend to view marketing as just the promotion team. That's my battle when it comes to working in smaller organizations: making people aware that marketing shouldn’t be an afterthought. Marketing shouldn't be just promoting features or products built by someone else. It should be a key player right from inception, questioning whether a feature is right for customers or if a product fits their needs. In short, marketing should play a major role in a go-to-market strategy – not just in promotion, but also in influencing product, pricing, and placement. ## How to build a powerful narrative for your brand As I mentioned, one of the biggest misconceptions about marketing is that its sole function is promotion. There's so much more to it than that. Another fallacy that I've seen consistently – and it really annoys me – is around the notion of storytelling in marketing. It’s not that it's misunderstood by others; ironically, the misunderstanding often lies within the marketing teams themselves. Let me tell you what I mean… Once, while working for YouTube, we were tasked with building YouTube’s narrative – the story of what it is, why it matters, and the value it brings to the world. My first instinct was to lean into business storytelling frameworks that dissect the value a product like YouTube delivers to users and customers. But what I found was that these traditional types of business narratives aren't real stories because they get bogged down in static functionalities or specific value propositions. Real stories are never static. The essence of storytelling is about change, a journey, and unfortunately, most marketing narratives overlook this. Stories can't be captured in a diagram. Instead, they should follow a story arc, a simple framework that charts change – something more commonly associated with writers and storytellers. However, there’s a common misunderstanding amongst marketing teams. When we say, "Let's build a narrative" or "Let's tell the story of this product," we rarely harness the frameworks that real storytellers use. I came to this realization while doing a master's in creative writing at Oxford University, alongside my work at YouTube. In the world of creative writing, populated by screenwriters and fiction authors, the concept of a story is strikingly different from its interpretation in marketing. We, in marketing, have fixated on the term 'storytelling' without really understanding how to craft compelling narratives. The way forward, I believe, is to learn from fiction writers and storytellers, and to move away from business sources. In fact, I once designed a pitch deck for YouTube's leadership team, titled 'What would Hemingway say about the YouTube story?' Here, I incorporated genuine storytelling tips from Hemingway himself to improve our narrative of YouTube. So, this is a misconception I'd love to see debunked within marketing teams. I’d urge all marketers to lean into authentic storytelling and draw insights from accomplished writers. There's so much we can learn from them. ## Book recommendations for sharpening your storytelling skills If you're looking for a book to help you up your storytelling game, I highly recommend "Ernest Hemingway On Writing." It isn't authored by Hemingway, but it includes quotes and texts he penned throughout his career, offering invaluable storytelling tips for writers. Even though it's targeted at fiction writers, it’s one of the best reads I've come across on storytelling and is packed with insights that can be applied to marketing and advertising. One of the main takeaways from the book that I often challenge marketing teams to contemplate is Hemingway's assertion that characters must have flaws. He argues that without flaws, it's impossible for us to form an emotional connection. As humans, we connect more deeply when we recognize that things aren't going entirely right, or when someone shares their vulnerable side with us. For example, nobody wants to keep dating Mr. or Mrs. Perfect after the first date – it gets boring very quickly. We want to see their human side, the real deal, and brands learn a lot from that. I've noticed that many marketers are petrified of showing anything less than perfection. However, being real about your flaws could actually be a powerful way to foster an emotional connection with customers. So, give that book a read – it might just transform how you approach your marketing narratives. ## What's next for marketing? There's a burning question in the marketing world these days: Should we prioritize a product-led or customer-led approach? It seems like people often pit these two against each other; however, I would hesitate to create an artificial tension between these two approaches because they should be incredibly connected. Some companies, particularly tech-driven ones, tend to forget an essential aspect of a product – the service. Your product isn't just what you're offering, but also how you're offering it. The level of service you deliver for that product is absolutely critical. Your product could be the best thing since sliced bread, but if your customer service sucks, no one's going to love it. Stellar service is a key component of your product, and too many companies overlook this. So, in my opinion, it's not about being either product-led or customer-led. It's about blending both approaches and recognizing that the product doesn't end with the physical or tech component you've built. It extends to the folks who service and market that product; they play a key role in shaping how people perceive your product. In the last five to ten years, I've noticed more and more CMOs taking charge of customer service teams. This trend will likely continue because customer service is such an important touchpoint. Often, companies obsess over the tech or the platform, treating customer service as an afterthought. But here’s the thing: that tech or platform becomes irrelevant if the customer service experience falls flat. Look at a company like Amazon – it's killing it when it comes to customer service, and everyone recognizes it for that. It's not just about having an amazing platform; they've nailed it because whenever you run into a problem, you know it'll get sorted out. That level of service is part of the product. So, we should bear this in mind with every product we craft. ## Mastering storytelling: A novel approach Before we wrap up, I’d like to leave you with one final piece of advice. If you’re looking to enhance your storytelling skills, set aside any storytelling books that are written from a business perspective. If you're aiming to become a proficient storyteller – which I firmly believe is a crucial skill in the world of business, and particularly within marketing – then delve into fiction. Look to the masters of storytelling. I've already mentioned Hemingway, and as someone from Latin America, I feel compelled to recommend authors like Gabriel Garcia Marquez and his iconic work, "100 Years of Solitude". I've found that these literary masterpieces inspire more effective marketing techniques than any business-focused books on storytelling I've read. So, if your goal is to become a formidable storyteller, my advice is to discard any business-centered books on storytelling and lean into the literary greats. ### The why, when and how of cross-functional strategy URL: https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/ Last updated: 2024-01-22T18:56:56.000Z Multiple teams working together in perfect harmony, it’s a nice idea in theory, a little harder to pull off in practice. Cross-functional teams can revolutionize the way your company goes to market, but it’s one thing to have multiple teams working on a project and an entirely different thing to have strategized organizational alignment. Let’s get into the why, when and how you should be building cross-functional working into your company’s go-to-market strategy. ## Why work cross-functionally? PMA’s State of Go-to-Market Report 2022 dropped earlier this year and highlighted that a significant number of managers and directors identify communication, or a lack thereof, as ‘the most prevalent issue’ in GTM strategy. Many cautioned cross-functional working which is not accidental, but is built into GTM strategy, and built-in early. > > “Get your cross-functional stakeholders involved early on. Every big launch should be seen as a program. This means it’s not a one and done, it’s a cross-functional program that builds consensus, collaboration, and excitement from the start.” **Miryam Amsili Meir, Senior Director of Product Marketing at SecurityScorecard** > “Alignment and communication from end-to-end so there are no gaps between the customer and the product team.” **Burton Jones, Product Marketing Manager at Icertis** > “Cross-functional collaboration that has clearly defined roles and expectations for what each person does/owns.” **Emily Pathmajeyan, Director of Product Marketing at Pivot** Product, Marketing, Sales and Customer Success (coincidentally the teams we offer masterclasses for😉) are arguably the most important contributors to GTM strategy. While you might think the overlap in responsibilities between these teams would automatically result in close communication, assuming that it will happen organically is a fatal flaw. Want to know more about who should be involved in your GTM strategy? Luckily, Lawrence has put together an amazing article to help you out👇 [Which teams contribute to a product marketer’s GTM strategy?“Teamwork makes the dream work…” It’s an age-old expression that rings true in many professionals - particularly in product marketing.![](https://www.gotomarketalliance.com/favicon.png)GTM AcademyLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/04/krakenimages-Y5bvRlcCx8k-unsplash.jpg)](https://www.gotomarketalliance.com/which-teams-contribute-to-a-product-marketers-gtm-strategy/) ## What happens if you don’t? It’s very easy for teams to get siloed when cross-functionality hasn’t been structured in. If companies don’t formalize that all-important collaboration, then teams and individual employees won’t see the need for it either. If you don’t put energy into preventing siloed teams and prioritizing collaboration you risk: - Misaligned and duplicated work. - Slowed down organizational processes. - Employee disengagement. - Higher operating costs. Meanwhile, CEO Magazine found that companies that prioritize cross-functional strategy see a 15% increase in productivity and engagement. Bringing cross-functional working into GTM strategy as early as possible enables you to nail your product timeline and make sure all stakeholders are aligned. ## The value of alignment So what value does early collaboration and alignment bring to your GTM process? A key sticking point is definitely balancing the priorities of external (customer-facing) and internal teams. Sales and customer success speak with the people you’re selling to. They know the pain points of your customers and their priority is adding value to their experience. These teams, however, often get cut out of product development and brought in at the very end of the process. Their customer knowledge is underutilized and they lack the in-depth product knowledge needed to sell to an increasingly educated market. Meanwhile, your product marketers may well be involved in sales but are more likely to be thinking about feature-driven progress. These teams have overlapping responsibilities but very different perspectives. If your internal and external teams are aligned and in communication then value will be added at every stage of your GTM strategy. Cross-functional teams ensure that: - Products are innovative AND satisfy market needs. - Tasks have clear ownership so they don’t get missed or duplicated. - Teams understand each other’s workload and give realistic lead times. - Product storytelling is consistent with brand narrative, which adds value to senior leadership. As a leader, you need to bring these teams together and understand what their day-to-day looks like, so you can direct resources and support to the critical areas.. This will result in an effective go-to-market strategy with minimized wasting of resources. Want to know more about capitalizing on customer feedback? Check out Lawrence's article below. [Using customer feedback to improve your productAs many product marketers will testify, bringing a product to market is no piece of cake. From conducting market research and forming your personas to completing competitor analysis, you need to follow a long process, before unleashing your creation on the world.![](https://www.gotomarketalliance.com/favicon.png)GTM AcademyLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/04/jason-goodman-vbxyFxlgpjM-unsplash.jpg)](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) ## How to implement cross-functional teams There are so many benefits to a formal cross-functional strategy, but how do you implement that at an organizational level? ### 🐅Tiger teams Introduce tiger teams as standard for GTM processes. Having each stakeholder represented on a tiger team from the offset will result in aligned teams, clear allocation of responsibilities and project ownership, all while mitigating wasted time and resources. Crucially, a tiger team will also bring together the priorities and perspectives of all stakeholders, resulting in an end project which satisfies both the internal and external expectations of your organization and its product journey. ### 📆Business cadence Business cadence is really important to get right. Weekly or fortnightly meetings of your stakeholders are a great way to ensure that your gtm strategy is progressing as planned. Keeping your stakeholders aligned with one another ensures that deadlines are being met and that a project remains cohesive, rather than teams operating in parallel and not quite reaching the same destination. ### 🖥Cross-functional software Tools like Asana or Jira allow projects to be viewed and tracked at every level of your organization’s hierarchy. Teams can see the larger end goal they’re working towards, be better positioned to collaborate within and outside of their team and know exactly who is responsible for what. > “You need to have a Go-to-Market tracker that all stakeholders have access to. That’s why I’ve resorted to an Excel sheet as the GTM source of truth that the whole organization has access to.” **Miles Price, Senior Product Marketing Manager at VHT** Another great option is a Google doc that everyone contributing to your GTM strategy has access to, outlining the vision and narrative of the project. This way, all of your stakeholders know what they are working towards and will move forward with a clear, aligned goal in mind. These tools breed accountability as well as cohesion within your organization and go a long way to implement cross-functional working day-to-day. ## Conclusion A cross-functional go-to-market strategy is the only way you can guarantee stakeholders are aligned and a product launch goes ahead with minimal wasted time and resources. It's not enough to assume that teams will communicate and work together just because they’re assigned to the same project. That collaboration needs to be formally built in and done so early to ensure a closed loop between customer feedback and product development. Remove the risk of a mismanaged product launch or mitigated post-launch success with a top- down cross-functional strategy that adds value to your products, your stakeholders and yourself. ## Want to optimize your go-to-market strategy? Having a strong go-to-market strategy helps to elevate and align Product, Marketing, and Revenue teams to established goals, narratives, and motions related to new product offerings; it ensures everyone understands exactly what you’re doing, why you’re doing it, when you’re doing it, who you’re doing it to, and how you’ll do it. That’s why it’s so important to get right. And what better way to truly optimize your GTM strategy than taking our [**Go-to-Market Certified: Masters**](https://certified.productmarketingalliance.com/p/go-to-market-certified?%5Fga=2.213620692.1175786051.1644239512-1003886437.1633208572) course? Led by **Chief Marketing Officer at Uptime.com and GTM expert, Yoni Solomon**, this course will help you: - Grasp a proven product launch formula that’s equal parts comprehensive, repeatable, creative, and collaborative. - Gain the expertise and know-how to build and tailor an ideal product blueprint of your own. - Equip yourself with templates to facilitate a seamless GTM process. So what are you waiting for? [Get GTM Certified](https://certified.productmarketingalliance.com/p/go-to-market-certified?%5Fga=2.213620692.1175786051.1644239512-1003886437.1633208572) ### Effective industry marketing strategies for enterprise SaaS URL: https://www.gotomarketalliance.com/effective-industry-marketing-strategies-for-enterprise-saas/ Last updated: 2024-08-20T16:09:38.000Z *This article is based on Andrew’s talk at Product Marketing Misunderstood in February 2022\.* Hey there! I'm Andrew Keating, and I’m here to share my thoughts and ideas about industry marketing strategies. We'll explore how you can construct an industry-vertical go-to-market motion within your enterprise Software as a Service (SaaS) product marketing organization. I'll share with you: - My background in enterprise SaaS product marketing - How to build an industry-specific go-to-market motion - Pitfalls to avoid ## My background in enterprise SaaS product marketing To begin with, let's touch on my background. I've taken on a variety of roles related to industry verticals over my career. I view the industry go-to-market approach as critical to success – it's certainly been a major contributor to my own achievements in product marketing – so that’s what we’re going to focus on today. I kicked off my career in the higher education vertical at an organization called Internet2\. Then, at Box, I managed [go-to-market strategies](https://www.productmarketingalliance.com/your-guide-to-go-to-market-strategies/) for the healthcare and education industries. From there, I moved to Splunk, where I led the industry marketing organization. More recently, I've been working with startups like Qumulo and now Beamery, leading their product marketing and industry marketing initiatives. ## How to build an industry-specific go-to-market motion When we talk about enterprise software, particularly cloud-based SaaS, we tend to think about use cases and user stories. We focus on how we can make our products appeal to the widest possible variety of customers, with the organizing principle being the [use case](https://www.productmarketingalliance.com/the-role-of-use-cases-in-product-marketing/) – how the customer will be using our software. In contrast, customers usually think about revenue, lines of business, and types of business activity. They're oriented around what they need to secure revenue, which is often linked to an industry classification. So, the big question is, how can we align these two perspectives to build a go-to-market motion? That's what we'll delve into today. ### Step one: Define industries and sub-industries The first step is to define your industries and sub-industries. You need to identify which ones are most important for you, your business, and the products that you're bringing to market. It's easy to list some industries off the top of our heads – retail, manufacturing, healthcare, education – but each of these has many "flavors" or sub-industries. For example, consider the public sector, which encompasses a wide range of government organizations. In the US, this includes the federal government with its myriad agencies, as well as state and local governments. Within state and local governments, there are K-12 education, city governments, and state agencies, to name a few. In short, as you start to unpack each industry, you'll find countless sub-industries. There are many ways to classify these industries; one of the most notable is the North American Industry Classification System. This taxonomy and other similar ones can provide a useful formal classification of industries. However, as with any organizational system, there are always trade-offs and limitations. For instance, some taxonomies might come across as stale or bureaucratic and may not reflect newer organizations, startups, or evolving business activities. Take Apple or Amazon as examples. These are large multinationals grounded in technology but also function as retailers. In Amazon's case, it's also a cloud provider. These companies straddle multiple lines of business, and it can be a challenge to categorize them neatly using a single classification system. To navigate these limitations, you’ll need to delve into your record systems, especially your customer relationship management tool (CRM), where (unless you're in the earliest stage of a startup) there's likely existing industry data. A tactic I've found valuable in my past roles is studying this data as part of my [onboarding](https://www.productmarketingalliance.com/the-fundamentals-of-customer-onboarding/). [Breathe life into your GTM with compelling storytellingIf you’re looking for truly insightful advice on the vital role of marketing in your go-to-market strategy, today is your lucky day. We picked the brain of marketing whiz Gastón Tourn, and we’ve rounded up the highlights just for you.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceGastón Tourn![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/07/nong-9pw4TKvT3po-unsplash--1-.jpg)](https://www.gotomarketalliance.com/breathe-life-into-your-gtm-motions-with-compelling-storytelling/) You should also coordinate with your operations teams, whether it's marketing ops or sales ops. They're the ones maintaining these data elements and fields, and it's important to understand which industry classification system they're using and the rationale behind their choice. What trade-offs have they noticed? What's working, and what hasn't been as useful? Ensuring consistency across all your systems of record about the industry of your customers is critical. In addition, you might want to consider creating or augmenting your own taxonomy. Whether you inherit an existing system or, in partnership with operations, create your own. Having a field associated with the customer record labeled "our company name-industry" can be particularly useful. It's your way of classifying customers by industry. ### Step two: Understand your product-market fit by industry Once you've nailed down your industry classifications, the next step is to assess [product-market fit](https://www.productmarketingalliance.com/everything-you-need-to-know-about-product-market-fit/) by industry. To do this, analyze your existing customer base, looking at where you currently have customers and what industry groupings already exist. As I mentioned before, choosing a classification label that suits your business is crucial. For instance, if you're dealing with a company with multiple lines of business and your product is mainly used in their retail segment, you might want to classify them as a retailer, regardless of their other business activities. It's all about making sure that your classification aligns with how customers use your product, rather than sticking rigidly to other groupings. Once you've determined the appropriate industry classifications, you can start breaking down metrics like the total addressable market and growth rates by industry. You could examine whether one industry is growing faster or slower than your company overall. Essentially, you want to slice the data according to industry labels and classifications. [The why, when and how of cross-functional strategy.Cross-functional teams can revolutionize the way your company goes to market, but it’s one thing to have multiple teams working on a project and an entirely different thing to have strategized organizational alignment.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/05/waldemar-brandt-MjsIHh1rFkM-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) Next, delve into the top accounts for each industry and inventory their use cases. You might not be able to do this for a massive number of customers, but examining the top five, ten, or twenty per industry can give you valuable insights. As you analyze these use cases, you'll likely start noticing certain trends. Also, don't forget to look at deals that didn't work out. You might well be doing [win-loss analysis](https://www.productmarketingalliance.com/win-loss-analysis-isnt-a-priority-but-it-should-be/) already; if unsuccessful deals tend to fall within a specific industry, it could signal a gap in feature functionality or compliance. Keep an eye out for [feature requests](https://www.productmarketingalliance.com/how-to-prioritize-feature-requests/) too. If they're integrated with a customer record in your CRM, you can filter and sort by industry and get some valuable insights. A tool I've found especially helpful at this stage is a heat map spreadsheet. You can create one using Google Sheets or Excel, where the x-axis represents use cases, the y-axis indicates industries, and the heat map element is color-coded based on whether the use case is fully supported, partially supported, or on your roadmap. This visual representation allows you to quickly identify where you have a good product-market fit. In other words, the "hotter" areas on your heat map show the industries where your product's use case is a particularly good fit. ### Step three: Market research Next, it's time to take all this internally collected data and start validating your hypotheses and assumptions externally. This is where a bit of [market research](https://www.productmarketingalliance.com/your-guide-to-research/) comes into play. At this juncture, it's worth noting that the order of inside activities (like analyzing your customer data, CRM, and systems of record) and outside activities (like customer interactions or research) isn't set in stone. While I tend to prefer examining internal data first, formulating hypotheses, and then testing them externally, you could easily flip this around by starting with external research and interviews, then combining that data with what’s in your CRM. Choose the order that works best for your organization; it might depend on your company's growth stage and what research has been done already. [The eight product marketing metrics you need to improve your Go-to-Market strategyAs a function, product marketing can sit between other departments involved in GTM and connect them. As with any function, you won’t get the most out of product marketing unless you can measure, track and build on it. That’s where product marketing metrics come in.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/04/productmarketingmetrics.jpg)](https://www.gotomarketalliance.com/the-eight-product-marketing-metrics-you-need-to-improve-your-go-to-market-strategy/) So, how do you conduct this research? As a product marketer, research is likely second nature to you. In fact, you're probably already conducting customer interviews, so consider adding a few broad, open-ended questions to your agenda. For example, if you're speaking to a customer at a hospital, ask them about emerging trends in healthcare and the technology landscape within their industry. A few carefully chosen questions during each interview can build a wealth of knowledge about what’s important to customers in specific industries. Similarly, you're likely already interacting with industry analysts or your internal [analyst relations](https://www.productmarketingalliance.com/what-is-analyst-relations-best-practices-and-key-metrics/) team. While it's helpful to consult with major firms, don't overlook the value of niche analyst firms that offer industry-specific perspectives. Some of their insights might even be freely available through blogs. You also shouldn’t underestimate the value of competitor research. Visit your competitors’ websites, scrutinize their messaging, and see if they highlight specific industries or use cases. This kind of research can be so informative. If they're not mentioning specific industries, that can be telling as well. By adding these additional dimensions to your research, you'll be well-equipped to build a robust, industry-specific go-to-market strategy. Conferences are another valuable source of information. You're likely already attending some events; however, it’s essential to focus on those specific to the industries you're interested in. For instance, if you're targeting healthcare, attending a healthcare-focused conference like HIMSS is a smart move. This is where having preliminary hypotheses about which industries are crucial for your organization comes in handy. These hypotheses should ideally be formed by analyzing your own company data and product data – that inside activity I mentioned before. It's also important to note that this isn't a one-and-done task. Whether you're starting a new motion as an early-stage startup, or it's time to refresh your strategies in a larger, later-stage company, you should revisit this process at least once or twice a year to make sure you keep up to date with the industries that are most crucial for your company. ### Step four: Develop your strategy and messaging Next, we get to a stage familiar to product marketers – developing your strategy and [messaging](https://www.productmarketingalliance.com/your-guide-to-messaging/). You’ll need to orient around the use cases and solutions you’ve identified. What is it that customers in specific industries use your product for? What value are you driving for them? But here's a critical question: Do you really need industry-specific messaging? Surprisingly, the answer could be no. If your product messaging is robust enough, it might be effective across various industries. You need to understand the 'why' behind creating industry-specific messaging. If there's a unique use case or specialization involved, industry-specific messaging might be worthwhile. However, the key focus should be on customer value and the outcomes they can achieve using your product. These factors form the foundation for your messaging and narratives. [How to avoid common messaging and positioning mistakesIn this article, we’ll explore how to optimize your messaging and positioning techniques, and common mistakes to avoid.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceCharley Gale![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/07/Screenshot-2023-07-21-at-15.39.04.png)](https://www.gotomarketalliance.com/how-to-avoid-common-messaging-and-positioning-mistakes/) It’s also crucial to have a strong understanding of the right terminology to use when you’re crafting your messaging. For example, if you overuse industry-specific terms, this can come across as insincere or excessive. Also, you may want to avoid certain words due to their connotations within a particular industry. An excellent example is the word 'employees.' While all companies have employees, a university might refer to them as 'faculty,' or 'staff.' Similarly, if you’re talking about a hospital, you might want to use words like 'nurses' and 'doctors.' The idea is to consider the specific roles of people using your product and map them to your use cases and personas. ### Step five: Build and implement GTM plans Once you've created your messaging, the next step is to build and implement your go-to-market plans. As a product marketer, you’re already familiar with this step, but how does it look through an industry marketing lens? First, you’ll need to bring together a cross-functional team of stakeholders. That’s something PMMs do all the time, so no surprise there, but the specific roles you need to involve may vary depending on the industry. For instance, if you’re looking at heavily regulated industries like financial services or government entities, legal and compliance stakeholders will likely be a crucial part of your team. Creating go-to-market strategies for certain industries might require a broader range of stakeholders than a typical product launch would. However, the process is pretty similar to a standard [product launch](https://www.productmarketingalliance.com/a-visual-guide-to-product-launches/). [Launching SuccessDon’t think of your product launch as a static moment in time. Think of it more as a verb or an instruction. You want to launch your product into the world, propel it forward into the market and give it as much upward trajectory as possible.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/09/productlaunchsuccess.jpg)](https://www.gotomarketalliance.com/launching-success/) As with any launch, you'll need to prepare a bill of materials outlining what you'll need to put your message in front of your customers and prospects in this industry. This could include a customer deck, collateral, and [sales enablement training](https://www.productmarketingalliance.com/when-is-a-sales-enablement-training-program-needed/) to enable your sellers to effectively communicate your product's value to this particular customer group. It's important to align your messaging with your audience. Think back to the 'employees' example I gave earlier. If your sales team is presenting to a university, they need to discuss how students, faculty, and staff would use your product. Training and enabling your sales team with this industry-specific information is vital. You’ll also need to build feedback loops with your product team. This is going to help you identify common requests coming from customers in a particular industry. For instance, maybe all your healthcare customers are asking for a certain feature or that feature because there’s a specific use case that’s important to them. That is valuable intel that’s going to help you with both your messaging and your product roadmap. Next, you need to think about the industry-specific channels and tactics you’re going to use to engage potential customers. By collaborating with field marketing, events, and campaigns teams, you’ll be able to identify the most effective channels for a given industry. Many organizations also have the role of 'industry expert' as a sales overlay. Depending on your organization's structure, this could be you – you could be the specialist who supports sales presentations or gathers customer feedback for a particular industry. If you’re lucky enough to have an industry expert sales overlay already, make sure you engage with them – they’ll have some incredible insights to share. Finally, tracking key metrics is crucial. Of course, as a product marketer, you’re regularly tracking various metrics already, but when it comes to industry marketing, it's about looking at these metrics through a different lens – an industry-specific one. You’ll need to analyze the data in your marketing and sales systems of record and your CRM but with a focus on a specific industry. This analysis may end up turning into industry-specific quarterly business reviews (QBRs) or even monthly scorecards. Either way, it involves taking a unique slice from the company-wide data to illustrate growth rates, bookings, and churn rates for customers in a particular industry. ## Pitfalls to avoid Before we wrap up, I want to highlight a few pitfalls you should avoid. ### Pitfall #1: Doing too much Firstly, don’t try to go too big or do too much. Acting like you can support use cases that you can't fulfill is going to make you lose credibility with customers. If you don't have the necessary functionality or compliance certifications, don’t fake it. Instead, concentrate on what you know you can do and do well. Another way to do too much (which, again, you want to avoid) is creating personas and messaging for every single industry. Remember: there are a lot of them! It's best to focus on those with the biggest potential addressable market for your business, and those where you've already achieved some success and want to expand. ### Pitfall #2: Doing too little On the opposite end of the spectrum, doing too little can also be a problem. Hopefully, I’ve convinced you that industry go-to-market strategy can enhance your effectiveness as a product marketer, so using standard product-oriented messaging for every single customer is one way of doing too little. It would be beneficial to introduce some industry-specific nuances to your messaging. Treating industry marketing as a one-and-one exercise is another example of doing too little. It's crucial to continually reassess where you're seeing success and where you may want to invest in the future. ### Pitfall #3: Overcommitting Implementing these kinds of motions requires time, so you need to establish realistic success metrics and manage leadership expectations about the growth they can expect. Just because you've invested resources, time, and effort into industry-specific marketing doesn't necessarily guarantee instant customer acquisition – it takes time to build up the market. For instance, I heard of a scenario where a company invested a lot of time and resources into entering the federal government market in the late summer. However, as the federal fiscal year ends on September 30, large purchases weren't reflected for another six to nine months. So, manage expectations about when you can start to see the results. ## Summary Alright, it’s time to sum things up. Here are a few key pointers for you to take away: 1. Define your industries and get to grips with market research, 2. Use that research to feed your strategy and messaging, 3. Implement industry-specific go-to-market motions, particularly around key industries, where you've already found success, 4. Avoid doing too much or too little, 5. Plan for continuous motion, and consistently track the impact of your actions. ### How to avoid common messaging and positioning mistakes URL: https://www.gotomarketalliance.com/how-to-avoid-common-messaging-and-positioning-mistakes/ Last updated: 2024-04-02T08:40:40.000Z Messaging and positioning are two of the most important parts of developing a [product marketing strategy](https://www.productmarketingalliance.com/how-to-create-a-product-marketing-strategy/). Yet, it’s easy to get them wrong or make mistakes that could easily be avoided. In this article, we’ll be exploring how to optimize your messaging and positioning techniques. ## What are messaging and positioning? ### What is product messaging? Product messaging is simply the message your product is sending to your potential customers. There isn’t a one-size-fits-all approach that can be applied, as messaging varies from company to company; to identify an approach that’s suitable for your product, you need to conduct thorough research. ### What is product positioning? Product positioning establishes where your product or service fits in your respective market and differentiates your offering from alternatives available to your customers. Product positioning and product messaging work in tandem to help businesses explain their value to potential customers, with the ultimate aim of turning them from prospects to fully-fledged customers. ## Why are messaging and positioning important Messaging and positioning play an integral role in marketing your product to your target audience. Positioning helps you pinpoint why your product is different from others on the market and molds your product marketing strategy so that potential customers see its success. It helps you to: - Understand the [customers’ needs](https://www.productmarketingalliance.com/your-customers-are-talking-but-are-you-listening/), - Compare competing products against your own, - Identify communication mediums, and - Spot changes in the market. Messaging is just as important, as it’s used to capture your audience’s attention and articulate its success in a way that’ll persuade them to buy it. It also helps to: - Identify and [understand your target demographic](https://www.productmarketingalliance.com/understanding-your-target-audience-through-voc/), and how they like to be spoken to, - Discover which platform or medium is best, - Find your brand voice, - Simplify the product for the target audience, and - Convince your customers to buy your product. ## Common messaging and positioning mistakes Messaging and positioning each play a critical role in the successful execution of a product marketing strategy. However, there are often mistakes made during the process that can hinder the overall effectiveness of the respective process: ### Positioning mistakes **Including too many people within the process** If your product marketing strategy has to be approved by too many people, it’ll elongate the process and make it a lot more difficult to get simple tasks done. Build your own positioning team whose responsibility will be to focus solely on this task. This way, they know the ins and outs of the entire process, and you won’t have to jump through multiple decision-making hoops (until your stakeholders have the final say) which will hinder the progression of your product marketing and product launch. **Taking too long, or too little, to launch your product** Spending too much, or too little, time on your product positioning can be detrimental to your product’s success. For example, launch timing can affect: - [Customer churn](https://www.productmarketingalliance.com/how-to-reduce-customer-churn/), - Brand recognition, - [Customer feedback](https://www.productmarketingalliance.com/the-what-why-and-how-of-customer-market-feedback/), and - Product resources. Establish the right time to spend on your positioning strategy to ensure that you don’t affect its value on the market. [How long should you spend on messaging and positioning?If you don’t have messaging and positioning clearly defined, selling your product to your target market will be challenging. This raises the question: how long should you spend creating messaging and positioning?![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceCharley Gale![](https://www.productmarketingalliance.com/content/images/2021/11/kristina-tripkovic-8Zs5H6CnYJo-unsplash-2-2-2-2-2-2-2-2-2-2-2-2-2-2-min.jpg)](https://www.productmarketingalliance.com/how-long-should-you-spend-messaging-positioning/) **Failing to identify customer needs** Marketing a product to your target audience won't work unless you’re actively acknowledging and addressing your customer’s pain points. After all, if they can’t see a reason to buy your product, they won’t convert. The customer and their needs should always be the focal point of your operations, so ensure you’re serving the needs of your customer rather than your own. ### Messaging mistakes **Using the same messaging for everyone** Creating generic messaging is a surefire way of losing your target customer’s interest. [Using personalization tactics](https://www.productmarketingalliance.com/how-to-use-personalization-tactics-in-your-product-marketing-strategy/) within is a great way to ensure that you: - Make your audience feel appreciated, - Reduce customer churn, - Help your product stands out from the crowd, - Increase product sales, and - Build a connection with your customer. [Segment your target audience](https://www.productmarketingalliance.com/customer-segmentation-unbounce/) and develop [personas](https://www.productmarketingalliance.com/how-to-create-buyer-personas/) to figure out who you’re tailoring your message for. It’s a simple yet effective way of building a relationship with your audience on a deeper level. **Losing brand voice** Using a brand voice is the best way to make an impression on your audience. Attaching a personality to your brand and organization creates a stronger bond with your customer, increasing the probability of engagement and product sales. It also separates your product from competitors within the market. But, one of the biggest mistakes businesses make is not incorporating their own voice and personality within their messaging. Their marketing then becomes bland and loses that uniqueness that draws in customers. In our [Storyselling podcast](https://www.productmarketingalliance.com/storyselling-podcast/), **Elliott Rayner, Chief Marketing Officer at ARION**, speaks to a range of experts from globally recognizable brands about their storytelling process, and how they used the story, speaker, listener, and feedback to develop their brand voice. **Making your messaging too complex** Using jargon-laden messaging is a complete turn-off for customers, especially if they aren’t particularly knowledgeable on the ins and outs of the technological side of your product, a principle outlined in the [Product Marketing Manifesto](https://productmarketingmanifesto.com/): > “A hugely valued aspect of product marketing is making the customer comfortable and happy. So, you must ensure you’re improving their experience with your product and service by making it easily accessible. Take out the technical jargon and create a more comprehensible product to ensure you aren’t alienating your customers.” **Not writing for the platform you’re posting on** Your copy should change with the medium that you’re planning to use. For example, a messaging piece for Twitter should be different from a blog post. Remember that people communicate differently within different platforms, and your copy should mirror that. Again, this is all about ensuring you’re not distancing your product from your target audience. Plan your messaging strategy in advance, and consider what you're going to be using for what platform, and adjust your copy accordingly. [Tailoring your text to suit different platformsEach outlet brings opportunities, but each opportunity comes with style barriers because what works in-app won’t necessarily sell on social. So, to help you hit your targets, here we’ll explain how you can optimise your words for each platform![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceBryony Pearce![](https://images.unsplash.com/photo-1543769657-fcf1236421bc?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=1080&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.productmarketingalliance.com/tailoring-your-text-to-suit-different-platforms/) ## How to produce accurate messaging and positioning These the following steps to optimize your messaging and positioning and avoid simple mistakes: Optimizing your positioning **Keep a checklist of questions to refer to.** This will ensure that you stay on target and continue to market your product in a way that your customer will respond well to. The most important questions to consider are: - Who’s your target audience? - What category does your product or service belong in? - What unique benefit does your product offer? - Can you prove this benefit? **Create a positioning template that keeps you on track.** With these questions, you’ll be able to develop your [positioning template](https://www.productmarketingalliance.com/positioning-template/). This’ll help you establish how to position your product for your target personas. Positioning templates ought to be used internally to ensure teams within the organization remain on the same wavelength when carrying out your product positioning and will clarify your goals and how you want your product marketed to your target audience. **Identify *how* you’ll position your product.** Based on your product, identify *how* you’re going to position it to your target audience. Is your marketing going to focus on: - Customer needs, - Product price, - Product quality, - Product use and application, or - Competitors? **Do competitive intelligence research** [Competitive intelligence](https://www.productmarketingalliance.com/competitive-intelligence-101/) is a product marketing process in itself. However, it’s essential for helping you establish where your product currently sits within the market, and where you want it to sit in the future. **Emily Dumas, Content Lead for Product GTM at ZoomInfo**, takes a deep dive in her article about how to monitor competitive activity, including which sources you should gather to optimize your research and how to make the intelligence actionable 👇 [How to monitor competitive activityIn this article, we walk through how to monitor competitive activity and turn that intelligence into an actionable product marketing strategy.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceEmily Dumas![](https://www.productmarketingalliance.com/content/images/2021/11/How-to-monitor-competitive-intelligence--1-.jpg)](https://www.productmarketingalliance.com/how-to-monitor-competitive-activity/) ### Optimizing your messaging Once you’ve worked through the positioning process, it’s time to move on to articulating your product to your audience and improving your sales writing, and you can do so using the following framework: 1. Identify the kind of language you need to incorporate into your communications to ensure your messaging resonates with your target audience. Consider the target demographics and what kind of messaging they would respond well to. For example, using simplified language and no technical jargon so as not to alienate your customer base. 2. Find which messaging strategies you want to use, like storytelling, emotional connection (Pathos), or humor. Ensure you understand which would be the most effective strategies for your target audience. Check out our previous article on [the role of messaging in user onboarding](https://www.productmarketingalliance.com/role-of-messaging-in-user-onboarding/) which takes a deeper look at the different kinds of messaging strategy, and an incredibly helpful seven-step messaging process, which will further help your messaging technique. 3. Find the perfect call to action (CTA). A CTA helps to capture the attention of your audience. You need to identify how your customer needs to respond to your CTA- for example, are they subscribing, buying, or signing up for your product? 4. It’s important to then identify which [pricing strategy](https://www.productmarketingalliance.com/how-to-identify-a-suitable-pricing-strategy/) you’re going to use. Check with your team - and your competitive analysis- to establish how you’ll price your product to fit in with the competitive landscape. 5. Be prepared for the challenges you may face throughout the messaging process. This way, you can see what you need to avoid or have a plan in place if something does go wrong. 6. Execute your messaging techniques to create the final product message. 7. Once the product is live, continuously adapt, develop and refine the message. Do this by consistently checking customer feedback and keeping on top of competitors’ changes to know how to continue improving your own messaging. ## ### Community-led Go-to-Market, a case study with Rebecca Boucher URL: https://www.gotomarketalliance.com/community-led-go-to-market-a-case-study-with-rebecca-boucher/ Last updated: 2023-08-02T13:18:54.000Z What do you want out of a Go-to-Market strategy? Loyal customers that are engaged with your brand? Value-led products? Sustained business growth? If any of the above are your goals, you might want to consider a customer-led motion for your Go-to-Market strategy. Motions are the broad groups the different styles of GTM strategies can be divided into. There are a myriad of types of Go-to-Market strategy, product-led and sales-led being the most well known, but a community-led strategy is an often overlooked and very effective route-to-market. Community-led is unfamiliar for most, so we’ve brought in an expert that lives and breathes community-led growth: Rebecca Boucher, Community Director for The Alliance. Read on for an in-depth understanding of how community-led GTM works, the benefits of this strategy and how you can implement it in your own business. But first, let’s pin down exactly what this strategy is. ## What is community-led Go-to-Market? With this motion, growth, revenue and customer acquisitions are driven by community. Community-led Go-to-Market, more than any other motion, starts and ends with your customers. Let’s get a bit more depth on how it works. First up, establish the values of your brand. If you want people to care about your business, you need to give them a reason. You also can’t just tell your values, you need to *show* them. Every year in June, we watch Coca-Cola and Burger King slap Pride flags on their products, but that doesn’t mean we actually believe they care about LGBTQ+ rights. The same will go for your company. If you only address your values superficially, then you won’t be perceived as authentic. You need to work out what your values are as a company and then emulate said values in every aspect of your business, so the community you’re building can feel that those values are sincere. What do you care about as a business? What motivated you to design your products? Customer experience? Education? Sustainable business practices? Whatever it is, hammer it into your business model. Next up, give your community a dedicated home. To foster a community there needs to be a specific place your users are visiting with a regular frequency. If you set up a book group and invite all your friends, but don’t tell them when or where it’s happening, you can’t expect anyone to show up. Be it a Slack channel, Teams meetings, or a private LinkedIn group, put the effort into carving out a community space and ensure that people know where to find it. And lastly, communication. For a community to model to work the idea is that it grows organically. For that to happen, you need your community to be talking to one another. Otherwise, they’re not a community, they’re independent users. Your brand needs to be what’s brought them together, so be sure to encourage discussion and networking opportunities. So, how does building this community help your Go-to-Market strategy? 1. You have a **captive audience** for your product launches. With each launch you’re not going out looking for an audience, it’s ready and eagerly awaiting your next product. 2. **Growth**. Loyal and engaged customers will recommend you to others. And that, my friends, is organic growth. 3. **Customer feedback**. How often do you wonder what your customers like about your product or what improvements would extend their lifetime value? With a community-led model, you don’t have to wonder, you can just ask. Your community can tell you what they need from you as a company and what’ll improve their experience of your products, meaning you’ll be able to consistently deliver consumer-validated product roadmaps. And as if that wasn’t enough, you get the twofold benefit of demonstrating to your customers that you listen to them and value their feedback, which will further their loyalty to your business. ## Community-led Go-to-Market, with Rebecca Boucher ### In what circumstances would you choose a community-led Go-to-Market model (over other GTM motions)? To me choosing a community-led go-to-market approach means putting value beyond the product or service you’re providing and focusing instead on providing value via member relationships and trust. You can’t ask a consumer to purchase something if they don’t see value first in what you’re trying to provide. Community-led means providing value before anything else so when a member does purchase the product it’s because they know first hand their ROI is evident. Essentially, it’s building trust and value with a group of people over a long period of time, it isn’t a quick fix to closing leads or generating revenue. It’s a long-term play of delivering free true value to the community. The community is there to take as much value from each other through networking and the sharing of resources. Over time this trust will be strong enough that a product to purchase can be introduced. ### What are the benefits of community-led Go-to-Market? If you build your product around your community then the community doesn’t feel like consumers of the brand but rather a part of something bigger that’s valuable to their professional lives. You’re building a community of trust, and in a world of so many consumer options, people tend to come back to the option they trust time and time again. When community is put at the forefront of the business model, it’s a long-term sustainable approach that promotes current consumer interests before the goal of generating quick revenue. This means that people keep coming back and purchasing over time because they’ve seen the value in the long-term and know that they’re spending their money (eventually) on something they already like. Community members then become brand ambassadors and advocates of the brand over time because they understand the value, as well as leads that eventually internal teams can up-sell and cross-sell to because they’re interested in investing in their value. ### Are there any risks to look out for with community-led Go-to-Market? Trying to scale too quickly - taking on opportunities when there’s not enough resources to do it properly You must understand how many resources you need to invest in marketing, sales, and back-end processes. It’s a long-term approach, so you need to believe in what you’re doing and invest in the people to support your community-led growth approach ### Can you give an example of a time you successfully used a community-led Go-to-Market strategy to beat out a competitor or set yourself apart in the industry? At the Alliance, we have established ourselves as a distinctive player in our field by prioritizing the seamless integration of social and educational aspects within our platform. We view these two components as interconnected rather than separate, with the ultimate goal of providing our users with a social platform that delivers an immersive educational experience. This approach deviates from the traditional marketing mindset that can be rigid and formal, reflecting our commitment to being a forward-thinking and people-centric company. Our users are immediately drawn into the community side of our business, as it serves as the cornerstone of everything we do. By employing this model, we are able to deliver value to our users in a timely manner, since they are immediately immersed in the social channels upon accessing our site. ### How did you decide community-led Go-to-Market was right for your company? The Alliance was always going to be community-led because it reflects the values of our brand and why we started this in the first place. The mission from day one has been to support product marketers and other lesser known roles like customer success and sales enablement that make Go-to-Market what it is. The individuals in these roles too often don’t get the resources, support or recognition they deserve, and we set out to change that. But you can’t do that well without building a community for those individuals, so we always had to start there. ### Do you have any other comments you’d like to add about community-led Go-to-Market? Continue to provide value, believe in the value you’re providing and know that the ROI is long-term and sustainable. Ultimately, it’s long-term play that gives true investment. NB: This interview was taken from our Go-to-Market Motions playbook. If you want to learn more about community-led Go-to-Market, as well as the other leading GTM motions, **[download your free copy now.](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/)** [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/GTM_Motions_Playbook_2023_CTA_-2.png)](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) ## TLDR; Community-led Go-to-Market strategy focuses on building a community around your brand and products by offering value-led opportunities to your target audience. It can be slow starting, but when used effectively, it enables you to achieve sustained customer, business and revenue growth. Community-led growth helps to build trust and authenticity with your customers, which increases their lifetime value and generates organic growth. ### The ‘A, B, Ps’ of GTM prioritization – A framework for crowded markets URL: https://www.gotomarketalliance.com/the-a-b-ps-of-gtm-prioritization-a-framework-for-crowded-markets/ Last updated: 2025-07-07T15:54:09.000Z *This article is based on Mark’s brilliant talk at the Product Marketing Summit in Toronto, in 2022\.* In case you hadn’t guessed, I’m a bit of a product marketing nerd. I firmly believe product marketing is among the most exciting and dynamic fields in marketing, if not in all of tech. That's why I'm thrilled to share my learnings from this field today. I’m going to share how product marketing can prioritize go-to-market activities, not just in crowded markets, but in any organization where products are being launched continuously. Many of us have been in the position of supporting multiple product teams – sometimes three, four, or even five of them – single-handedly. When you're constantly being bombarded with releases (sometimes at the very last minute!) it can be hard to decide how much attention you or your organization should allocate to each one. I’m going to provide a framework to help you tackle this problem. In this article, I'll focus on: - The challenges of crowded markets - Why old frameworks need to be replaced - A GTM prioritization framework - How to quantify business value - How to quantify customer value - Who should be involved with prioritization frameworks - The other keys to priority alignment ## The challenges of crowded markets Now, you’ve probably heard this a thousand times, but markets are crowded. This is a universal challenge. Take martech companies for example – there are over 8000 of them. Can you imagine trying to compete in that arena? It's a monumental task to stay on top of not only your own strategies to remain competitive but also your competitors' activities. There's just so much going on. [![Graphic explaining what crowded markets means for product marketers and Go-to-Market.](https://www.productmarketingalliance.com/content/images/2023/05/Screenshot-2023-05-26-at-10.27.50.png)](www.gotomarketalliance.com/the-a-b-ps-of-gtm-prioritization-a-framework-for-crowded-markets) This has several significant implications for us as product marketing managers. The first and most important is that customer attention spans are incredibly limited. _This post is for subscribers only._ ### Positioning vs narrative design: let’s get ready to rumble! URL: https://www.gotomarketalliance.com/positioning-vs-narrative-design-lets-get-ready-to-rumble/ Last updated: 2024-01-11T10:56:47.000Z Whether you are in college, in your first role in the world of work, or been around the proverbial marketing block a few times, you are going to hear the ‘p word’ a lot - positioning. We are taught or we learn that the seminal book on the topic ‘Positioning; The battle for your mind’ (Al Ries/ Jack Trout) is the marketeers bible on the subject. In many ways, it is, despite being woefully out of date (it was written in 1981). It’s still on the reading list of the many but it has a fundamental flaw. It tells us ***what*** positioning is, shows its value and that you can position anything, but it does not tell us ***how*** to do it. In fact, no one ever does tell you how to position. Even the 46%\* of professional marketers who actually studied or trained in marketing sometimes state that their training on the topic did not cover how to implement it. Instead, it just told them what it was and that it’s important. If this is you, I’d ask for a refund from your tutor! But times are a changin’. In a recent class I was teaching for the [Product Marketing Alliance (PMA) accredited certification course](https://certified.productmarketingalliance.com/?affcode=459083%5Fvylmy%5Fgp), my students were asking me what model they should use for positioning. They felt conflicted between two methods they had come across: Narrative design and (good ol’) positioning. Moreover, they felt that these methods were in direct competition with each other and were all at sea on picking one. If you’ve not come across narrative design, I will explain a little more as you read on. Ladies and gentlemen, we have a good old-fashioned punch up here! **It’s positioning vs narrative design!** Are you ready to learn which one throws the first punch? Do you want to know whose uppercut stings the most? And critically, who has the knockout punch when it comes to choosing between narrative design vs positioning? If so, here’s everything you need to know on how to choose the right method of positioning. And how to avoid a black eye and a broken nose in the process! ### Sizing Up The Competition You can only place your bet on one contender. So, who are you going to choose? First up is narrative design. It’s the art of creating a company-led story based on a behaviour change in the market. It seeks to inform the audience of this change and positions your company to guide them through it, rather than just sell a product to them. Storytelling in itself is one of the oldest forms of marketing. The other option is positioning. It was defined by \*\*Kotler as “the act of designing the company’s offering and image to occupy a distinctive place in the mind of the target market”. In other words, brand positioning describes how a brand is different from its competitors and where, or how, it sits in customers’ minds. It demands you analyse across the ‘three C’s’: 1. Understand what your consumers want. 2. Understand what your company’s and brand capabilities are. 3. Understand how each competitor is positioning their brand. And only then will you be able to choose a position that will resonate with your consumers, can be delivered by your company (capabilities) and critically, be different from your competitors. This is tried and tested but how do you win in an over communicated world? If Trout and Ries thought, as stated in 1981 that the world was over communicated, what do you think they would make of it in 2020?! ### Before Any Fight, There’s The Weigh In. [It’s been commented upon that narrative design will replace positioning in 2020](https://medium.com/product-marketing-alliance/why-narrative-design-will-replace-product-positioning-in-2020-e583766bb68b). If a big fundamental shift in marketing is coming, then we need to understand more about it. Let’s establish the facts first. Fact 1: Positioning and narrative design are not in competition with each other (at least not officially). Fact 2: They do different things in different stages and circumstances. Let’s dig a little deeper into Fact 2\. Think of all types of positioning (regardless of which model you cite) as a swiss army knife. Positioning per se is the handle but all the different types of positioning you learn are the blades. Each blade has a different role and purpose, and this is no less true with the Positioning and Narrative ‘blades’. Positioning makes a strong case with some tidy jabs and footwork that it is best but we think it’s a ‘mysterious art’ and there’s some sort of perceived alchemy to it. Lots of people talk about how important it is and can demonstrate strategic thinking behind great positioning. Positioning consultant, April Dunford’s correct premise is no one ever shows you the ‘how’ to do it, they only show you the ‘what’ it is. Her book, [Obviously Awesome](https://www.amazon.com/dp/B07PPW5V9C/ref=cm%5Fsw%5Fem%5Fr%5Fmt%5Fdp%5FVTQkFbHEKMSHG), is the manual for B2B product marketers, especially in the Start-up world, on the ‘how’ to do it, step-by-step. Narrative Design takes a different approach with a different purpose. Is it effectively seeking the knockout punch early in the fight as an advocate for the reimagining of positioning? The overall goal being to create a new category, in its most simple terms. Narrative Design starts with a change that has happened in the world and how that change has sculpted human behaviour. This change creates a new ‘category’ or ‘game’. Games come with choices, rules, and an environment and as previously stated, you position the company, via a company-led narrative to help your target market navigate this ‘new game’. This is a CEO-level engagement where you have created something new (comms are around the category of the company, not the product per se) and as a result, you have differentiated yourself. If your narrative lands and expands in the market, then it pulls the product to the customer, rather than you pushing the product to the customer. You as a company are differentiated by the simple fact you are likely the sole occupier in the whitespace of the ‘new game’. At least for a while. ### Ding, Ding, Let’s Get in The Ring. Round One. In the red corner, it’s Positioning. Nimble footwork, more Bruce Lee than brute force, ready to outmanoeuvre its competitor. In the blue corner, it’s Narrative Design, the ten-ton-hammer who’s set to define a new category. But hold on! They are both throwing their white towels in the ring at the same time! What’s going on? **The fight’s been cancelled!** This is not a fight at all! The referee is declaring an even tie! I want my money back! ### Conclusion - Declaring A Winner ![](https://www.productmarketingalliance.com/content/images/2020/08/pexels-skitterphoto-3797.jpg) This is not a tense ‘vs’ battle, it’s a fight that never was. Both Positioning and Narrative Design are approaches that are valuable. They can work independently or [together](https://www.productmarketingalliance.com/how-to-master-narrative-design-q-a-with-hubspot/). Both are positioning. Back in 1981, we learned you can position anything. Your product, your career, your company, and if you have no ‘créneaus’ left (read the book ;-)), reposition the competition. ### So, who is the winner? The winner is the marketer. The winner is you! Using the Swiss army knife metaphor, it’s a simple choice for the marketer to pick the right tool for the job. The real question is, which blade will you choose? Stay safe. Be kind to one another. Harvey. \*54% of Marketers have no training. Source; Marketing Week Career and Salary Survey \*\*Kotler, P., 2003\. Marketing Management. 11th ed. Englewoods Cliffs,NJ: Prentice-Hall. ## ### How to master narrative design [Q&A with HubSpot] URL: https://www.gotomarketalliance.com/how-to-master-narrative-design-q-a-with-hubspot/ Last updated: 2024-01-11T10:55:46.000Z Let’s face it, an awesome narrative forms the basis on which product marketers are able to build a brand. The importance of narrative design is becoming increasingly recognized, with Marcus Andrews, HubSpot's Product Marketing Group Lead, predicting narrative design could potentially replace product positioning. He answered a host of questions relating to narrative design and focused on why PMMs should be using it. *Ooops, you missed your chance to ask a question in this AMA, but fear not, we’ve got plenty more lined up* [*here*](http://questions.productmarketingalliance.com/)*.* --- ### Q: How do you recommend we begin selling through Narrative Design to stakeholders? How can we evangelize and drive adoption of this new positioning model? A: I think the first step is for people to understand and buy into the concept and the process. Reading my work and Andy Raskin’s work should help with this. If people don't believe in the process (especially leaders) they won't ever be happy with the output or feel ownership over it. Once people accept the idea then you can talk more in-depth on the process. I've created an internal workshop for Narrative Design and I use the first kickoff meeting just to talk about the process and structure. I don't love spending so much time on the process, but it helps keep alignment strong; I built my workshop based on what Raskin suggests [here](https://openviewpartners.com/blog/power-of-storytelling/). Once you've completed a workshop - you should have an output. A sales deck or story doc. Socialize that. Pitch it at team meetings or circulate it as a memo internally. If leadership is bought in people will usually be really excited about it. --- ### Q: I'm fully bought into Narrative Design - interestingly enough, I work with companies like Facebook, Google, Snapchat, Bing etc and get to see each one of them execute this. They all do it, and do a good job, but my question is: ### What happens when narrative design becomes saturated and starts to confuse customers? ### I think if a narrative is accurate, they all converge around the same story with different flavors. My hunch is clarity and execution will help companies stand out (and I see it even with the above mentioned companies). ### Andy Raskin has written about narrative wars too, and possibly the answer is some narratives win and stick while others don't, but I know my clients (automotive dealerships) feel overwhelmed and confused by all the info. A: Interesting question and we'll probably see more of this. I think it's mostly about execution and executive buying. When the CEO feels the story in his heart and everyone at the company is aligned around the same story it's hard to lose. There is just a strong identity and everyone knows exactly how to execute it. This is part of HubSpot's secret sauce. The original Narrative our founder Brian Designed is so core to everything we do. ### Q: I read your article on narrative design last week and it was a really great read. In it, you say "You design a narrative for your company and category, you build positioning for specific features and products. Ideally, you design your narrative once and tell the same story for years." ### The company I work at sells several different products but to the same market category, does this mean I should/could use the same narrative design approach for all the products? A: I would build unique positioning for the different products but have them all ladder up to the same Narrative. If you introduce an entirely new product line, to a new buyer, and in a new market, then you can introduce a new narrative or a big change to the existing narrative. But otherwise you want to keep it really simple. At HubSpot, the inbound marketing story has been our narrative for years. But two years ago we introduced a new Services Product line and it was an opportunity to introduce a new narrative. I worked with our founder on the Flywheel story, see it [here](https://hbr.org/2018/11/replacing-the-sales-funnel-with-the-sales-flywheel). --- ### Q: I've been following narrative design quite closely for a while and have read up on a lot of Andy Raskin's stuff too. ### One thing that's very apparent throughout what he says and your article, is the CEO must be involved, but what can people do if you don't get that support or air time with the CEO? A: Narrative Design is the easiest and works the best for companies who are earlier in the journey. Startups who don't have a clear identity or a plan for how to attack a crowded market. Also, CEOs are more eager to do this sort of work at that stage. However, it can work at bigger companies. You just have to be a little creative. If you work at a larger company and don't have access to the CEO you have to show that this approach works in smaller ways. If you're an IC PMM and work with a PM on a single product, consider yourself the CMO and the PM the CEO. Design the narrative and you'll have a better product launch, more alignment, and your bosses will notice. It won't become the company's strategic vision but it will get you noticed. Sell it to your director and keep going up the food chain. HubSpot is a huge company and while I have worked with our founder on Narratives I more often work with the GM (product VP) of my product line on our strategic narrative. In that case they are the "CEO" and I'm the head of marketing and we craft the story together. --- ### Q: If for whatever reason your positioning changes, should your narrative design change in tandem? Or can one change in isolation? A: They should be linked but your Narrative should be set in stone and your positioning should be set in jello. That's not a great analogy! But what I mean that like your brand you should try and not constantly tweak your Narrative. There is value in telling the same story over and over again over time. Really focus on getting it right the first time. Update it over the years to keep it fresh and modern, but keep the core the same. Positioning can change a lot. You have a new product, an updated product, the market shifts, etc. These are all good reasons to go back and update positioning and messaging. But I would only let that impact the larger narrative if the shift is big. We are likely in the middle of one of those really big shifts right now. --- ### Q: Could you please expand on the role of Narrative Design through the product life cycle stages, from early-stage to mature products? A: Their role should be pretty consistent. I think the Narrative should get more solid over time. At first it's smart to keep it a little flexible, but once you have a product-market fit lock it down. I find the Narrative is most valuable during launches, so if you have a launch at any stage make sure to ramp it up. This work is most important when a product is early and still figuring out what it is and who it's for, but it's valuable at all stages. --- ### Q: I'm working with an old game/new game narrative right now, containing: ### The technical problem, ### The business process/workflow problem (across a wide array of user personas), ### The bottom-line business impact. ### I’m concerned about the story becoming too complicated; my intuition has been to focus on #2 and how it relates to the others but wanted to get your take. Can you help? A: It's hard to know exactly how to approach it without knowing all the details but I would make sure to start with the change you see in your customer’s world. 1. What is the big undeniable change? 2. How has that created a new game? And made it so the old game no longer works? I agree there is some temptation for these things to get really complicated, but you need to resist this. If you have a feeling it's getting complicated, it's probably already too complicated; your audience needs a simple story. ### The top ten examples of brand positioning, as voted by our team URL: https://www.gotomarketalliance.com/the-top-ten-examples-of-brand-positioning/ Last updated: 2023-07-21T09:15:28.000Z Good positioning is all about knowing your target audience, understanding how you can make your product essential to them and finding that all-important product market fit. The intended effect? You graft your product onto a consumer’s life so effectively they can't imagine living without it. But, like with all marketing lingo, this can be hard to get your head around in practice. So let’s take a look at some of our favorite examples of companies really nailing their positioning and how they did it. ### Curio Curio is an app that allows users to listen to articles from leading news publications. It’s a neat idea, but off the bat, you might be wondering how much demand there really is for this. I mean, why not just read your articles? But that’s where great positioning comes in. Curio is built primarily as a benefit that companies can sign their employees up for. We’re increasingly seeing these kinds of integrated benefits pop up in the market, and it’s a really smart way to tap into a market. Ask yourself, what kind of person needs to fill their workday with audio content? What kind of person typically likes to consume a lot of journalistic content? The answer to both is probably someone like yourself, who primarily works at a desk in a corporate role. And by pursuing the corporate benefits article, Curio can put their product directly on those with the most use for it on a large scale. ### Crayon For this example, we’ll be zeroing in on the company name. Crayon is a competitive intelligence company that allows you to track competitor data and, in their words, ‘enable you revenue team in real-time’. Read that sentence back and pay attention to the keywords. Competitive, track, data, and revenue. The theme here is scientific, everything evokes numbers, graphs, data, etc. But what word doesn’t fit in here? Crayon. Crayons aren’t an exact or precise tool, but they are a creative one. With this brand name, Crayon position themselves as not just your average techy data nerd with a graphing calculator, but as a brand that applies creativity and thoughtfulness to their processes. It's the left and right brain working together, and it gives the company a far more modern and approachable look. 💡 Disclaimer 👀: These are our top examples of positioning as voted by our team, it’s definitely not meant as a definitive list! Do you have any favorites? Let us know in the GTMA slack channel. 👇 [Join the Go-to-Market Alliance Slack communityFancy connecting with go-to-market pros and pioneers all over the world? Exchanging ideas? Pushing each other to do great things? Course you do! Then join the world’s fastest-growing community focused on go-to-market growth![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceBryony Pearce![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/01/GTM_Meta_3--1--1.png)](https://www.gotomarketalliance.com/join-the-gtm-slack-community/) ### Oatly Hopping off of the B2B SaaS train for a second, let’s take a look at everyone’s favorite alternative milk brand. There are so many different brands of oat milk and alternative milks beyond that, but Oatly have a firm hold over the market as the ‘nice’ one. And since their launch the 90s, they’ve been able to branch into non-milk products like cream, ice cream and soft cheeses. Oatly markets itself as ‘the original oat drink company’, and this is part of its success. Being the original of something does give you an advantage over later products which tend to be viewed as knock-offs or mimics. But it’s more than that. Oatly’s products closely resemble the offerings of dairy milk companies. There’s full fat, semi-skimmed, light. And there’s also the barista editions. They’ve built a premium level into their branding, creating the perception that what they’re offering is a luxury. Alongside this, they use neutral, clean earth tones for their packaging, appealing to the climate-friendly sensibilities of their target consumers. And again, this modern design plays into the notion that this is a luxury good, not your bog standard supermarket product. Oatly have turned something very simple and inexpensive into luxury produce. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/03/GTM_Academy_CTA_Banners_Generic_3-1.jpg)](https://learn.gotomarketalliance.com/trainings) ### Innocent smoothie Similar to Oatly, Innocent have positioned their brand around environmental impact, being good to yourself *and* to the planet. When you buy it, you’re not just choosing a product, you’re choosing a lifestyle. Innocent are open about their carbon footprint, the sustainability of their packaging and actively encourage other companies to move to more climate-friendly practices. And everything, down to the font they use on their website, evokes innocence. They’ve positioned themselves as friendly, wholesome, a healthy choice for you and your world. Now, this won’t appeal to every audience, but if you can identify what your target audience cares about you can launch initiatives to appeal to their sensibilities and encourage their loyalty to your brand. ### Davinci Resolve This example is somewhat hard to replicate if you’ve not got an original product, but Davinci’s positioning revolves around the fact they’re the only company that’s brought editing, color correction, visual effects, motion graphics and audio all under one roof. While this might seem like an easier said than done example, it’s not just about what Davinci has, it’s how they show it. Yes, they’ve built a product that resolves a user’s pain point. But beyond that, they’ve identified an aspect of their product that gives them a competitive edge and built their positioning around it. They’ve identified their target audience as younger professionals, tech-savvy individuals who prioritize efficiency and convenience, and they’ve made that the focus of their branding. You may not have the ability to offer an entirely unique product or service, but you can figure out what will set you apart *for your target audience* and hone in on it to build your positioning strategy. ### Gong Gong are problem solvers, and they make that clear the moment you land on their website. Their product is all about giving you clarity on what’s going on with your deals and consumer behavior. How do you know they’ll deliver? Because their positioning is based on providing straightforward answers to your questions. This is a company that’s built itself on the belief of being user-friendly, easy to engage with and, quite frankly, more fun and lighthearted than other companies in their field. Gong’s CEO has made an active effort to be a fun and engaging brand. The result? A more human experience that inspires trust in users who know they can expect clear communication and an experience that balances a relaxed environment with effective and professional services. ### Nike How could we discuss branding without talking about Nike? With all the possibilities to choose from when it comes to sports gear, Nike has consistently and easily stayed at the top of the game since the 70s. Why? Because Nike isn’t just about products. It's about an attitude, an identity, and about successfully capturing both the innovative, technical end of the market *and* the high street. Strategically placed endorsements over the years, Michael Jordan, Christiano Ronaldo, and LeBron James, have all helped to position Nike as the favorite brand of professional athletes. And so we, as consumers, buy Nike thinking that we’re getting the same products as some of the most famous sportspeople in history. Built into the Nike branding is the idea that with them you can become this elevated, better version of yourself you hold in your mind's eye. You can reach the heights of the Michael Jordan’s of the world. So what can we learn from this? Capture your audience’s imagination. Show them not only what life looks like with your products, but who they can be. Give them an ideal to aspire to and then provide the solution that’ll get them there. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/03/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) ### Lucy and Yak If you’ve read any of my articles before, it’s no surprise this brand is featuring here. Lucy and Yak are an organic and sustainable clothing company, but they’ve positioned themselves as a community, creating meeting places for their customers online and in their stores. Their audience is relatively niche, but incredibly loyal, and the company has grown hugely over recent years, opening three new stores in the last quarter of 2022\. For a small independent clothing store from Brighton, that’s pretty unprecedented. The brand's online following is global, and yet they still present as a friendly, local brand. This can in part be attributed to the fact they hold events in their physical stores after hours and have effectively positioned themselves as a community space rather than just another shop. Lucy and Yak appeal to the concerns of their target audience by forefronting issues of sustainability, slow fashion and inclusivity, as well as being open about their business practices to foster a sense of authenticity. ### Starbucks In terms of brand ethics, perhaps the complete opposite of the example above, but you can't deny Starbucks’ success (we’ll put the offshore tax evasion to one side for now). Similar to Nike, Starbucks is an OG brand that's been around a long time, and that comes with obvious advantages. When it comes to brands that stick with people, it's not necessarily about doing it best so much as it’s about doing it first. However, many brands have sprung up in opposition to Starbucks and have been successful, so how has Starbucks’ branding kept them in the lead? Put simply, gimmicks. Pumpkin spice lattes in October, red cups for the holidays. Starbucks has invested in branding that promotes novelty and makes consumers associate times of the year and seasonal events with their products. And they price themselves slightly above other coffee chains, just enough to force the perception that they’re delivering a better quality product without creating a barrier to entry. Smart, simple, effective. ### HubSpot Finally, we’ll end with a company that most people in our field know and love. HubSpot is now fully fleshed out as a software platform built to support all aspects of inbound marketing, a term the company itself is considered to have coined. Originally an email marketing tool, it had the advantage of being one of the first companies of its kind when it started. Now, HubSpot’s kept ahead by integrating the range of inbound marketing software they now offer into one platform. But more importantly, they’ve positioned themselves as more than just a software tool. The freemium side of the site sets HubSpot up as an educational community. The relationship between brand and consumer isn’t wholly financial, there’s a lot of value to be found on the free side of the site. This strategy softens the blow when it comes to converting free users to paid up members, because there’s already a relationship established between brand and buyer. So, that’s a wrap. Now you’ve been inspired by the positioning greats, it’s time to go off and make your own. 💪 ## Need more help with positioning? Our positioning masters is the course for you: [Positioning Certified: Masters | Product marketing | GTM Academy | Redefining go-to-market standardsBuilt on the back of decades worth of positioning experience, find your place in the market with real-life examples and road-block-busting templates.![](https://bulletinboardfiles.s3.us-west-1.amazonaws.com/uploads/bb/models/academy/favicon/e1834588-3b30-11ec-91dd-02dd896aace5/android-chrome-512x512_87203e.png?X-Amz-Expires=86400&X-Amz-Date=20230308T151236Z&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Credential=AKIAJRZQDO7S2YC5J2QA%2F20230308%2Fus-west-1%2Fs3%2Faws4_request&X-Amz-SignedHeaders=host&X-Amz-Signature=0e392c3db6a6317b08b824752498cf237d6c2e6116b66ed674d1c72bc9434fc9)WorkRamp![](https://bulletinboardfiles.s3.us-west-1.amazonaws.com/uploads/bb/models/course/card_banner/453f17f8-755d-11ec-8ef9-06cf503dca07/GTM_Web_Page_Tile_Tops_8.jpg?X-Amz-Expires=86400&X-Amz-Date=20230308T151236Z&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Credential=AKIAJRZQDO7S2YC5J2QA%2F20230308%2Fus-west-1%2Fs3%2Faws4_request&X-Amz-SignedHeaders=host&X-Amz-Signature=c4ad587724b222a2d89178281102c075001782e229ffcf211c9b93c667d06a38)](https://learn.gotomarketalliance.com/training/c9a6c420-c55b-11ec-bd4c-020df940d6b7/overview) You’ll learn: - The ins and outs of strategic positioning. - How to position for growth. - Why and how to reposition your brand. And much more. [Sign Up Now](https://learn.gotomarketalliance.com/training/c9a6c420-c55b-11ec-bd4c-020df940d6b7/overview) ### Delivering value to your most complex customers URL: https://www.gotomarketalliance.com/delivering-value-to-your-most-complex-customers/ Last updated: 2024-08-20T16:08:58.000Z *This article is based on a presentation given by Matt at the Customer Success Festival in New York in 2023.* --- My name is **Matt Kaplon**, and I’m the **Director of Enterprise Client Success** at **Indeed**. I’m excited to explore the topic of delivering value to your most complex customers. In this article, I’m going to provide: - A brief introduction and explain why I’m the right person to talk about this subject - Some context about Indeed and the challenges we face in delivering value to our complex customers - Four key insights you can take back to your own companies regarding delivering value to your complex clients ## **My role at Indeed** In my current role as the CS Enterprise Director, I lead our logistics and strategic accounts vertical. I oversee a team of around 50 indirect [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) who report to my org. Over the past couple of years, we have built the strategic account vertical from the ground up, and I have gained valuable insights from this experience. Let's dive into Indeed and its mission, as it is essential to understanding our company's core values. ### **Indeed's mission and evolution: A two-sided marketplace** Indeed is a mission-driven organization that is deeply committed to helping people get jobs. We operate within a two-sided marketplace, connecting job seekers with employers. When we launched back in 2004, we started as a small search engine, pulling job listings from the internet. Since then, we have continuously innovated and disrupted the HR tech industry. [![At Indeed, we serve job seekers and employers in a two-sided marketplace](https://www.customersuccesscollective.com/content/images/2023/05/image9--3-.png)](https://www.gotomarketalliance.com/delivering-value-to-your-most-complex-customers/) Throughout our journey, we have introduced various products and features. In 2011, we launched our company pages, similar to Glassdoor (our sister company), where employers can showcase their brand and working environment. In 2018, we introduced hiring events with resume subscriptions, enabling recruiters to proactively reach out to job seekers. ### **Emphasis on automation: Streamlining the hiring process** More recently, we have placed a strong emphasis on [automation](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/), making it easier for employers to hire and connect with job seekers. We have remained true to our original vision, keeping our platform focused solely on jobs and ensuring job seekers always come first. [![](https://www.customersuccesscollective.com/content/images/2023/05/image12--1---1-.png)](https://www.gotomarketalliance.com/delivering-value-to-your-most-complex-customers/) Our efforts have paid off, as Indeed has become the number-one job site in the world. Every minute, an astounding 23 hires are made on Indeed. These numbers demonstrate the impact we have in the job market. [![How Indeed helps larger organizations hire](https://www.customersuccesscollective.com/content/images/2023/05/image11--1---1---1-.png)](https://www.gotomarketalliance.com/delivering-value-to-your-most-complex-customers/) ## **Complex client challenge** Over the past two years, I have been focused on tackling the challenge of serving complex clients at Indeed. Working for a large company like ours, with thousands of [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) representatives, has taught me that complex customers exist in every organization, regardless of its size. [![Traditional customer success segmentation example](https://www.customersuccesscollective.com/content/images/2023/05/image3--5-.png)](https://www.gotomarketalliance.com/delivering-value-to-your-most-complex-customers/) Many of you may be familiar with the traditional customer segmentation model represented by this triangle. While this model is useful, it often fails to capture the complexity of customer needs. [![My reality segmentation example](https://www.customersuccesscollective.com/content/images/2023/05/image5--3---1-.png)](https://www.gotomarketalliance.com/delivering-value-to-your-most-complex-customers/) At Indeed, we have developed a more realistic segmentation model. One key difference is the emphasis we place on digital touchpoints for all our customers, regardless of their size or complexity. We recognize that there is a time and place for self-service, but we also prioritize high-touch engagement for our most important customers. Our high-touch customers receive proactive and personalized support, with regular communication and dedicated service. As we move down the pyramid, the level of engagement gradually decreases. However, what happens when one client fits into multiple segments? ## **Addressing complexity: A hypothetical customer case study** To demonstrate the challenges of serving **complex clients**, let's consider a hypothetical customer called Capital Incorporated. They are a multinational technology company with divisions in e-commerce, cloud computing, online advertising, and logistics. This Fortune 10 company operates across various sectors with diverse hiring needs. Each division utilizes Indeed differently, leveraging our technology in unique ways. [![Addressing complexity: A hypothetical customer case study](https://www.customersuccesscollective.com/content/images/2023/05/image2--5-.png)](https://www.gotomarketalliance.com/delivering-value-to-your-most-complex-customers/) For example, the logistics division hires millions of warehouse workers annually, relying heavily on Indeed for its hiring strategy, advertising campaigns, and operational efficiency. On the other hand, the corporate division focuses on hiring professionals with different profiles, requiring distinct tools and strategies. Additionally, the decentralized low-touch division, comprising drivers scattered across the company, relies on just-in-time engagements and [digital touchpoints](https://www.customersuccesscollective.com/the-ultimate-guide-to-high-touch-and-low-touch-engagement-models/). At Indeed, we have realized that complex clients demand tailored account teams to effectively address their unique needs. For large and complex clients, we treat them as accounts within accounts, ensuring that we allocate the necessary sales and CS resources to each division based on their opportunities and requirements. Unlike traditional handoff conversations, we have developed a continuous engagement model at Indeed. Our clients are constantly active on our platform, with hiring needs that fluctuate throughout the year. Consequently, we strive to deliver the right people at the right time to serve them effectively. Returning to the segmentation model means assigning dedicated sales and CS representatives to the logistics division due to its significant workload and importance. For the corporate and e-commerce divisions, we can combine resources into a medium-touch approach with one sales and CS representative. Lastly, the decentralized low-touch division requires digital touchpoints and just-in-time engagement. It’s important to acknowledge that working in a large company like Indeed provides access to abundant resources. However, I recognize that not every organization can readily allocate additional staff. Hence, finding the right balance and optimizing available resources is crucial to successfully serve complex clients. ## **Roles and responsibilities and risk mitigation** At Indeed, we began addressing the challenge of complex customers by focusing on prioritization. We honed in on the most important divisions first, emphasizing digital touchpoints at the bottom. This leads me to my second learning: [roles and responsibilities](https://www.customersuccesscollective.com/what-are-the-roles-and-responsibilities-of-customer-success-teams-in-2022/) and mitigating risk are crucial. Ensuring that the right people are doing the right things at the right time builds trust and credibility over time. [![The importance of clear account specific roles and responsibilities](https://www.customersuccesscollective.com/content/images/2023/05/image6--4-.png)](https://www.gotomarketalliance.com/delivering-value-to-your-most-complex-customers/) For instance, when we establish clear roles and responsibilities and [communicate them effectively](https://www.customersuccesscollective.com/drive-customer-engagement-through-effective-communications/) to our sales counterparts, we empower them to relinquish some ownership and collaborate more effectively. It's a practice that fosters alignment within our team. Our experienced and high-performing representatives are involved in this process, as they have valuable insights to contribute. Documentation plays a vital role in staying organized, ensuring that everyone understands their tasks and responsibilities within the account. Moreover, we understand that complex teams can be confusing for clients. To address this, we provide our clients with external-facing versions of our roles and responsibilities framework. This way, they know exactly who to approach for specific matters and when. [![Segment risk to prioritize effort](https://www.customersuccesscollective.com/content/images/2023/05/image4--5---1---1-.png)](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/) By [segmenting](https://www.customersuccesscollective.com/the-ultimate-framework-for-segmenting-your-customers/) and prioritizing our efforts, we leverage success plans. We categorize risks into planned and unplanned, as well as actionable and actual. This unique approach at Indeed stems from the cyclical nature of hiring and the [economy](https://www.customersuccesscollective.com/how-customer-success-can-steer-the-ship-in-an-economic-downturn/). We have learned that focusing on unplanned and actionable risks allows us to deliver the most value to our clients. ## **Engaging with your product and go-to-market teams** When it comes to customer success, we recognize that we have the ability to address challenges head-on. Unplanned events can provide us with an opportunity to step in and offer assistance, leveraging our expertise to optimize return on investment and provide valuable services. However, we also understand the importance of identifying risks that are beyond our control. For instance, if a major customer decides to lay off half of their workforce, a situation unrelated to our services, we don't want our teams to allocate excessive time and resources there. To tackle this, we have implemented a framework that helps us prioritize our efforts and focus on areas where we can make the most impact. Another key aspect of ensuring customer success is establishing strong relationships between our internal product and [go-to-market teams](https://www.gotomarketalliance.com/the-go-to-market-hub/?ref=customersuccesscollective.com). Have you ever found yourself on a client call only to discover that your client is discussing a product or feature change that you were not aware of? It's a relatable experience highlighting the need for [better communication and collaboration](https://www.customersuccesscollective.com/why-collaboration-will-transform-your-customer-experiences/) with these teams. By cultivating direct relationships, we can establish a [feedback loop](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/) that fosters urgency and drives meaningful conversations. It's a two-way street, with our teams providing valuable feedback to the product and go-to-market teams while receiving insights and updates on upcoming changes. To effectively engage with these teams, we have introduced advanced notice processes and escalation paths. Regular touchpoints and meetings within the organization ensure that we stay informed about upcoming developments. In fact, we have recently hired an operations manager to assist with these efforts. Weekly [product updates](https://www.customersuccesscollective.com/product-update-templates/) provide us with early access to information, allowing our team to analyze potential impacts and engage in strategic discussions. This proactive approach enables us to have more fruitful conversations rather than reacting to product releases without prior knowledge. One area where our customer success teams have excelled is quantifying the impact of our services. Their ability to build business cases and articulate the value of adding or removing features has been invaluable. This proficiency helps us effectively communicate with internal teams, addressing their primary concerns about revenue impact and the necessity of requested changes. It strengthens the **trust and credibility** we have built, showing that we have thoroughly considered their needs and are not simply providing vague feedback. ## **Navigating complex challenges: The power of iteration** [![Iterating with complex customers](https://www.customersuccesscollective.com/content/images/2023/05/image13.png)](https://www.gotomarketalliance.com/delivering-value-to-your-most-complex-customers/) Lastly, we emphasize **the importance of iteration** when working with complex customers. Complex challenges require time and ongoing improvement. We often remind our teams that progress from zero to 100 cannot be achieved overnight. Instead, we focus on incremental steps and **celebrate milestones** along the way. This approach tells a story of continuous improvement and highlights the value we have already delivered. While we have a **clear vision of the desired outcomes**, we remain adaptable to their evolving business goals and challenges. We understand that the world is constantly changing, and our ability to iterate ensures that we stay aligned with our customers' needs. As we navigate the ever-changing landscape of customer success, it's crucial to acknowledge that our initial Northstar may evolve over time. We understand that circumstances can shift, and we remain flexible in our approach, allowing us to pivot when necessary. Furthermore, we embrace **the philosophy that progress is better than perfection**. In our team culture, we foster a mindset of continuous learning and adaptation. We actively challenge the status quo, seeking opportunities for growth and improvement. Rather than striving for perfection, we focus on making progress, learning from our experiences, and swiftly moving forward. It's essential to avoid overwhelming ourselves by taking on too many projects at once. Instead, we take the time to reflect on what we've learned, incorporate those insights into our approach, and then shift our focus to the next task at hand. ## **Four essential tips to drive value for complex customers** [![Four essential tips to help drive value for complex customers](https://www.customersuccesscollective.com/content/images/2023/05/image8--3-.png)](https://www.gotomarketalliance.com/delivering-value-to-your-most-complex-customers/) To summarize, here are the four essential tips to drive value for complex customers that we've explored: ### **1\. Complex customers require complex account teams** Recognize the need for specialized teams that can effectively cater to the unique demands of these customers. Assigning clear roles and responsibilities within these teams is essential for delivering targeted support. ### **2\. Prioritize and establish clear roles** Clearly define roles and responsibilities, ensuring that everyone understands their specific areas of focus. This clarity enables smoother collaboration and efficient use of resources. ### **3\. Foster strong partnerships with product and go-to-market teams** Collaborating closely with internal teams responsible for [product development](https://www.customersuccesscollective.com/the-complete-guide-to-how-customer-support-customer-success-and-product-development-work-together/) and go-to-market strategies allows us to provide timely feedback, align our efforts, and drive progress. ### **4\. Embrace iteration and learning** Don't shy away from experimentation and continuous improvement. Embrace an iterative approach, learning from each experience, and incorporating those learnings into future endeavors. This mindset allows us to deliver increasing value as we adapt and evolve. By implementing these strategies, we aim to enhance customer success and deliver exceptional value to our complex customers. Consider how you can apply these insights within your own organizations. Embrace the idea of adaptability, prioritize clear roles and responsibilities, foster strong partnerships, and embrace the power of iteration. These principles will help guide you toward driving meaningful value and achieving success with your most complex customers. [Shining a light on customer successThere’s a tremendous need for customer success, but unfortunately, not everyone allocates the resources toward implementing a customer success function. According to recent studies, 37% of companies don’t have a clearly defined customer strategy in place. What can we do to remedy this failure?![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceGrace Gupta![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/10/lightoncustomersuccess.jpg)](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/) ## **Q&A** **Q: How do you effectively cross-sell if your customer success or sales teams are separated by unique personas or divisions in org?** **A:** At Indeed, we have a unique approach to sales and account management. Our sales team and customer success teams work hand in hand to ensure a seamless customer experience. While our sales team primarily handles the initial selling conversations, our CS teams play a crucial role in identifying upsell and cross-sell opportunities. When it comes to [segmentation](https://www.customersuccesscollective.com/the-ultimate-guide-to-customer-segmentation/), we already have divisions in place, which naturally present opportunities within each segment. Rather than focusing on upselling or cross-selling across different divisions, our approach is more like a cross-sell/upsell within the same division. Let me explain further. Imagine working with a large company where you have a designated point of contact on the East Coast. While the sales team may initially establish the relationship, the CS team comes in to nurture it. Now, instead of trying to cross-sell to other divisions, we leverage the existing relationships and expand our reach within that specific division. For example, we would explore upselling and cross-selling opportunities to counterparts on the West Coast within the same division. This approach allows us to maximize the potential within each vertical. By adopting this strategy, we can effectively tap into the vast opportunities within complex organizations. Rather than spreading our efforts thin across various divisions, we focus on [building strong relationships](https://www.customersuccesscollective.com/make-em-stick-6-ways-to-build-long-lasting-customer-relationships/) and expanding within each segment. This approach ensures that we are delivering value to the specific needs of each division, while also optimizing our sales efforts. **Q: How do you make the decision to split an account down to the division level for a source location? And what are the key considerations there?** **A:** When it comes to expanding our team and making a case for additional resources, it all boils down to the opportunity at hand. At Indeed, we have been successful in securing the business case for hiring more people by taking a step back and thoroughly understanding the daily responsibilities of our current team. This involved conducting surveys, shadowing team members, and diligently taking notes. By gathering this comprehensive information, we were able to present a clear picture to our [leadership](https://www.customersuccesscollective.com/8-winning-tips-for-stellar-customer-success-leadership/). We highlighted where we were investing most of our time and the corresponding revenue generated from our work with major billion-dollar companies. Recognizing the untapped potential and available budget within these accounts, we proposed a more segmented approach. With a deeper understanding of the specific needs and priorities of each account, we could allocate resources accordingly. Over time, this approach has proven successful in driving growth and delivering value. To make informed decisions regarding complex accounts, it's crucial to clearly understand what your teams are working on. By immersing yourself in the details and being in the weeds, you gain valuable insights that inform your decision-making process. This level of understanding enables you to advocate for the necessary resources and make strategic choices that propel your team forward. **Q: Do clients know that they are considered a digital-touch customer?** **A:** When it comes to internal segmentation, we don't explicitly communicate these segments to our clients. However, the digital touch aspect is crucial in our approach. Let's take the logistics example, for instance. Even though the customer may not be aware of the specific segmentation, they will experience various forms of digital touchpoints. These could include marketing-generated emails providing campaign performance updates and other relevant information. While this topic may not arise frequently, it's essential for us to ensure that our clients understand they have dedicated representatives at Indeed who are ready to assist them in maximizing their hiring potential. This requires us to approach the situation with empathy and a genuine desire to help them achieve their goals. By maintaining a strong focus on digital touch and providing exceptional support, we can effectively navigate the complexities of client segmentation. Our commitment to understanding their unique needs and offering personalized assistance sets us apart and reinforces our dedication to helping them succeed. In conclusion, while internal segmentation is not explicitly communicated to our clients, the digital touch component plays a significant role in our interactions. We strive to provide top-notch support and make our clients feel supported and empowered to achieve their hiring objectives. By demonstrating [empathy](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/) and leveraging our expertise, we build strong relationships that drive mutual success. ### The eight product marketing metrics you need to improve your Go-to-Market strategy URL: https://www.gotomarketalliance.com/the-eight-product-marketing-metrics-you-need-to-improve-your-go-to-market-strategy/ Last updated: 2023-08-08T12:36:29.000Z Product marketing is one of the key pillars of a successful Go-to-Market strategy. As a function, product marketing can sit between other departments involved in GTM and connect them. In particular, it can serve as a bridge between your internal and external teams, making product marketing a really important tool in your Go-to-Market arsenal. But as with any function, you won’t get the most out of product marketing unless you can measure, track and build on it. That’s where product marketing metrics come in. With the right metrics, you can really understand the impact of your product marketing efforts, spot gaps in your strategy and capitalize on the things you already do well. Today, we’ll be getting to know the most useful metrics for understanding and tracking your product marketing strategy. But first, let’s get to know some of the terminology used around metrics. **Metrics** ‘Metrics’ are simply the system you’re using to measure your results. Analyzing these metrics allows you to understand why you’re seeing the results you’re seeing, and be more tactical in your approach to product marketing. **KPIs** KPI stands for ‘key performance indicator’. Based on what you’re already achieving and your goals for the future, you’ll set KPIs internally to help direct your work and understand where you need to focus your efforts. KPIs are measurable and have defined time periods in which they’ll be achieved. **OKRs** OKR stands for ‘objectives and key results’. Where KPIs are something you track within your team, OKRs give you a framework for defining and achieving your goals. So first off you choose your objective, i.e. what you want to achieve, then the key result, which is how you’ll measure your progress in achieving that objective. By organizing your goals this way, you’ll have a clearer idea of what you need to do to be successful. How do these fit together? Well, your KPIs and your key results will likely overlap. And you’ll use your chosen metrics to measure both. Let’s look at some metrics. (NB: / means divide) [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/04/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_.png)](https://www.gotomarketalliance.com/the-cross-functional-gtm-playbook/) ## Metrics for product marketing ### Win rates **Win rate = Won deals / All deal stage prospects** With this metric, you’re tracking how many deals your sales team has ‘won’, i.e., successful sales. This is important for product marketers because they’re responsible for the journey of the customer before they get to the sales team. Making this journey consistent and ensuring product marketing and sales are working closely together will only improve this win rate. If a win rate is low, it’s not just a question for the sales team, you need to go back further to product marketing efforts and ask, are we targeting the wrong customers? Have we positioned the product incorrectly? When you’re measuring win rates, you must decide first how you’re going to define a win and a loss. Will a no decision be included as a loss, for example. If you don’t do this, your results won’t mean anything. [How to improve your Go-to-Market strategy with pre-launch metricsYou don’t want to leave Go-to-Market up to chance. And the good news is, you don’t have to. Pre-launch metrics allow you to know where you are, what you’ve achieved and where you’re going next.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/02/prelaunchmetrics.jpg)](https://www.gotomarketalliance.com/the-only-guide-youll-ever-need-for-pre-launch-metrics/) ### Conversion rates **Conversion rate + Number of conversions / Total number of visitors** Your conversion rate is the percentage of visitors you have to your website who become customers. This is a really important metric to track because if your marketing and content aren’t persuading people to convert, you must identify why, so you can make changes. On the flip side, if something you’re doing is triggering a lot of conversions, it’s important to know that. If you know what works well, you can keep doing it. ### Asset utilization **Asset utilization = (Total assets at the beginning of the period + assets at the end of the period) / 2** Product marketers produce a *lot* of assets for the Go-to-Market process. If you’ve got a busy workload (which we all do) you don’t want to waste time on assets that aren’t providing value. Understanding how efficiently your assets are used can help guide the assets you produce in the future. ### Deal cycle **Average deal cycle = Total number of days it took to close every deal / Total number of deals** This metric refers to the length of time it takes to close a deal. It’s important to have realistic expectations of how long a deal cycle will take because it allows you to plan a more realistic timeline for your Go-to-Market strategy. Having to push deadlines back all the time and change plans is really frustrating, so it’s important to be realistic and set expectations for your team and the rest of your company. It’ll make your work more efficient and improve morale. [How to measure the success of your product launchMetrics and KPIs give you the power to take control of your launch, track it, measure it and make adjustments if it’s not delivering the results you need. In this article, we’ll be breaking down the metrics you need to measure for product launch success and how to measure them.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/03/measureproductlaunch.jpg)](https://www.gotomarketalliance.com/how-to-measure-the-success-of-your-product-launch/) ### Win/loss ratio **Win/loss ratio = number of won deals / number of lost deals** Win/loss ratio tells you the number of deals you win vs the number of deals you lose. This metric is important because it’s your way of understanding why you’re winning and losing deals. You can break win/loss down to understand how variables like persona, lead source or industry impact your success. ### Site traffic This is a fairly straightforward metric. You’re just measuring the number of visitors to your website. You can get deeper into this by tracking engagement rate, bounce rate, click rate, and so on. You can use tools like Google Analytics or SemRush to track this data, plus most social media platforms will have built-in analytics tools. Finding out which of your marketing assets are engaging people the most and best driving them down the sales funnel allows you to keep producing work that resonates with your target audience. ### Onboarding and adoption With a Go-to-Market strategy, the product marketer’s job doesn’t end at the product launch. After the initial purchase, if you want to maximize customer lifetime value or nudge them towards being an advocate of your brand, you need to make sure they’re getting the most out of your product. That means onboarding customers so they know how to get the best out of their purchase and checking in to ensure they’ve adopted the product into their routine. The ideal result of adoption is when a customer can’t imagine their life without your product. To keep track of this, you can measure how many customers complete your [onboarding process](https://www.gotomarketalliance.com/why-you-need-to-nail-your-customer-onboarding-process-and-how-to-do-it/), their engagement rate, how often they use the product and how engaged they are with it. ### Churn rate **Churn rate = Churned customers / Total customers** Your churn rate refers to the number of customers that leave your business. If you’re losing a lot of customers, you’re also losing revenue. Acquiring new customers is expensive and a short customer lifetime value doesn’t make for a cost-effective or sustainable business model. If you track your customer churn you can pinpoint when customers are leaving your business and figure out why. Once you have those insights, you can make changes to improve your [churn rate](https://www.gotomarketalliance.com/how-high-is-too-high-get-to-know-your-customer-churn-rate/) and prolong the lifetime value of your customers. [What are the go-to KPIs and metrics used in customer success?Picture this: you have an in-demand product, a seemingly solid customer base, and money pouring in. Surely you’ve made it, right? But the thing is, none of these things matter without setting the right measures in place to monitor the good and the bad.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceGrace Gupta![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/03/customersuccesskpis.jpg)](https://www.gotomarketalliance.com/what-are-the-go-to-kpis-and-metrics-used-in-customer-success/) ## Choosing the right metrics for your product marketing team Product marketing is a diverse role, and the metrics you choose to track will vary based on the stage your company is at and what your goals are. Are you a start-up? Scale-up? Pre-product market fit? Post-product market fit? The stage your company is at will determine what you need to focus on, which in turn dictates which metrics are most useful for you to track. When deciding which metrics you’ll track as a team, take into consideration what your goals are and which information would be most useful for you to know. ## Ready to have your say on Go-to-Market salaries? Go-to-Market is the backbone of so many businesses, but Go-to-Market job titles are still new on the scene. That’s why we’ve set out to find out what the GTM job market looks like, how much you can expect to be paid and what it *actually* means to work in Go-to-Market. Be part of the first ever report to take a deep dive into Go-to-Market jobs and salaries and see how your peers stack up. Complete the survey now. 👇 [Have your say](https://www.gotomarketalliance.com/the-go-to-market-salary-survey-2023/) ### The role of regional product marketing in helping accelerate growth within new markets URL: https://www.gotomarketalliance.com/regional-pmm-to-accelerate-growth-in-new-markets/ Last updated: 2024-08-20T16:08:46.000Z *This article was adapted from Jony’s talk at the Product Marketing Summit in Toronto.* Hi, my name is Jony Tabuteau, and I'm the Senior Product Marketing Manager for Xero. I have the privilege of leading a team of product marketing managers across the US and Canada. My team is essentially responsible for helping to accelerate Xero’s growth in North America, and that's what I'm excited to talk to you about today: the role that product marketing plays in growth. I'll be focusing on a variety of topics, including: - The complexities of growth - Regional product marketing: How product marketers can lean in - Three ways product marketing shapes new markets - How a customer-first approach will enable you to succeed [![Venn diagram showing the sweet spot at the intersection of strategy, product, and go-to-market](https://www.productmarketingalliance.com/content/images/2023/05/Screenshot-2023-05-19-at-15.31.35.png)](https://gtm-academy.ghost.io/ghost/www.productmarketingalliance.com/the-role-of-regional-product-marketing-in-helping-accelerate-growth-within-new-markets/) Now, product marketing varies a lot depending on the company you work for and the stage of growth you're in. I believe that it can add the most value when it sits at the intersection of three worlds: strategy, product, and go-to-market. What I love about product marketing is it allows you to use all the skill sets from those three areas. Product marketers do a lot of different things, from product launches to positioning to adoption, but one area I think we can play an even more important role is expanding into new markets. That’s because sitting at the intersection of a lot of key teams gives us a unique perspective. I hope that as your business grows and looks to expand into new regions, you can, as a product marketer, lean in and say, “We not only deserve a seat at the table; we should be the ones leading these initiatives.” ## What is Xero? Before we get into it, I want to set the stage and tell you about Xero. The first thing you need to know is we are not Xerox – I’ve got nothing against them, they make a fantastic product, but that’s a different company. We all have different targets for success. Some people want to hit a certain revenue goal; some people want to achieve a certain run rate; I would just love to tell people where I work and not have them start complaining about their printers jamming all the time. (I’m kind of joking, but it happens more than you would think.) With that out of the way, Xero is a SaaS platform that provides accounting solutions to small businesses, accountants, and bookkeepers. While we started off as a core accounting solution, we've evolved over time and layered in additional products like payroll and tax solutions. We've also grown regionally. We were founded in New Zealand, we then grew into Australia, Singapore, Europe, the US, and Canada. Today, I’m going to share my learnings from that experience of expanding into new markets. ## The complexities of growth Although growth stories are exciting, it's not always sunshine and rainbows. It can be significantly harder for some tech companies to grow into new markets, depending on the product they have and the space they’re in. Let's unpack that a bit. New markets introduce a ton of new variables. That can either present a huge opportunity for you to benefit from, or it can hinder your growth. The variables show up in each of the three areas I talked about earlier: strategy, product, and go-to-market. [![The viariables that influence growth in new markets](https://www.productmarketingalliance.com/content/images/2023/05/Screenshot-2023-05-19-at-15.33.06.png)](www.gotomarketalliance.com/regional-pmm-to-accelerate-growth-in-new-markets) Let’s start with strategy. Because of things like the competitive landscape, market maturity, and the regulations that you have to comply with, your positioning may need to change completely when you expand into a new market. From a regulation standpoint, what your product can do may also be limited by the regulations in a different province or country. That means if you work in health tech, fintech, proptech, or any other highly regulated industry, your product will vary quite a bit when you go from your home market into another one. Your product’s capabilities may also be limited by what that market is ready for. I'll give you an example from Xero. Open banking in Canada is significantly behind the rest of the world, as is cloud adoption by SMBs. The market’s just not there yet. We’re a cloud-based platform whose bread and butter is connecting data from financial institutions so that made things pretty tricky for us as we began to size up the Canadian market. Localization needs to be considered as well. For instance, if you're launching in Canada and you don't have a French-language product, your total addressable market shrinks dramatically. You also have to think about how your app ecosystem and your partnerships are going to work in new regions. Product requirements can be a minefield too. I'll give you another example. We built a tax product for the UK – one tax product to cover the whole country. For Canada, we've got 13 because of all the different provinces and territories. Meanwhile, the US has 14,000 different tax rates that we had to try and combine. I don't know what they're doing down there! All these factors and more can impact your products, which means that when you grow, your product-market fit can be severely impacted. Finally, there’s the go-to-market side. This one might be the most straightforward one to tackle, but your approach is still going to be quite different. The customer makeup in your new market may not be the same. Perhaps there’s a strong enterprise presence or more of a mid-market presence. The unmet needs of customers can vary quite a bit too from market to market. All that is to say that your product-market fit, and therefore how you position and go to market can vary massively from region to region. You can't just take what you've done in one place and copy-paste it elsewhere. All these variables in your strategy, your product, and your go-to-market motions come together. That means if you try to replicate your approach from one market to another, you can find yourself facing any number of the following problems: - Uncompetitive product-market fit - Ineffective product positioning - Lack of clarity around the target customer - Messaging that doesn't resonate - Sales team is not set up for success - Misaligned product priorities This leads to costly and inefficient growth. You’ll find yourself doing a lot and not getting much back in return. [![Consequences of improperly managed variables](https://www.productmarketingalliance.com/content/images/2023/05/Screenshot-2023-05-19-at-15.34.20.png)](www.gotomarketalliance.com/regional-pmm-to-accelerate-growth-in-new-markets) ## Regional product marketing: How product marketers can lean in These challenges are hard to overcome, but as product marketers, we can try to mitigate them. But first, we have to shift our mindset from “What can't we do?” to “What can we do?” I'm not saying that product marketing alone is the silver bullet. These challenges need to be tackled at an organizational level as well. However, product marketers can lean in and drive value by leading initiatives to mitigate these pain points. I'm going to share how we’ve overcome these obstacles at Xero to drive growth as we expand into new markets. I’ll also share some things that you can do as a product marketer when you're looking to expand, whether that’s into a new market, a new vertical, or a new segment. We’ll explore how you can make the best of what you have. First, let me explain how we’ve structured the product marketing organization. As well as the regional product marketing roles I’m about to describe to you, we have traditional product-led product marketing roles. These are part of global product groups where the product marketer is embedded with a product group that's responsible for everything from discovery to launches to adoptions. [![Product-led PMM roles at Xero](https://www.productmarketingalliance.com/content/images/2023/05/Screenshot-2023-05-19-at-15.35.14.png)](www.gotomarketalliance.com/regional-pmm-to-accelerate-growth-in-new-markets) The product marketers in those roles are brilliant, but as we grew into markets that were further away from home and knew less about them, we found that those roles didn't always capture the nuances of product-market fit or customer contexts. We had strong positioning on our offerings, but the dots didn't always connect with the customer’s perspective. From an organizational standpoint, one way we mitigated this issue was through the launch of regional product marketing roles. What these roles involve can be neatly summed up with a term that I kind of hate myself for using: *glocalization.* It’s about being as local and regional as possible in everything you do, so you have a clear understanding of who you're trying to sell to. These roles sit in regional go-to-market teams as well as product teams and are essentially responsible for how we show up within a region. Instead of one product across every market, we look specifically at one market while at the same time looking across all the products we have. That allows us to connect the dots and frame our offering in a way that's going to drive the most value for the target customer. [![Regional PMM roles at Xero](https://www.productmarketingalliance.com/content/images/2023/05/Screenshot-2023-05-19-at-15.35.51.png)](www.gotomarketalliance.com/regional-pmm-to-accelerate-growth-in-new-markets) As with many growing companies, we have a range of product portfolios. While a traditional PMM role may drive strong positioning for just one product category, the regional role looks across all our different portfolios, combines them, and uses that as a way to grow. The point is that as you grow, you may not have the same product-market fit. But that doesn't mean you can't do something about it. It's about taking all the product capabilities you have and positioning them as effectively as possible to the needs of the market you’re targeting. That way, your messaging is going to better resonate with the customer you're talking to and you’ll be able to carve out a foothold in a new market, and then add product-marking fit as you go. As I said, this involves a mindset shift. We don't need to be everything to everyone. We may have everything figured out in one market, but we need to be a bit more resourceful as we grow into another one. This means focusing more on where we can deliver the best experience and plugging any gaps. That’s going to allow us to secure tangible wins so we can grow with a customer and use that relationship as the foundation for growth in the market. Think of it like this: when you’re entering a new market, you want to get a seat at that crowded table by weaselling your way in and making some elbow room once you're there. That’s a lot easier than pulling up to the table with your chair and expecting everyone to make room for you. [![TL;DR How do we take what we have today and position it as effectivelu as possible for the market so we can hit our sales objectives in the short term while building for product fit?](https://www.productmarketingalliance.com/content/images/2023/05/Screenshot-2023-05-19-at-15.36.57.png)](https://gtm-academy.ghost.io/ghost/www.productmarketingalliance.com/the-role-of-regional-product-marketing-in-helping-accelerate-growth-within-new-markets/) ## Putting theory into practice What I’ve covered so far might seem a little abstract, so let’s go through some of the ways that you as a product marketer can put this theory into practice as you enter a new market. As we know, product marketing plays an important role in shaping the growth of your product positioning in new markets. There are three main steps to make this happen, each falling into one of the buckets we talked about earlier: strategy, product, and growth. It all starts with developing a positioning strategy to secure a foundation for growth. Then, once you have clear positioning that’s going to help you win, you’ll want to work with your product counterparts to influence the roadmap for product-market fit. Finally, you’ll take that positioning strategy and reinforce it across your go-to-market teams to set them up for success. Let’s dive a little deeper into each of those steps. [![PMM plays a pivotal role in shaping growth in new markets](https://www.productmarketingalliance.com/content/images/2023/05/Screenshot-2023-05-19-at-15.38.03.png)](www.gotomarketalliance.com/regional-pmm-to-accelerate-growth-in-new-markets) ### Step one: Develop your positioning strategy To develop a positioning strategy that’s going to allow you to compete in your new market and secure a foundation for growth, you need to start by synthesizing some key pieces of information: **Market context** - What’s the current state of the market you’re going into? - What trends are you seeing? **Product** - Can you honestly say that you have product-market fit in your new market? - What are your strengths and weaknesses? - What are your differentiators? - Are you missing out on any key partnerships in this new market? **Competition** - What are their strengths? - Do they have any weaknesses that you can capitalize on? **Customer** - How will you segment your new customer base? - What are their unmet needs and pain points? **Your global playbook** - What are your best practices? - What needs to be adapted to this new market? You can take all this information and use it to develop concise positioning that will help you achieve growth in your new market – even if you don’t yet have all the tools that will set you up for success there. You can build this positioning by answering a few key questions: - **What** can you compete with? In other words, what can you do well in the new market, and what can’t you do? - **Who** can you win with? Based on your product’s capabilities and your product-market fit, who should your target segments be? You want to make sure you orient around those individuals, rather than trying to be everything for everyone. - **Where** are there opportunities in this new market? - **How** will you package all of this up into consistent product positioning? - **Where** to next? What’s your growth plan? [![](https://www.productmarketingalliance.com/content/images/2023/05/Screenshot-2023-05-19-at-15.39.10.png)](www.gotomarketalliance.com/regional-pmm-to-accelerate-growth-in-new-markets) This is not just theory. This is what we did in Canada. We had numerous headwinds, not least when it came to finding product-market fit. Doing the very exercise I’ve just described helped us understand the market needs and where we could fit in, then position ourselves strategically to align with that market – a much more successful approach than just copy-pasting what we’d done in New Zealand. Xero’s positioning for Canada is significantly more targeted and focused because of the constraints that we faced. Rather than leaning away from our product-market fit challenges, we leaned into them, and that's creating momentum for us in this new market. This process and the positioning that came from it are informing our annual planning, our sales planning, and our product roadmap for the next few years. As a product marketer, it's been amazing to be at the start of the value chain. ### Step two: Influence your product teams Now that we have positioned to enter the market, it’s time to move down the value chain. We’re going to work with product to influence them in a way that complements everything we’ve just uncovered and created. Now, I don't want to speak poorly about product teams – they are our friends after all – but I will say they could use all the help they can get. We should be the ones leaning in to provide that help. So how does product marketing lean in? By understanding the product’s positioning and working with the product team to accelerate it down the most strategic path to product-market fit. If we're going after a niche in a specific market, let's focus on filling gaps in that market as opposed to trying to make little improvements everywhere. From a product marketing standpoint, it's about surfacing the voice of the customer in your region so that product teams can enhance existing products for this market. This can even help them create net-new products that don't exist elsewhere but are needed within your regions. Surfacing the voice of the customer is also going to help your product teams to prioritize what’s important so they can make the most of the resources available to them. [![](https://www.productmarketingalliance.com/content/images/2023/05/Screenshot-2023-05-19-at-15.43.37.png)](www.gotomarketalliance.com/regional-pmm-to-accelerate-growth-in-new-markets) When we grew into Canada, that's essentially what we did. We understood where we could play and we knew that our Canadian customers could use our products for a very specific workflow. Unfortunately, there were gaps in that workflow, so we surfaced customer feedback to the product team and had them prioritize enhancements and net-new products that we knew would move the needle. ### Step three: Lead optimized go-to-market strategies Finally, product marketing can play a vital role in driving a much more unified go-to-market strategy. When you're going into a new market, the sales team there may be new and not have much confidence in speaking about your product. With this clarity on the new market and your tailor-made regional positioning, you can set your sales teams (and your entire go-to-market team) up for success. Your job is to take the positioning you’ve built and translate it into the language of customer-facing teams. You can do that through customer value props, positioning playbooks, sales decks, and more. Ultimately, you need your sales folks to buy into your positioning. When we developed our go-to-market playbook, we made it clear to our sales team that we did so not because we love developing positioning, but to help them achieve their sales targets. [![](https://www.productmarketingalliance.com/content/images/2023/05/Screenshot-2023-05-19-at-15.44.24.png)](www.gotomarketalliance.com/regional-pmm-to-accelerate-growth-in-new-markets) From there, you want to package your communications in a way that aligns with your positioning. To make this happen, you’ll need to take all the different propositions, updates, and releases that product teams are developing, and stitch those together so that every release and every customer touchpoint reinforces your positioning within that market. All this is going to allow you to deliver a very consistent customer journey. Whether customers are engaging with your top-of-funnel marketing team, your sales teams, or your customer success teams, everything they hear about your products is going to align with the positioning you set up at the start of the value chain. ## How this customer-first approach will enable you to succeed This is what we've done to accelerate our growth in Canada. Thanks to this approach, we’ve not only seen greater consistency across customer touchpoints, but we’ve also seen improvements in customer-facing teams’ morale and confidence in speaking about our product. As if that wasn’t enough, sales volume has increased, the velocity of closed sales has increased, and sales efficiency has increased. We’re spending less time trying to target every single customer. Instead, we’re honestly telling them whether or not we can meet their needs with our offering in their market as it stands today. [![](https://www.productmarketingalliance.com/content/images/2023/05/Screenshot-2023-05-19-at-15.45.13.png)](www.gotomarketalliance.com/regional-pmm-to-accelerate-growth-in-new-markets) This approach is all about scaling into new markets more effectively and efficiently. It will give you greater clarity and consistency across teams, stronger positioning that accelerates your growth, a better customer experience, and the ability to hit short-term sales targets while you optimize your product-market fit. ## Time to wrap up If you take nothing else from this article, just take away these three key points: - Product marketing is uniquely positioned to identify growth opportunities, not just from a product-led standpoint, but from a regional and customer-led standpoint as you expand into new markets. - To secure a foothold in a new market, develop a strong positioning strategy that focuses on what you can do well for your target audience there. That’s going to give you a foundation to build from. - Use that positioning to empower your sales teams to hit their goals, and to steer a path to product-market fit with your product teams. ### The dangers of outsourcing SaaS development vs keeping it in-house URL: https://www.gotomarketalliance.com/the-dangers-of-outsourcing-saas-development-vs-keeping-it-in-house/ Last updated: 2023-07-18T10:22:19.000Z Okay, so you’ve got a really great idea for a SaaS product; now it’s decision time, do you focus on building your solution in-house, spending money and resources on building out teams for each function, or do you instead outsource your product development to agencies? The answer depends largely on the type of product you’re offering. We can’t give you a definitive answer either way, but we can guide you to the solution that might be right for you. So, without further ado, let’s give you the low-down on outsourcing vs in-house development. ## **What is outsourcing vs in-agency development?** When it comes to deciding between hiring an agency or keeping things in-house for your development needs, there are some key differences to consider—like cost, timelines, flexibility, and dedication. Now, if you decide to go with a software development agency, you can save some cash, get your product launched faster, and have more time to focus on other important aspects of your business. But here's the catch: if you want to make changes or pivot down the line, it might be a bit trickier with a fixed scope, and the agency might not be as invested in your project as an in-house team would be. So, you need to make sure that your vision is clearly articulated to agencies. On the flip side, going with an in-house development department gives you more freedom to tweak things on the go, more control over the process, and a team that's fully dedicated to your product and the problem you're tackling. But keep in mind that it might take a bit more money and time to get your product off the ground using this approach. ## **The benefits of outsourcing** ### **Focus on core offerings** When it comes to your SaaS product, outsourcing it to a software development agency can be a game-changer, especially if you don't have the right team in-house. But here's the thing—even if you do have a super slick [UI/UX ](https://www.futureofsaas.io/why-user-experience-is-so-important-for-your-saas-company/)and development department, outsourcing smaller projects can still be a smart move. It helps your team stay focused on core offerings and more pressing matters. ### **More cost-effective solution** Outsourcing is often a more cost-effective option. You don't have to worry about hiring expensive freelancers or setting up a whole in-house team. That means more savings for your business. On average, this approach can slash your costs by up to 50% while still delivering top-notch SaaS products faster than the [competition.](https://www.futureofsaas.io/competitive-differentiation-strategy-how-to-win-in-a-hyper-competitive-saas-market/) ### **Free up your time** But that's not all. By outsourcing the development of your SaaS product, you can free up your time to tackle other critical tasks before the big launch—no need to go through the hassle of hiring, [onboarding,](https://www.futureofsaas.io/customer-onboarding-101/) and managing the project yourself. Instead, you can rely on a trusted partner to handle all the development work. This way, you can invest your valuable time in marketing, business development, and legal matters to ensure a successful and smooth [launch.](https://www.futureofsaas.io/launch-a-showstopping-saas-with-these-6-examples-of-a-minimum-viable-product/) ## **Benefits of in-house** ### **Greater commitment to your product** Having a team of employees who live and breathe your product can work wonders. They're going to have that special spark of passion for your company and what it's all about. Plus, they're bound to be more in tune with your customers' [pain points](https://www.futureofsaas.io/building-profitable-products-with-customers/), which means they can tackle those challenges head-on. They’re willing to go above and beyond for your project because they're totally committed to your company. ### **You have more control over your product** When you keep the development of your SaaS product in-house, you're the captain of the ship, calling the shots and steering the course. Having a dedicated team on board means you have the freedom to smoothly sail through changes, introduce fresh designs, and expand the development as your product evolves. Having an in-house team proves to be a real game-changer when you need to make a quick pivot with your product. They're right by your side, ready to adapt and make those necessary moves like a pro. So, by keeping it in-house, you're not only taking control of your SaaS destiny but also setting yourself up for success in the ever-changing tech world. ## **The dangers of outsourcing** Let's talk about the downsides of outsourcing the development of your SaaS product. Before you make a decision between hiring an agency or building an in-house team, it's crucial to understand the risks involved. ### **Harder to implement changes** First off, outsourcing can make it trickier to implement significant changes when the need arises. One of the risks is that agencies usually provide proposals with fixed deliverables, timelines, and budgets. So, if your product needs to pivot, you might find yourself in a situation where you have to renegotiate the terms of the contract with the agency to redefine the project scope. This shift can impact the timeline and budget, causing potential complications. ### **Possible lack of commitment from an agency** Another thing to keep in mind is that an agency team operates differently from an in-house team. While a development firm's team can certainly be passionate about your project, it's unlikely to match the same level of commitment and interest as an in-house department. Agency teams often juggle multiple projects simultaneously, which brings diversity in experience. However, having an in-house team has the advantage of undivided focus solely on your project, ensuring a dedicated approach. So, before you dive into outsourcing, make sure you weigh these factors and consider the pros and cons carefully. It's all about finding the right fit for your unique needs and goals. ## **The dangers of in-house development** ### **It’s far more costly** First things first, let's talk about the costs. Developing your SaaS product in-house can quickly rack up overhead expenses that surpass the fees charged by an agency. Payroll costs for UI/UX designers and software engineers can really add up, and let's not forget that these costs come with a long-term commitment of several months. For a startup launching a new SaaS product, this can be a major financial burden and a risky move. Even hiring contractors can prove to be quite costly in the long run. ### **It takes a lot longer** But wait, there's more. Developing in-house also tends to take longer. If your company finds itself in the position of needing to recruit talent internally, you'll have to invest time in the hiring and onboarding process. And let's face it, that's time you could have otherwise spent on actually developing the product itself. On top of that, managing the product internally means you'll be more involved in decision-making, task management, and other aspects of project management. This opportunity cost can have some adverse effects, as it may result in neglecting other crucial areas of your business, such as marketing and business development. And believe me, that can have a negative impact on your product launch. Developing in-house can come with some hefty costs and time considerations that shouldn't be taken lightly. Be sure to assess the risks and potential trade-offs before making your decision. ## **Tl;DR** ### **Pros of outsourcing** - It’s more cost-effective - It allows you to focus more on your core offerings - It frees up your time and resources, especially when it comes to training and onboarding staff ### **Pros of in-house development** - A more passionate team that really cares about your product and the growth of your organization - More control over your product - Far greater control of your product so that you can supervise development every step of the way. - More freedom to implement changes to the product along the way In short, there is no right answer, but be sure to weigh up the pros and cons and find the path that suits your product. --- [![Become an executive powerhouse with the C-Suite Masterclass](https://www.productmarketingalliance.com/content/images/2023/07/C-Suite_Ghost_Banner_Assets_--1-.png)](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content) While you're here, check out the all-new ****C-Suite Masterclass**! With the help of leading experts, plus access to our Alliance frameworks and case studies, you'll get all the strategies, insights, and skills you need to thrive in the upper echelons of business. [Find out more now](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content) ### Account-based marketing at LSEG URL: https://www.gotomarketalliance.com/account-based-marketing-at-lseg/ Last updated: 2024-08-20T16:08:25.000Z *This article originates from Marquis' presentation at the Revenue Marketing Summit in New York, 2022.* Before we dive into account-based marketing (ABM), I'll briefly introduce myself. I’m Marquis Green, Senior Manager of Account-Based Marketing within the Marketing Strategy department at LSEG. LSEG stands for London Stock Exchange Group. It's a new brand that we're growing, but at the base of it is the London Stock Exchange – a 300-year-old entity focused on global financial markets. Essentially, we provide data, analytics, tools, and technology for banks and other financial institutions – government entities, pension funds, you name it – within the financial services ecosystem. They're our clients, they're our customers, and so account-based marketing has become more and more relevant for us over time. Because of the breadth of accounts and the geographic coverage that we have, we need to be able to prioritize certain accounts. In this article, I’ll be covering: - The nuances of account-based marketing - Why businesses today need to pay attention to ABM - How we do ABM at LSEG - ABM partners with strategic account program teams - Our partnership with sales - How to build a customer and data-led ABM strategy in six steps - How we align our ABM success with the three R’s ## **The nuances of account-based marketing** Account-based marketing is a pretty nuanced strategy, and what it looks like depends on what your goals are. If your firm’s goal is to retain at-risk accounts, you may build your ABM program around those accounts. Or, it may be that certain accounts have such a market share within an industry space that if you cover 10 of them, that can account for 50, 60, or even 70% of a customer or client segment. Whenever you think about ABM, you want to ask yourself what your priorities are, where the greatest advantage is, and what the sales team’s most concerned about. ABM is all about putting the account at the center of your ecosystem, so we look at the account almost as a person. Let’s take one of our accounts, Goldman Sachs, as an example. - What problems is Goldman Sachs encountering? - What are its goals? - What’s its mission statement? - What’s in the press about it? - How does it market itself? We can take a holistic approach to the account to best understand how to approach it and promote our solutions and products. ## **Why businesses today need to pay attention to ABM** I want to share a couple of stats that are very relevant to our topic today. First, in 2021, the global ABM market was worth [$750 million](https://www.mordorintelligence.com/industry-reports/account-based-marketing-market?ref=revenuemarketingalliance.com) – and that was a pandemic year. In 2027, it’ll be more than double that. It’ll be worth [$1.6 billion](https://www.businesswire.com/news/home/20210621005640/en/Global-Account-based-Marketing-Market-Research-Report-2021---ResearchAndMarkets.com?ref=revenuemarketingalliance.com). A lot of salespeople are learning about ABM, and they're thirsting for it because it forms a great partnership between marketing and sales. It hones in on a more specific customer account profile, allowing us to build a campaign around that account. The second stat I want to share is that when sales and marketing are closely aligned, [overall marketing revenue goes up by 208%](https://www.linkedin.com/business/marketing/blog/content-marketing/introducing-the-art-of-winning-marketing-and-sales-orchestration-ebook?ref=revenuemarketingalliance.com) – more than double. In other words, if you’re not already driving alignment through account-based marketing, it’s time to start. ## **How we do ABM at LSEG** Below, you can see a simplified version of our ABM model. We decided to build our program around our 52 top accounts, which we’ve divided into two categories: one-to-one and one-to-few. ![LSEG's ABM model, showing a pyramid with one-to-one ABM on top and one-to-few ABM below](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/09/slide-1.png) A one-to-one approach essentially means tailoring an entire marketing campaign specifically to an account. We let the account know that we're inviting them into this program. In fact, a very important part of ABM is letting the client know that they’re getting a personalized approach. Another set of very high-priority accounts gets the one-to-few treatment. They’re clustered because we have to scale our human resources and budget and we yet don't have the people power to cover every account on a one-to-one basis. This can be a challenge with ABM. Even if you only have 20 accounts to look after, that can be a lot, as we all have other things to do outside of our primary roles. In the one-to-one approach, we focus on the priorities of the accounts we’re targeting and get familiar with their mission statements and goals, and then we partner with the Group Strategic Relationship Director (GSRD), who could be considered the most senior salesperson for an account. Our team works with the GSRD to define the priorities we want to focus on from a marketing perspective. In the one-to-few approach, we look at similarities between sets of accounts. We cluster them together, identify their pain points and needs, and market to those sets of accounts. However, visually, the account is receiving a personalized approach. So, if it's LinkedIn ads, email marketing, or an event, the account appears to be the only one receiving this TLC. It's still a white glove service, but it allows us to utilize our resources more efficiently. Our ABM setup and ratio are based on our priorities, which are reputation and relationships. These are extremely important, accounting for 80% of our focus while revenue growth accounts for only 20%. That’s due to the fact that rapid revenue opportunities are most likely to come through maintaining our reputation and growing our relationships. These are our three pillars, or the three R’s, as we like to call them: 1. **Reputation** 2. **Relationships** 3. **Revenue** We aim to bucket every account we work with to ensure that we're driving growth through these three pillars. ## **ABM partners with strategic account program teams** Let’s take a closer look at how we tailor our approach to each account or account cluster. Within each account, there are four different categories of roles that we want to market to: 1. End users, application owners, and data scientists 2. Executives 3. Division heads 4. Business heads and market data heads Each of these four groups gets individual campaign treatment from us in collaboration with sales. As an example, if we look at end users or application owners, there's a set of client-facing representatives that engage with those users at the account. They get us [qualitative and quantitative feedback](https://www.productmarketingalliance.com/qualitative-vs-quantitative-research/?ref=revenuemarketingalliance.com) on how we can grow our reputation and grow relationships with those end users. With executives, we take a similar approach. When we're marketing to the C-suite, we work to define who in our C-suite can build a relationship with the executives at the account, who can grow them, who can set priorities, and who can help drive the direction of our campaigns and sub-campaigns for that account. When it comes to the one-to-few approach, we partner with our sales organization, customer success, support, solutions consultants, and account managers. In my opinion, this is the key to a successful ABM program. ## **Our partnership with sales** If you’ve ever worked alongside a sales team as a marketer, you’ll know that they always want to know the ROI of our campaigns and how we can help them while they're out in the field. We have kind of a soft contract with the sales organization, where they’ll receive certain benefits from the ABM program as long as they give us what we're unable to drive on our own. One example of what sales gets is new insights into people in business units. We mine data on each account and share any changes with our sales teams. For instance, we'll inform them if Credit Suisse has hired 10 new managing directors, grown their ESG business, or made layoffs in a certain segment of their business. The sales team uses this intel to decide how to manage the relationship and move forward with their efforts. Another example is the measurement of KPIs. We always share the performance of campaigns, the responses, and how they compare across audiences. We also use these insights to assess engagement among target accounts. Customized content is also a key factor. We sit down with financial institutions like Goldman Sachs and Bank of America to understand what their environmental social and governance (ESG) teams need. We identify nuanced differences in their focus areas and then customize and curate our marketing content based on those conversations. Now let’s look at what sales give us. We get regular account updates and feedback, as well as access to detailed account plans. We spend time looking at the financials and getting to know the divisions within the account, how they're performing, and the nuanced changes between the accounts through that quantitative feedback. We also receive qualitative feedback on deliverables. For instance, if the sales team has gone out and done a roadshow to three offices of a particular account, we want to get as much direct feedback as possible, which we’ll then incorporate into our plan. ## **How to build a customer and data-led ABM strategy in six steps** As marketers, we all aim to be customer-led, which often leads to selecting strategic accounts against specific criteria. If your goal is to grow in a particular region, you can base your ABM program on accounts that’ll provide the most growth potential in that region. Similarly, if your aim is to grow business opportunities with a specific role, you should build your ABM program around that. This is step one. Once you and sales leadership have agreed upon criteria for the accounts you want to target, the next step is to move to step two, which is all about account insights. You want to look at a variety of data points, such as customer satisfaction scores, feedback on particular product families, and geographies, and incorporate that into your plan. Another way to leverage account intel is to assess how accounts market themselves. That way, you can utilize their messaging (without plagiarizing, of course!) in your ABM program, speaking to them in a language that you know they understand. In step three, we align our ABM strategy and planning with our group strategic accounts (GSA) planning. This involves long sessions where representatives from different global teams share feedback. This open forum enables the representatives to hear each other's thoughts and ideas, helping to inform the strategy and plan with key accounts. Although the process can be exhausting, it’s incredibly helpful in allowing us to create a robust and reliable program. Step four is to create your account messaging, audience, and go-to-market plan. The idea is to create messaging that supports the account’s business objectives. We start by looking at our own organizational identity and image. Next, we look into the account’s goals and mission and how the account positions itself. From there, we can identify areas of alignment between ourselves and the account and see which of our products will best support the account’s needs. Next, we create client-centric high-level messaging for each audience group within the account. We generally create four to five different individual campaigns as part of a very tailored, personalized approach. Once we've got our messaging down, it’s time for step five: execution. This is where we create personalized content and tactics based on the account’s priorities. For instance, if we know that an account is trying to grow business in a particular area or region, we can use that intel to decide where to concentrate our budget as we go to market. Our sixth and final step is the ongoing measurement of our campaigns via an ABM dashboard. There’s a variety of KPIs we use to measure success, depending on the campaign. We also compare the performance of marketing tactics between the individual audiences at the account. Our sales teams have found this especially valuable. For instance, if we've been marketing separately to corporate treasurers and heads of wealth management, the same account team is still looking after both audiences. If they can see that the wealth managers digest more content than the corporate treasurers, our sales folks might decide not to go into a meeting with a white paper for the corporate treasurers because they know they’re not going to read it. [![Account health and ABM dashboard. Metrics tracked: Account financials and health, account revenue trends, customer satisfaction, in-product messaging, product usage, ABM tracking](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/09/Screenshot-2023-09-08-at-13.19.07.png)](www.gotomarketalliance.com/account-based-marketing-at-lseg/) Here's our account health and ABM dashboard. On the left are some of the metrics we look at, including account financials, revenue trends, customer satisfaction scores, and a variety of other factors that allow us to know the account more intimately. Providing this account expertise is a huge part of how we get sales teams’ buy-in for the ABM program. ## **How we align our ABM success with the three R’s** Remember those three R's I mentioned? Let’s get back to those. Relationships and reputation account for where we concentrate 80% of our human resources and budget. Obviously, we want to drive revenue; however, we find when we build strong relationships and cement our reputation with customers, revenue naturally follows. [![ABM success measurement aligned to the three R's: relationships, revenue, reputation](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/09/T1DhOIQs.png)](www.gotomarketalliance.com/account-based-marketing-at-lseg/) We measure the success of our relationships in terms of the awareness we’re driving. We can demonstrate this through factors such as increased website traffic, earned media, the volume of mentions we find through social listening, and the number of impressions we get across various marketing channels. As marketers, we all know that this kind of [awareness](https://www.revenuemarketingalliance.com/building-brand-awareness/) has a lot of value because it makes us memorable to our audience. Plus, the accounts we’re targeting will know they're getting a very personalized experience, not just from our in-person engagement but also from the assets we're creating and the tactics we're utilizing. We view our reputation in terms of the loyalty we create in our customers. We track this through our customer experience monitor. We look at cancellation trends, we look at renewals across the one-to-one ABM accounts in particular, and we look at the usage driven by our ABM retention plans. Driving relationships and reputation has been extremely important and successful for our ABM program, so these are the two pillars that I’d suggest concentrating on the most as you build your program. ### What is customer churn? How to calculate and fix it URL: https://www.gotomarketalliance.com/what-is-customer-churn-how-to-calculate-and-fix-it/ Last updated: 2023-07-25T17:12:01.000Z Customer churn is an important metric that highlights how many of your customer bases decided to no longer use your product and/or service, during a certain period. Churn rates will tell you if your customers are staying or going, and this can guide your efforts moving forward. For example, if you’re [retaining customers](https://www.productmarketingalliance.com/how-to-increase-customer-retention-rate-and-boost-customer-loyalty/), your current strategy ticks the right boxes. On the other hand, if [customer churn](https://www.customersuccesscollective.com/customer-churn/) is through the roof, then you need to reevaluate your methods. ### What drives customer churn? **Aggelos Mouzakitis, CEO & Growth Product Manager at Growth Sandwich** joined us as a guest on the [Product Marketing Insider](https://www.productmarketingalliance.com/customer-retention-advice-with-aggelos-mouzakitis/) podcast about his experience and expertise with customer churn: > “In my view, there’s only one driver of attrition rates. I know it might sound very theoretical but I wish people would deeply empathize with this one reason. > “It’s a very, very nasty thing. And the one reason that causes it’s that expectations aren’t met the way that our users want them. Or, another way or solution meets their expectations more, or better. > “As product marketers, we tend to focus a lot on fancy metrics, buzzwords, and complicated concepts. But, at the end of the day, when a customer cancels his or her subscription, there’s only one reason: there’s an expectation that’s not being met.” ### Why is low customer churn important? Many companies pour their blood, sweat, and tears into understanding the ins and outs of customer churn, and why it’s a fundamental part of their business operations. And with good reason; as we alluded to earlier, customers are a vital cog in ensuring the wheels of a business keep on turning, and although the odd customer may slip through the net here and there when a company loses a lot of customers, they hemorrhage money, and that’s never a recipe for success. ### Is churn good for business? While the emphasis is often placed on how to *reduce* churn, losing the odd customer can spur companies to explore new ways to improve their products and customer success model. Moreover, customer churn supports companies in leaving behind customers who can be tricky to manage, or don’t bring much value to the business. ## What is churn analysis? [Customer churn analysis](https://www.productmarketingalliance.com/what-is-customer-churn-analysis/) is the process of calculating the rate at which customers leave a business, and is critical for saving your [customer retention rates](https://www.productmarketingalliance.com/what-it-means-to-have-a-high-customer-retention-rate/). This data can be used to identify why your customers are leaving, and to develop strategies to reactivate customers, or reduce them altogether. ## How to calculate customer churn ![How to calculate customer churn.](https://www.productmarketingalliance.com/content/images/2022/09/How-to-calculate-customer-churn.png) While churn can be a blessing in disguise, at times, the aim of the game is to achieve a high customer retention rate. [In this article](https://www.productmarketingalliance.com/what-it-means-to-have-a-high-customer-retention-rate/), we outline why it’s important, and outline further methods you can use to calculate your customer churn. ## What is a good churn rate? On average, churn rates for a SaaS company sits in the region of **3-8%** per month, while the average annual churn rate is **32-50%**. To minimize the threat of churn, it’s imperative that you speak with your customer and continually develop your product to make it stand out in an increasingly competitive market. ## How to spot signs of upcoming churn In an ideal world, your customers’ loyalty will remain intact, but customer attrition is part and parcel of working life - it’s impossible to please everyone. However, that doesn’t mean you can’t remain vigilant and keep your eyes open for potential signs that a customer could be set to leave. You also need to do your utmost to [understand your customer base](https://www.productmarketingalliance.com/win-against-competitors-by-knowing-your-customers/) and earmark [what influences their buying habits](https://www.productmarketingalliance.com/what-influences-customer-behavior/), as explained by **Aggelos Mouzakitis, CEO & Growth Product Manager at Growth Sandwich**: > “When it comes to the customer’s expectations, it might seem like an obvious thing to discuss. Expectations aren’t met, so people leave. But it's not always an obvious thing. > “When customers knock on my door and tell me, ‘We have a retention problem’, what they don't realize is that churn, low marketing performance, or other fundamental problems, aren’t really the problems. They're the symptoms. It’s the reflection of the real problem. > “When you see people canceling, this isn’t the actual problem. This is the way that the problem is actually reflected in your numbers. So, you need to deeply understand why people do what they do, fix the thing that causes the problems, and then go back and check churn.” ### What is a churn risk? These signals are indicators that your customer is going to leave your business. This could be seen through a drop in overall user activity, a decrease in feature or service subscriptions, or low customer satisfaction. ### Negative feedback > “There are a couple of things that you can monitor in order to understand that there’ll be churn. > “Negative feedback is a vanity metric. A customer that gives you negative feedback doesn't necessarily plan to leave. For example, Ryanair has been voted the worst airline in the last seven consecutive years but everybody's still using it. This highlights that negative feedback doesn't always correlate with customers leaving.” While Aggelos makes a valid point, it’s still good practice to develop a [customer feedback](https://www.productmarketingalliance.com/the-what-why-and-how-of-customer-market-feedback/) strategy to address and resolve problems faced by customers that are on the cusp of leaving your business. Here’s a simple strategy that you can follow to [avoid customer attrition](https://www.productmarketingalliance.com/10-ways-to-prevent-high-customer-attrition-rate/): 1. Identify which customers would have the most effect on your business if they left. 2. Use [personalization tactics ](https://www.productmarketingalliance.com/how-to-use-personalization-tactics-in-your-product-marketing-strategy/)to reassure your customers that you care about their service to prevent them from leaving. 3. Ask your customers questions through surveys, polls, or interviews focusing on what issues they have with your product, what they would like changed, and what would persuade them to stay. 4. Listen to the complaint properly and acknowledge it as a serious problem for your product or service. 5. Where appropriate, change, refine, and improve your product based on this feedback. ### Customer support tickets Customer support tickets are a term used to describe the interaction between the customer and the service representative. They are typically used to resolve problems with the service or product to improve the user experience. However, as Aggelos explained, customer support tickets shouldn’t necessarily be viewed as an indicator that your customers are preparing to seek pastures new: > “Customer support tickets don't necessarily mean your customer is going to leave. But churning the activity definitely means that something’s wrong, and you need to do something. The reason I'm saying that is that it's quite easy for us to be swamped among all these metrics and numbers. > ”Develop a support ticket system that allows you to maintain a list of all common problems your customers may be experiencing with your service. You can then use this to implement a plan to improve the product and business. And, importantly, contact potential ex-customers about remaining a part of your company.” You can create a system by using support ticketing tools to manage, organize and easily locate the conversations you have with your customers. Here are some of the most popular tools to use: - HubSpot Ticketing Software - HappyFox - AzureDesk - Zoho Helpdesk Ticketing System While Aggelos explains that both feedback and customer support tickets are helpful signs to identify and work on in order to avoid customer attrition, he argues that they aren’t the most effective. ### Activity churn Activity churn is when a customer stops using a product but forgets to unsubscribe from the content. They couldn’t use the product for months and then notice that money’s still being taken from their account, so then they decide to unsubscribe. ### Monitor your product analytics **Aggelos Mouzakitis, CEO & Growth Product Manager at Growth Sandwich** outlined things you can do to avoid customer attrition, especially in terms of activity churn: > “The time that the customer decided to leave can actually be spotted within our [product analytics](https://www.productmarketingalliance.com/the-only-types-of-analytics-youll-ever-need-as-a-product-marketer/) because this customer started declining activity, increasing tickets, and showing signals that something is going wrong. This is, in my opinion, the best thing that we can monitor to prevent this from happening. > “When churn happens, a signal should be implemented that’ll reach out to our customer success team to proactively see if something’s wrong, get the feedback, and perhaps pass the feedback to the product team. This is one of the easiest and fastest things that we can do. > “In my experience, prevention can actually save almost 30 to 40% of the churn that you actually have. So we have one first layer which is prevention that can work if you just monitor activity churn.” ## Types of customer churn ### Involuntary churn Involuntary churn is when a customer’s access to a product or service is ended by the company itself. For example, if payment methods can’t be processed, or the customer is violating the terms and conditions of their contractual agreement, these are typically considered suitable grounds for the company to bring an agreement to a close. As the name suggests, the customer is involuntarily ending their association with the company, and the decision is taken out of their hands. ### Voluntary churn Voluntary churn is when the customer stops using the product or service on their own accord. This can be attributed to factors such as poor service quality or financial reasons. ## What are the causes of customer churn? Whether a customer churns voluntarily or involuntarily, a root cause can always be attributed to why they’re no longer a part of a company’s client base - a customer doesn’t just decide to leave with no good reason. Let’s explore a selection of reasons for customer churn. ### Pricing Nailing your [pricing strategy](https://www.productmarketingalliance.com/how-to-identify-a-suitable-pricing-strategy/) isn’t only important for a successful product launch, it’ll contribute a great deal to pleasing the customers who are a part of your target market. In many ways, pricing is tricky, because everyone’s bound by varying degrees of financial boundaries. However, you can get the golden nuggets of information you need by speaking with your audience, understanding their respective budgets, and helping you create a product that A) will solve their problem, and B) won’t break their bank account. If prospective customers believe your product is overpriced, then they’ll seek a lower-priced alternative, and you’ll be left kicking your heels, while your competitor benefits from poor planning. That said, it isn’t only overpriced products you need to think about. If you release an offering and it’s ludicrously cheap, this can make them think twice about whether your product is credible, and they may be tempted to pay marginally higher prices with another provider to secure a product they perceive to be of higher quality. ### Poor customer service Have you ever bought a product, encountered technical difficulties, and experienced a thoroughly forgettable experience when you’ve sought help? If so, you’ll be familiar with one of the main reasons so many companies experience high levels of customer churn. Bringing an awesome product to the customer is just a piece of a pretty large puzzle. You can have the greatest product on the market, but if your customer support network is appalling, this’ll have a profound impact on user experience, and before you know it, there’ll be here one minute, and gone the next. Ask yourself: if a customer experienced a problem and needed technical support, could they get the help they need quickly, efficiently, and practically? If you’re unable to answer with a resounding ‘yes’, then go back to the drawing board, and start from scratch, because poor customer service is a surefire way to secure high churn rates. ### Lack of customer engagement The customer journey doesn’t end when they hand over your cash and receive your product or service; companies need to show a vested interest in engaging with their customers to create an emotional bond between their brand and their clientele. When brands engage with their customers, this makes them feel special, and prompts customers to buy on a more consistent basis and promote a company’s products and services on a broader scale; it’s an essential element of a successful strategy. When companies don’t engage with their customer base, people have no emotional ties with the organization and this makes the decision to seek an alternative far easier than if they’re being treated well. You wouldn’t want to be somewhere where you don’t feel welcome. If it isn’t good enough for you, why should it be good enough for your customers? ### Your product doesn’t deliver Patience is a rare trait amongst consumers; customers want and expect immediate gratification. It may be a bitter pill to swallow, but if your product isn’t up to scratch, you’re running the risk of losing custom. Ultimately, a customer purchases a product to solve their pain point: if their eyesight is bad, then they’ll buy a pair of glasses, if they’re bored of watching the television and need something else to entertain them, they may buy a book, if their car’s too small for the family, they’ll head to the dealership and buy a new one. It’s a perpetual cycle that’s showing no signs of slowing. When a buyer has a problem, signs up for your product, and it doesn’t tick the boxes, they jump ship and look for something that does do what they expect it to - it’s one of the biggest contributors to customer churn rates. ### Flaws, glitches, and bugs Customers buy a product to make their life easier and from a business perspective, to improve their levels of customer service. For example, social media scheduling tools offer two-fold benefits to companies, as they allow teams to deliver content en-masse and save time, whilst also keeping their customers up to date with key developments. When there are technical issues with a product or service, however, this has a domino effect; the provider suffers, and customers relying on the service can lose trust, prompting them to perhaps seek an alternative, to avoid a repeat occurrence. ### Your product’s deemed a luxury When the purse strings need tightening, key stakeholders sit down, consider their outgoings, and make a list of what to keep, and what to sacrifice. Unfortunately, for some companies, their products don't survive the cull, and they’ve deemed an unnecessary expense that can be chopped from the monthly bill. ## Why is it important to reduce customer churn? Many advocate the notion of attracting new customers is much trickier than keeping hold of existing clientele. Once you’ve done the hard work in getting them through the door, reducing churn is essential, as you may well find yourself in a position whereby it’s extremely difficult to win customers back, if they slip through your grasp. The reboarding process is considered notoriously difficult and is also an expensive process for a company. ## How to reduce customer churn ### Act on customer feedback Sure, it’s the biggest cliche in the book, but you need to put the customer’s needs first; if they’re not happy, you’re leaving yourself susceptible to higher churn rates. You mustn’t make decisions based on assumptions; [speak with your customers](https://www.productmarketingalliance.com/the-what-why-and-how-of-customer-market-feedback/) and validate your thoughts. By communicating with customers, they’ll see you’re putting their best interests first, increasing morale, and brand loyalty. Whether it’s customer advisory boards or focus groups, make the most of customer insights to gain an understanding of what your customer's thoughts are now, and where you can improve your products in the future. And feedback isn’t always based solely on what you didn’t do right. For example, the customer feedback may reveal that your USP didn’t catch the attention of your audience at all, and they preferred another feature, in which case, your brand positioning and messaging can be tweaked, accordingly. Acting proactivity, as opposed to reactively, allows you to rectify potential hiccups before they happen, instead of picking up the pieces further down the line. ### Incentivize customers Incentives attribute value to your customers, and in turn, enhance overall satisfaction. As we mentioned before, winning customers back is hard. Rewarding your customers for using your product suits both parties: they’re often enticed by the freebie, and you keep them out of the clutch of your competitors. For example, have you ever gone to McDonald's over Burger King because you’re one stamp away from a free coffee, despite the fact Burger King is down the block, and McDonald's is a 10-minute walk away? In that case, you’ve first-hand experience of the powers of customer incentives. ### Personalization *Hi,* *\[Company X\] has a brand-new range of products you may be interested in.* *Click HERE for more information.* *Thanks* *\[the company X team\]* Boring, generic, impersonal; were your first impressions of this email the same as ours? 🥱 Let’s try this on for size, instead: *Hi David,* *We’ve checked out your previous purchases, and have picked a few brand-new products from our range that we think you’ll love!* *And because we’re in a giving mood, here’s a 20% discount code for you to save some cash, but be quick - this offer expires this weekend!* *Take care,* *Your friends at \[company name\]* By addressing the recipient with their first name, including tailored product suggestions for the customer, as well as an incentive of a limited-time only voucher, the second email is much friendlier, less generic, and feels as though a person is talking to the customer, whereas the first draft could well apply to anyone in the database. Customers are interested in relevance; if they’re targeted with products that aren’t appropriate for their age, demographic, price budget, etc. then the likelihood is they’ll focus their attention on companies who take the time to learn about what they want, and more importantly, deliver it to them. Impersonal messaging suggests your company hasn't taken the time to learn about the customer and their requirements, and customers will feel like another face in the crowd. ### Identify the problem Ultimately, an action plan must establish where things began to unravel for your company, and why the person decided to take their custom elsewhere. Sometimes, companies can be embarrassed about reaching out and asking churned users why they’re not happy with the product or service provided, but so long as you approach the customer the right way, many will be happy to reciprocate and provide feedback to help you identify your flaws. ### Use your findings There are times when companies find out information and decide to ignore it because it isn’t what they want to hear. Develop a thick skin, listen to criticism, and use the feedback and findings to improve your future strategy. After all, what’s the point in looking for an answer, only to hide from the truth? ### Share your knowledge Customer success teams play a critical role in establishing an understanding of how customer churn is affecting a business, yet you need to ensure that every team across the business is informed of your findings. Always be sure to share insights, and communicate essential information to enhance your offerings. For instance, if it becomes clear a particular product feature has flopped, it’s fundamental to communicate this to your product team so they can learn from their error. Similarly, if the customer has churned because they aren’t happy with the standard of service from your sales team, consider [internal training](https://www.productmarketingalliance.com/using-training-to-facilitate-cross-departmental-knowledge/) to equip them with the level of expertise they need to provide a seamless customer experience. ### Go above and beyond Regardless of your customer’s core reasons behind investing in a product, they’ll always appreciate getting more than they bargained for. Additional services offered at no additional cost can make the world of difference in convincing your customers you’re the right fit for them and that you have their best interests at the forefront of your mind. For example, a customer may enroll in a webinar on OKRs. Why not send them a complimentary eBook to supplement their learning? Small, yet significant details such as these will go a long way to building trust and confidence amongst your customers, and they’ll be inclined to stick around for much longer. Customer churn is a problem within the business that isn’t going away anytime soon. However, if you understand it, prepare for it, and introduce relevant measures, the impact on your business can be managed, via cross-team collaboration. ## How to apply customer churn strategies No matter what the margin of increase may be in your customer churn, every time a customer is lost, this is disappointing. Fear not though, for, there’s a plethora of ways you can proactively try to reengage lost customers and get them back on side. ### Price your product appropriately Nailing your [pricing strategy](https://www.productmarketingalliance.com/how-to-identify-a-suitable-pricing-strategy/) isn’t only important for a successful product launch, but it can also influence customer retention and churn, both of which are crucial in [customer acquisition](https://www.productmarketingalliance.com/a-beginners-guide-to-customer-acquisition/). Mastering the [psychology of pricing](https://www.productmarketingalliance.com/the-psychology-behind-pricing-5-pricing-principles/) is tricky because not everyone has the same budget. However, you can get the golden nuggets of information you need by conducting [customer and market research](https://www.productmarketingalliance.com/the-what-why-and-how-of-customer-market-feedback/), understanding their respective budgets, and creating a product that A) will solve their problem, and B) won’t exceed their budget. If customers believe your product is overpriced, they’ll seek a lower-priced alternative, and you’ll be left kicking your heels, while your competitor benefits from your poor planning. That said, it isn’t only overpriced products you need to think about. If you release an offering and it’s too cheap, this can lead people to believe the manufacturing of the product isn’t up to scratch, and they may be tempted to pay marginally higher prices with a rival company. For example, value-based pricing is a method whereby you set your price based on how much different customer segments believe your product’s worth. Consequently, the price you charge can vary from customer to customer or segment to segment. Value-based pricing accurately gets to the bottom of what your customers are willing to pay. While it could be argued that competitor-based pricing does this because customers are willing to pay for their product, value-based pricing puts your potential customers at the heart of that journey as well as differentiates you from your competitors. ### Improve your customer service You can have the best product on the market, but if your customer support network is poor, this’ll have a profound impact on user experience, and before you know it, your customer’s head will be turned. Ask yourself: if a customer experienced a problem and needed technical support, could they get the help they need quickly, efficiently, and practically? If you’re unable to answer each of these questions with a resounding ‘yes’, go back to the drawing board, and start from scratch because poor customer service will more often than not have one outcome: sky-high churn rates. Hold [internal training sessions](https://www.productmarketingalliance.com/using-training-to-facilitate-cross-departmental-knowledge/) to improve knowledge among your team. If they don’t know how your product works, why it’s different from the competition, and how to support the customer, customer service will suffer. ### Engage with your customers You must establish an emotional bond between your brand and your customers. When you engage with your customers, this makes them feel special, prompting a greater propensity to buy and promote a company’s products and services on a broader scale. Customer engagement is an essential part of a successful [product marketing strategy](https://www.productmarketingalliance.com/uniting-growth-and-product-marketing-into-a-holistic-strategy/). If you don’t engage with your customer base, you’ll sever the emotional ties between you and your audience. Taking steps to engage with your audience won’t go unnoticed; they’ll see you attribute value to your customers and will be inclined to continue purchasing your products instead of your competitors. The small things really do go a long way. You could consider setting up an [automated birthday email](https://www.productmarketingalliance.com/email-tips-for-product-marketers/) with a discount code, for example. Not only will you put a smile on the face of your customer, but you’ll also benefit from added sales, albeit at a [discounted price](https://www.productmarketingalliance.com/how-to-price-a-product-and-introduce-discounts/). ### Conduct competitive intelligence [Competitive intelligence](https://www.productmarketingalliance.com/your-guide-to-competitive-intelligence/#what-s-inside-this-guide) enables you to learn from your competitor’s mistakes and improve in areas where they may be better than you. When conducted properly, competitive intelligence will help you: - Develop new products and features, - [Identify gaps in the market](https://www.productmarketingalliance.com/8-ways-to-identify-opportunities-in-the-market/), - Uncover trends, and - Market and sell your product more effectively. Competitive analysis helps you develop a deeper understanding of market dynamics so you can find and fulfill [customer needs](https://www.productmarketingalliance.com/customer-needs-and-how-to-meet-them/). The more you know about competitors, the more equipped you’ll be to not only match but surpass their efforts, earmarking yourself as the leading product on the market. To make the most of competitive intelligence, you need to [communicate your findings](https://www.productmarketingalliance.com/the-importance-of-internal-communication-plus-how-to-crush-it/) so that your teams can use the information to develop and evolve your offering. Results are useless if you keep them to yourself - you need to share the knowledge. With so many different ways of sharing information, we spoke with **Matt Powell, Product Marketing Manager at Docebo**, to get an insight into how competitor intel findings are shared at his company: > “I don’t think there is a silver bullet for effectively sharing competitive intel - it’s completely dependent on the realities of your business. I do, however, think that it’s all about creating a culture internally in which everyone is as actively involved in gathering and sharing competitive intel as possible. > “That’s a big behavioral change when it becomes less about having one or a few people gathering and sharing intel, and instead of extending it as a responsibility of everyone in the revenue organization. That’s when good things start to happen - the activity becomes more collaborative and is focused on problem-solving rather than just information sharing. > “We share our intel on a team-to-team basis leveraging our competitive intelligence platform to develop regularly cadenced newsletters. They’re good and they’re actionable, but we find the juicy stuff is the intel that happens in real-time. But, I’ve found the most effective way to share intel and have great conversations in the flow of work around competitive intel is through Slack. > “Our company is a big-time Slack shop - everything happens there. However, there was a lot of good intel being lost in the scroll of conversations. To combat that, we turned it into an opportunity by installing a two-way integration that allows us to send competitive intel to our CI platform directly from Slack. > “This has been a bit of a game-changer in making sure that as much information as possible isn’t lost. The great thing about these kinds of Slack channels is that the intel is only the tipping point, the conversations that happen in the threads afterward generally end up being the context you need to make the intel actionable.” ### Segment offers for VIP customers Resist the urge to adopt a ‘one rule for one, one rule for all’ approach and keep your customers close, and your VIP customers even closer. They’re the ones who are buying the most products, singing your praises the most, and providing the most lucrative loyalty. When you’re discounting products, you can increase your conversion rate by introducing segmented offers based on your customers’ preferences. Create customer profiles detailing their buying habits based on previous purchases and use this information to offer discounts that are relevant to each customer. Reward them with exclusive content, vouchers, invitations to special events - whatever you need to do to show them you appreciate their custom. Do that, and they’ll continue coming back time and time again. ### Conduct CABs sessions A [Customer Advisory Board](https://www.productmarketingalliance.com/the-benefits-of-customer-advisory-boards/#what-are-customer-advisory-boards) is a group of existing customers brought together regularly to advise your company on forward-facing feedback on your product and strategic direction. CABs allow customers to share best practices and foster community-building and networking among peers, whilst also deepening relationships with your company executives and product leaders. They can take the form of in-person events, onsite or offsite, online, and/or a combination of them all. Nobody can offer better feedback on customer experience than actual customers, and CABs sessions can be critical in helping you reduce customer churn. They offer a perspective into the mind of your target market, presenting opportunities in areas you can develop to further enhance your product and hone your services. Our CABs certification explores the fundamentals of the area, offering the chance to learn from **Bree Bunzel, Head of Global Product Marketing at Dropbox**. [Enroll now](https://certified.productmarketingalliance.com/p/customer-advisory-board-certified) and enjoy 3+ hours of expert tuition from market leaders from the likes of **LinkedIn**, **Asana**, and **Zendesk**. ### Improve your competitive intelligence research Using insights gained from competitive intelligence can help you significantly reduce future churn. Our [guide to competitive intelligence](https://www.productmarketingalliance.com/your-guide-to-competitive-intelligence/) outlines the fundamentals of CI, including: - Common types of competitive intelligence. - The teams that are responsible for the process. - Competitive intelligence challenges. Plus much more… ## Setting up the process to reduce customer churn and improve retention Increasing customer retention by 5% could increase your profits by anywhere from [25% to 95%](https://media.bain.com/Images/BB%5FPrescription%5Fcutting%5Fcosts.pdf).To reiterate the point we made earlier, retaining customers is significantly cheaper than finding new ones, and your accountant will be glad of the consistent, more predictable income. It doesn’t just affect your bottom line though. Customer retention has all kinds of benefits: - Advocacy: If customers like your company, they’ll do the marketing for you. - Information: Engaged customers are more likely to leave feedback on how you can improve. - Cross-selling: An existing customer is more likely to explore the rest of a company they trust. **Eve Brill, Senior Head of Product Marketing at Farfetch**, discussed the importance of keeping customers close and outlined simple strategies to drive retention. [Keeping customers close: simple strategies to drive retentionIn the uber-competitive world of business, there’s no doubting attracting customers can be tough. But the real challenge lies in retaining your client base, and keeping them out the clutches of your competitors.![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceEve Brill![](https://www.productmarketingalliance.com/content/images/2020/05/andres-canchon-pP7EgaYDRKg-unsplash--1-.jpg)](https://www.productmarketingalliance.com/keeping-customers-close-simple-strategies-to-drive-retention/) ### Setting up the process to reduce customer churn #### 1\. Track and tackle churn by stage **Early stage (0-3 months):** Early stage customer churn is based on product adoption. People who churn here are typically unable to get set up and aren’t using the tool or are using only a small part of it. To combat early-stage churn you need to look closely at the user experience. Make sure you have relevant training guides, and 1:1 support and there aren’t UI confusions that are throwing people off. Poll cancellations and see where people were getting stuck. Consider hiring some outside testers to run through the onboarding process with a set of fresh eyes. **Middle stage (3-12 months):** Next, you have middle stage customer churn. Typically this is due to a lack of business impact from the software or service. To combat this stage of churn you need to make sure you are checking in with customers and making sure they are seeing progress towards their goals. Many companies stop paying attention to customers unless they directly raise issues after the first few months. This is a mistake. Instead, invest in getting a pulse on how your customers are doing throughout the first year and middle stages. **Late stage (12 months or later):** Finally you have late stage customer churn. This occurs because people found a better alternative, they didn’t see the software/service scaling with them, they got burnt out or they experienced a series of bugs or issues that made them upset. To avoid this churn, make sure you are always focused on upgrading your accounts and growing them. Accounts that are upgrading aren’t churning, consider what additional value you can add to all customers, and celebrate their loyalty. When customers cross a year, two years, or three years, continually let them know how much you appreciate them, a personal gesture here works wonders. #### 2\. Reduce churn by building and optimizing engagement Customers who are active in your social communities and who are active on the software are less likely to churn. So when new sign-up rolls through, start with engagement right away. Send them a personal video email or schedule them on a 1:1 Zoom call and get that human touch established right off the bat. Then, invite them to join the Facebook community, and ask them questions about their business and their goals. The more you get the customer sharing, the better off you will be. With each customer, you have the opportunity to go beyond just selling them a product and [producing a relationship](https://www.productmarketingalliance.com/what-is-customer-relationship-marketing/), if you do this, you invest the time to get human with them when they run into snags they will be less likely to just jump ship. #### 3\. Focus on leading indicators, not lagging indicators There are certain metrics, like Monthly Active Users (MAU) and Net Promoter Score (NPS) that are early predictors of things to come. MAU and NPS are examples of leading indicators because they diagnose problems months before they come to fruition. For example, if your customers aren’t using the software (MAU % is low), then they are set to churn and revenue will take a hit when they do. If you want to tackle churn, you need to get ahead of the game, so look each week at how people are using the software, and when you see low usage, reach out to these people and try and help. #### 4\. Focus on annual contracts (a double-edged sword) This one is pretty simple, if you lock a customer in for 12 months it is going to help improve retention in some way. I think annual contracts make a lot of sense and provide stability for businesses. Many businesses, from Hubspot to Infusionsoft have talked about how they cut churn specifically through this focus. That being said, it can also mask or delay problems. If your NPS is very low (i.e. your customers aren’t happy) then shifting to annuals could lock people who are unhappy into paying for a service they don’t want, which can explode into a PR nightmare. So it makes more sense to focus on addressing the underlying core issue for these customers and ensure they are happy to be using your product. #### 5\. Focus on niche-specific collateral If you sell a software/service that works with many different industries it is imperative that you develop training guides, manuals, and assets for the individual industries. Think about the customer experience, the more you can leverage exactly what other similar businesses have done and seen success with, the better off you will be in solving their problems. Specifically, try to set up onboarding emails that are tailored to the industry of the new customer. Try and build a “Getting started for \[insert industry\]” guide that you give to companies based on their industry. Have support reps who welcome new customers with a personal video saying, “Hello, I am one of the experts here on the team for B2B marketers, I would love to hop on a call”. That way you get them engaging more with the team, which will improve retention and they feel more confident in meeting with the team because they have the sense that the team member will be able to support their specific needs. #### 6\. Aligning compensation plans to churn goals can be key Salespeople will follow the guide rails of their comp plans. If they get paid just for closing business, they will seek to close anyone and everyone and that can potentially spike churn. At Hubspot, sales reps were initially paid after accounts crossed thirty days. If you look at retention rates for the first 90 days they are incredible and then after month five they spike up directly after! Of course, that wasn’t what Hubspot wanted, so they had to retool their compensation structure. The moral of the story is that you need to give both sales and CS (Customer Success) a clear incentive to retain customers and have it built into their compensation. ### Churn recap Churn is a challenging problem that constantly is changing. You might have a technical bug that causes high churn for one month. Another month a competitor could aggressively bid on your keywords. Another month your customers are struggling to onboard with the new UI you just released. There is never a one size fits all approach. But using some of the methods above, you can start to isolate where you are running into problems (early vs. late stage for instance) and what you need to do to keep these businesses onboard. Be human, be authentic, go above and beyond and always remember. Finally, automate processes, but not relationships. ## How to reactivate churned customers **Aggelos Mouzakitis, CEO & Growth Product Manager at Growth Sandwich** gave his insights on what product marketers can do to reactivate churned customers: ### Lay the foundation first #### Carry out user interviews “After the cancellation survey, though, we need to recruit a sample of these people for user interviews. Now, there’s a specific process that you need to follow for that. “First, let's agree on something - you need to pay for it. It's not free. These people aren’t happy with you. They just decided to stop giving you their money so you need to give them something and that something is money. I definitely promote giving them money, not kind gestures, it’ll slow you down, just give them money, do your interviews, and move forward. “In my opinion, the best incentive that you can give is Amazon vouchers because it's easy. You don't have geographic barriers, you don't have any other costs, you just put the money into Amazon and give a gift card- and everybody has Amazon. So, you recruit these people for interviews, you do a very good interview, you ask the right things. “But most importantly, you are trying to understand: - What are the expectations that aren’t met? - What were they planning to do with your solution? - What was the outcome that they were expecting to have? - What were the expectations that weren’t met? - What dissatisfied them? - What are they going to switch to now? And why? “All of these questions that we're discussing at the moment need to be paired with ‘why’. The interviews will give you the depth of understanding and the analysis and the cancellation surveys will give you scale. You need both. “These are the two tactics that I can share with you as a product researcher, I'm sure there are more. But I'm speaking from the perspective of the researcher.” ### Act early #### Have a good cancellation survey “The first thing that you can do is have a very good cancellation survey. “Of course, you might think this is obvious, but what's not obvious is how this needs to be done. Let me give you a very quick example of a cancellation survey that I was working on with a client, that seems to be right, but in reality, was wrong: “We were asking customers: ‘what’s the solution that they’re going to switch after us?’ And we’d give them a couple of options. We’d give them this tool, another tool, some other tools, and they’d pick. After 5000 cancellations, we had some data of where our customers were going. “The problem is we already knew where our customers were going. We knew our biggest competitors. What we didn't know is what each of these competitors represented in the mind of our customers who have left every time. “That was the critical thing, the reason behind the switch. That's a little small tip on how you need to build a ‘job to be done’ driven cancellation survey to actually give you an insight. Now, first thing, as I said, we have a cancellation experience. Part of that definitely needs to be a cancellation survey.” ### Send out a targeted email campaign #### Campaign #1 - new products or features In an ideal world, you’ll have a reason behind why your customer left and you can match those explanations to new email campaigns. For example, if customer B left because your tool didn’t let them annotate videos in-app, introducing and announcing that feature could be the only nudge they need to re-convert. If you don’t already have these details, or your new launch doesn’t directly resonate with the reason you’ve got, it might still be worth including select churned users in the release. You never know, it might provide a game-changing revelation. Remember: don’t bombard ex-customers with emails about every little feature update week in, week out in a bid to get them back on board. This’ll probably ruffle their feathers and send them to the dreaded unsubscribe button. Also, don’t forget to differentiate the wording of your campaign from what goes out to current customers. Blanket approaches aren’t effective; people want to know you’ve done your research and know their circumstances. #### Campaign #2 - offer something awesome Just because they’re not paying for your services anymore doesn’t mean you can’t still support them. This will help: 1. Keep you on their radar, 2. Show off your expertise, and 3. Demonstrate you still care about them. With this type of tactic, think bigger than your standard 500-word blog post. Articles are great, but you want something that’s going to leave them thinking “why did I ever leave this company?!” Something rich, in-depth and unique is going to help you do that.A couple of ideas to get you started include a: - Whitepaper, - Webinar, - eBook, or - Video. Try to be strategic by tying the topic into why the segment left, too. #### Campaign #3 - your monthly newsletter Admittedly, this one will be a little tricky if they’re not already subscribed - not many people leave a company and then sign up to their newsletter, but that doesn’t mean you can’t try. If they’re already signed up, or you manage to get churned users on your email list, use this as another opportunity to keep yourself front-of-mind and provide valuable content. If you segment your newsletter database you could even offer a little incentive to give them a nudge in the right direction. Offer an incentive #### Incentive #1 - deliver a bespoke demo Sometimes people need to see before they believe and a free, live demo of how you’ve resolved the reason behind a user’s departure will go a long way in doing that. For this one to work though, you need to go in with a targeted and customizable mindset. Sticking with the video annotation analogy we already gave, an email like this would do the job: *Hi \[name\],* *We were really sorry to see you leave us X months ago and we just wanted to let you know we now offer what we were then missing.* *Videos can easily be added and annotated on any device, all without any extra cost, and you can see other people’s actions in real-time.* *We’d love to show you how this all works in practice and would like to invite you to a free, one-to-one demo. If you’re interested, you can book a time and date that suits you here.* *Let me know if you have any questions and hopefully, we’ll hear from you soon!* *Thanks,* *\[Company name\]* And then repeat that process for each of the different causes of churn. #### Incentive #2 - give a discount Whether it’s a one-time sign-up discount or a percentage off their monthly subscription, money off is one surefire way to get people’s attention. Just make sure to do the maths so you don’t end up losing money - after all, no one wants customers who cost them more than they make. #### Incentive #3 - offer them a freebie We mentioned demos being a great way to show people how you’ve evolved, but giving them a freebie (i.e. one month free) surpasses that. If you’ve delivered what you’ve promised and they see and experience those improvements first-hand, your chances of getting back into churned users’ good books will undoubtedly shoot right up. ### Expand your net If you only focus on the email you risk a) losing people to spam filters, and b) limiting your opportunities. You can only email people so many times - do it too much and you pee them off, do it too infrequently and they might not reconvert. So, leverage other channels like social, mobile, targeted display ads, snail mail, and telephone conversations. Also, be sure to approach reactivating churned users the same way you would a brand new customer. The channels you choose might also make up part of your [customer segmentation](https://www.productmarketingalliance.com/turbocharge-your-growth-with-segmentation/) process. For example, if you have info on a customer’s preferred communication medium you could segment your base by reason for departure and chosen contact method. New to segmentation? **Tamara Grominsky, Chief Strategy Officer at Unbounce** is an expert in the area and [shared her knowledge](https://www.productmarketingalliance.com/customer-segmentation-unbounce/) in a recent AMA. She also delivers our [Segmentation Certification](https://certified.productmarketingalliance.com/p/segmentation-certified?%5Fgl=1%2A5gaq7u%2A%5Fga%2AMTEwODM1MDM4OC4xNjU2NDI3NTMx%2A%5Fga%5FKVYRMDNSEY%2AMTY2MjA1MzIxNi4yMTIuMS4xNjYyMDUzMjY2LjEwLjAuMA..&%5Fga=2.25124282.1290643707.1661866178-1108350388.1656427531&%5Fgac=1.149362244.1659361204.Cj0KCQjw852XBhC6ARIsAJsFPN27ZFTuNf9l6q-1Q0Tmu-gqzFrHTp%5FfVLQUCZeY-6nRHzCP1DJgGn4aAtZ7EALw%5FwcB), unpacking the nuts and bolts of all things segmentation. Also, remember, that customization is key. Yes, you might be targeting churned users the same way as fresh prospects in the sense of marketing tactics, but the tact needs to be different. For example, let’s say you set up a Google AdWords account, add remarketing tracking to your website and start displaying ads on the sites previous customers visit. Instead of showing them something generic like: “We’re offering a 10% discount if you sign-up before midnight.” Say: “Come back and we’ll give you a 10% discount if you sign-up before midnight.” ## How to measure your success One way to measure how effective your efforts are is by creating control groups and analyzing the difference in terms of reconversion rates. For example, you could send 10% of your segment nothing and the rest of your planned activation tactics and evaluate the results of each approach. Remember to factor in the different reasons for churn as some causes will be inherently more difficult to reconvert than others, and this could skew your numbers. For example, someone who stopped using your service because their business’ budget got sliced in half is less likely to sign the dotted line again than someone who left due to a lack of feature (that you now have). For this reason, it’s probably best to segment your groups by related reasons for churn. That way, you’ll get a more accurate reflection of your reactivation activities without other factors getting in the way. **Mark Whistler, Senior Product Marketing Manager at Signal Al**, shared his experience: "I try to have a loss call or email conversation with all churned clients and as part of that conversation I've asked if they'd be willing to speak to our product team in the future as part of development exploration. "They're then put into a document and tagged with their key areas for leaving and contract renewal date with the new provider. We've seen success in converting churned clients back onto our platform by then involving them in the 'product/roadmap' development process. "Customer churn is a problem within some businesses that aren’t going away. However, if you understand it, prepare for it, and introduce relevant measures, the negative impact on your business can be mitigated.” Our official certification program, [Product Marketing Core: Certified](https://certified.productmarketingalliance.com/) features 11 modules and 10+ hours of learning, focusing on the fundamentals of the PMM profession. Within the syllabus, we explore tried and tested retention tactics. [Sign-up](https://certified.productmarketingalliance.com/), get certified and keep your customer base intact. ### The State of Go-to-Market Report 2023 URL: https://www.gotomarketalliance.com/the-state-of-go-to-market-report-blog/ Last updated: 2024-07-18T16:30:45.000Z The State of Go-to-Market Report 2023 is finally here, and it’s jam-packed with unmissable intel. Uncover key facts and findings to help you align stakeholders, overcome GTM challenges and deliver better product launches. All the results you need are right here.👇 We’ve surveyed a wide range of Go-to-Market leaders and practitioners from every team that contributes to GTM. The result? A detailed picture that shows you how every cog in the Go-to-Market machine fits together. Key takeaways from this report include: - Go-to-Market insights to help you improve your launch processes. - Actionable advice on how to better align stakeholders. - Recommended tools for better Go-to-Market. - A deeper understanding of how different GTM functions contribute to the overall success of your launches. Plus much, much more… ## It’s all about teamwork We couldn’t have pulled off this report without our good friends over at Ignition, the GTM ops platform. They’re sponsorship allows us to keep delivering groundbreaking reports that help propel the Go-to-Market industry forward. Here’s a quick world from Ignition Founder and CEO, Derek Osgood: ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/Screenshot-2023-05-23-at-16.56.59.png) [ Download your free copy ](https://share-eu1.hsforms.com/1OaGO1D0CTwuUwETOpsfmhg2b1vun) ## But wait, there’s more… Participants from across the globe took part in this survey. Here are just some of the companies that got involved. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-8d61037e-357c-43ca-b7b5-06cdbbcd017a.png) [ Get your report ](https://share-eu1.hsforms.com/1OaGO1D0CTwuUwETOpsfmhg2b1vun) ## And if all that wasn’t enough, here’s some highlights from this year’s report… - **37.2%** of respondents described their company culture as **product-first**, while only **25.6%** said sales-first. - **Only 10.26%** of respondents have a dedicated **Go-to-Market director** or manager. - The majority of respondents **(79.6%)** work with five or more stakeholders per launch. - The majority of respondents **(79.5%)** felt that launches have a notable or major impact on revenue. - **62.8%** of respondents answered that measuring the impact of a launch is a challenge. Ready for more? [ Get your free report now ](https://share-eu1.hsforms.com/1OaGO1D0CTwuUwETOpsfmhg2b1vun) ### What are the best practices and challenges when hiring internally for developer marketing roles? URL: https://www.gotomarketalliance.com/what-are-the-best-practices-and-challenges-when-hiring-internally-for-developer-marketing-roles/ Last updated: 2023-07-18T10:24:57.000Z Innovation is key in the rapidly evolving tech landscape, as it helps you capture market share and drive product adoption. [Developer marketing](https://www.developermarketing.io/your-guide-to-developer-marketing/) has emerged as a crucial discipline that bridges the gap between technical products and their technical audience – developers. Hiring internally is a great strategy to help orgs succeed, since they’re making the most of their most valuable resources. Tapping into your existing talent means that, not only are you providing a platform for employees to learn and develop, but you also get benefits that external hiring may not provide. So, whether you’re hiring a developer marketer or advertising for [developer relations jobs](https://www.developermarketing.io/how-to-get-a-developer-relations-job/), let’s take a look at the best practices you should follow, as well as the challenges you can expect to face. 👇 - The benefits of hiring internally - Best practices when hiring internally for developer marketing roles - Challenges of recruiting developer marketers ## ****The benefits of hiring internally** > *“Acquiring the right talent is the most important key to growth. Hiring was – and still is – the most important thing we do.” – **Marc Bennioff, CEO at Salesforce** Developer marketers are versatile, as they possess a unique blend of technical expertise and marketing know-how, which allows them to more easily communicate with developers. When trying to hire for these roles, you may be faced with a crucial decision: should you hire externally or look within your own talent pool? While there’s no denying that external hiring has a lot of merits, there’s a lot to be said about promoting internally – so, here are the ****reasons why recruiting internally can be a game-changer**: ### ****Familiarity with your company** Internal candidates already have a deep understanding of your org’s culture, values, products, and audience, as well as your mission and vision. They can hit the ground running a lot faster than an external hire. ### ****Product and technical knowledge** Developer marketers need to have a strong understanding of the products they’re marketing, as well as the technical elements behind them. Your existing employees often have a solid grasp of this and can leverage their existing knowledge to create more accurate and compelling marketing messages. ### ****Existing relationships** Internal candidates will have established relationships within your company, and may already have connections with your target audience too – this makes for smoother collaboration and communication and can lead to better integration between the teams. ### ****Faster onboarding** Existing employees will require less time to get up to speed with the org’s processes, tools, and systems. They’re already familiar with the internal structure, which reduces the learning curve associated with an external hire. This allows them to start contributing to marketing efforts quickly. ### ****Increased staff morale** Promoting internally can boost your employee’s morale and motivation, since it shows you value internal talent, encourage career growth, and provide opportunities for advancement. This can lead to higher job satisfaction and increased loyalty among existing employees. ### ****Most cost-effective** Recruiting externally tends to involve significant costs, such as advertising, recruiting agencies, and onboarding. You save on these expenses when you look internally. ## ****Best practices when hiring internally for developer marketing roles** When identifying best practices for hiring developer marketers or DevRel pros, consider the following: ### ****Clearly define the role** I.e., consider what makes a good developer marketer. It’s crucial you start by defining the responsibilities, skills, and qualifications required for the developer marketing role. This includes understanding the specific needs of the position, such as technical knowledge, marketing expertise, and familiarity with [developer communities](https://www.developermarketing.io/everything-you-need-to-know-about-developer-communities/). There are many skills you can consider when hiring for a developer marketing role, such as: - Technical skills - Communication skills - Independence and initiative - Customer acquisition skills - Resilience - Adept at analyzing and using data - Storytelling abilities - Business acumen - Content creation skills - Project management skills - Creativity - Marketing skills - Understanding of API design and development - Leadership skills - Sales - Community-building skills - Problem-solving - Analytical skills - Strategic thinking ****There are many different types of roles involved in marketing to developers**, so you should have a clear idea of what’s really needed at your company. For example, you can hire someone who will focus on marketing strategy, on implementing a developer relations program, on community management, on product evangelism, on subject matter expertise, and so much more. ****A well-defined job description allows you to effectively communicate the expectations to internal candidates and hiring managers alike**. ### ****Promote internal applications** Communicate the availability of the developer marketing role to existing employees through internal channels like email, company newsletters, or intranet. Make sure you’re providing a detailed job description and specifying any necessary qualifications or experience. ### ****Establish a fair selection process** It’s paramount to treat internal candidates with the same level of fairness and impartiality as external candidates. Create a selection process that ensures consistency and objectivity. Develop a set of criteria against which all applicants will be evaluated, and utilize skills assessments, interviews, and relevant exercises to assess their suitability for the developer marketing role. It’s crucial to avoid any bias or favoritism when making the hiring decision, and ensure equal opportunities for all internal candidates. ### ****Leverage existing performance data** One of the advantages of internal hiring is the ability to access past performance data of your current employees. Review their performance evaluations, feedback from managers or colleagues, and any relevant metrics that can shed light on their capabilities, work ethic, and alignment with company values. You should also consider the candidates' track records, their ability to work in cross-functional teams, their communication skills, and their overall performance within the organization. This information provides valuable insights into their potential fit for the developer marketing role. ### ****Development opportunities** You can also provide training and development opportunities for internal candidates who may have the necessary technical skills but lack marketing expertise, for example. This can include workshops, courses, or mentoring programs to help them acquire the required knowledge for the developer marketing role. ### ****Consider people’s career aspirations** Understand the career goals and aspirations of internal candidates. Determine how the developer marketing role aligns with their long-term objectives and consider the potential for growth within the position. ### ****Conduct structured interviews** During the interview process, use a structured format that includes standardized questions. Ask candidates about their experiences in working with developers, their understanding of [developer pain points](https://www.developermarketing.io/how-to-nail-pain-points-for-your-target-developers/) and needs, and their strategies for creating effective technical content. Assess their ability to communicate complex technical concepts to non-technical audiences and gauge their creativity in developing developer-focused marketing campaigns. A structured interview format helps ensure consistency in evaluation and enables a fair comparison among candidates. ****Examples of interview questions** you can ask when recruiting internally are: - How has your current role at the company prepared you for this position? - In your opinion, what makes our products or services unique? How would you communicate these unique features to our technical audience? - How would you apply your current understanding of our company culture and objectives to this new role? - Can you share an instance where you worked with our development and marketing teams? What was the project, and what was your role? - Given your understanding of our current developer community, what improvements or changes would you suggest in our marketing strategies? - If you were to pitch our products/services to a developer right now, how would you do it? - How would you handle a situation where there is a disagreement between the marketing team and the developer team regarding the product? - Can you describe an instance where you had to explain a technical concept to non-technical colleagues? How did you approach this situation? - Given your existing relationships within the company, how would you leverage those to make this role successful? - Based on your understanding of our product roadmap, how would you align the marketing plan to it? - Can you describe a situation in your current role where you were able to successfully incorporate feedback from the developer community? - Considering your existing workload, how would you prioritize and manage your responsibilities in this new role? - How would you improve communication between the marketing and development teams? - From your perspective, what challenges might you face in this role, and how do you plan to overcome them? - Why are you interested in transitioning into this developer marketer role, and how do you see it aligning with your career progression? ### ****Feedback and communication** Throughout the hiring process, maintain open and transparent communication with internal candidates. Keep them informed about the stages of the process, the expected timelines, and any updates or changes. This transparency helps create a positive candidate experience and reinforces trust within the organization. Also, whether an internal candidate is selected or not, provide constructive [feedback](https://www.developermarketing.io/how-to-get-developers-to-test-out-your-product/) on their performance and areas for improvement. Encourage them to apply for future opportunities and offer resources or development programs that can support their growth. ### ****Support the transition process** Once an internal candidate is selected for the developer marketing role, it’s important to provide them with the necessary support for a smooth transition. Offer training programs that focus on developer marketing strategies, [developer persona](https://www.developermarketing.io/the-complete-guide-to-developer-personas/) development, content creation, and campaign management. Assign a mentor or coach to guide the internal hire through the early stages of their new role, helping them understand the nuances of developer-focused marketing and integrating them into relevant teams and projects. This support ensures a successful transition and sets the internal hire up for long-term success. ## ****Challenges of recruiting developer marketers** When recruiting for a developer marketing role, whether internally or externally, you may face several challenges, including: - ****Technical expertise**: it can be tough to find the right candidate who has a strong understanding of software development, programming languages, and technical concepts, along with marketing skills. - ****Niche marketing understanding**: developer marketing requires a deep understanding of the developer community, their needs, preferences, and challenges. This can make it hard to find the right person for the job, as it’s a specialized niche within the broader marketing field. - ****Limited talent pool**: there may be fewer experienced developer marketers when compared to other marketing roles. The demand for skilled developer marketers may exceed the available supply, which leads to increased competition among employers for qualified candidates. - ****Evolving landscape**: because the developer marketing landscape is constantly evolving, with new technologies, tools, and platforms emerging regularly, candidates must be adaptable and quick learners to keep up with these changes. Finding individuals who are up-to-date with the latest trends and can leverage emerging technologies can be a challenge. - ****Cultural fit**: another thing to consider is that developer marketing often involves working closely with engineering teams and developers. It’s important you find candidates who can seamlessly integrate into a technical environment, understand the developer mindset, and effectively collaborate with technical teams, though this can be tough sometimes. ## ****To conclude** Hiring internally for a developer marketing role can be a strategic move that offers many benefits to your company. It can help to enhance collaboration and communication between the marketing and development teams, as employees shifting roles internally are already well-acquainted with the company's values, culture, and products. Given their unique understanding of the org, internal candidates can often identify opportunities for innovation and improvement that an external candidate may overlook. Their familiarity with the product and the development process also makes them more effective at communicating the value proposition of your offering to both technical and non-technical audiences. However, successful internal hiring requires a careful approach. It's important to be transparent about the expectations of the new role, and to provide support to the candidate during their transition. Ask pointed and relevant questions during the interview to gauge the individual's readiness for the role and to understand how they plan to apply their existing knowledge to their new responsibilities. Lastly, remember that even though the candidate is already part of the team, they will still need some time to adjust to their new position. A thoughtful onboarding process can be incredibly beneficial in this regard, even for internal hires. In the end, the decision to hire internally should be driven by the candidate's potential to grow within the role and contribute to the success of your company. --- *Looking to climb the ladder all the way to the top? Learn from the best in the business with our [C-Suite Masterclass](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content) cohort and boost your leadership skills!* [![Become an executive powerhouse with the C-Suite Masterclass](https://www.developermarketing.io/content/images/size/w1000/2023/05/C-Suite_Ghost_Banner_Assets_.png)](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content) ### Making enablement work in remote settings URL: https://www.gotomarketalliance.com/making-enablement-work-in-remote-settings/ Last updated: 2023-07-06T11:35:44.000Z Whether your teams are working in an office, taking a hybrid approach, or fully remote, the ability to drive outcomes for Go-to-Market (GTM) teams across all of these environments is a key skill set for enablement professionals in today’s world. Each setting poses ****unique challenges** and requires ****distinct approaches** to be successful. Regardless of the approach your team has taken, the ability to enable teams remotely is an ever-present need with the distributed nature of today’s global workforce. Below are areas to consider when setting up your remote teams for success: - [Get the right digital tools and solutions](https://www.salesenablementcollective.com/making-enablement-work-in-remote-settings/#ensure-you-have-the-right-digital-tools-and-solutions-in-place) - [Create a culture of sharing](https://www.salesenablementcollective.com/making-enablement-work-in-remote-settings/#foster-a-culture-of-sharing) - [Use a variety of mediums](https://www.salesenablementcollective.com/making-enablement-work-in-remote-settings/#provide-a-mix-of-live-virtual-training-e-learning-video-and-practice-sessions) - [Make live virtual sessions engaging](https://www.salesenablementcollective.com/making-enablement-work-in-remote-settings/#conduct-engaging-live-virtual-learning) - [Establish a check-in cadence](https://www.salesenablementcollective.com/making-enablement-work-in-remote-settings/#set-up-operating-rhythms-to-support-feedback-and-ongoing-practice) 👇 ## **Ensure you have the right digital tools and solutions in place** Ease of enablement in a remote environment ****depends** ****heavily** ****on the strength of your tech stack and ability to leverage it** in your enablement programs. When building out your tech stack, you'll want: - A centralized location for your customer data. - A shared place to meet, communicate, and collaborate remotely. - A consolidated hub to create and distribute Enablement content. - A way to record and store customer-facing and internal calls. - A space to build and facilitate live virtual learning and e-learning programs. - A system of action to streamline your sales processes and ensure remote teams are able to work efficiently. - A tool to track and analyze performance, as well as monitor and report on key metrics. Once you have your tech stack in place, it’s important that you document and share with your GTM teams *how* they should be interacting with these tools to minimize confusion. --- [![C-Suite Masterclass live and online from August 28, 2023](https://www.salesenablementcollective.com/content/images/2023/04/C-Suite_Masterclass_Email_Banner_.png)](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content) --- ## **Foster a culture of sharing** An emphasis on learning *together and from one another* is key to any GTM team’s culture, and enablement professionals are often asked to be culture creators within their organizations. > *To do this remotely, enablement teams must find ways to encourage knowledge sharing across teams, to celebrate wins, and to document best practices.* While there are many sales readiness platforms that can aid in this area, there are also ways to do this in an instant messaging platform. For example, create a dedicated channel in your instant messaging platform and encourage teams to share their wins, best practices, *and* their failures and learnings with the broader team. Consider boosting interaction by offering incentives for those who share often, offer great insights, or engage in productive exchanges with their peers. Ensure leadership and frontline managers are ****also engaged** in the channel, while monitoring the space for any negative contributions that put the culture building objective at risk. ## **Provide a mix of live virtual training, e-learning, video, and practice sessions** Mixing up learning modalities to provide an engaging Enablement experience is as important in a remote world as it is in an office setting. Consider building programs that offer a mix of the modalities. For example: - Start with a live virtual training to introduce a new topic - Create an e-learning to reinforce what the teams heard during the live virtual training - Share short videos of best practices from the field week over week to keep the information top of mind - Provide managers with resources to conduct practice sessions within their teams to help reps apply what they have learned and receive coaching on an ongoing basis. ## **Conduct engaging live virtual learning** Teams do not have to be in person to experience fun and competitive engagement with enablement programs. Breakout rooms during live virtual training can provide an avenue for [role plays](https://www.salesenablementcollective.com/using-chatgpt-for-sales-and-why-you-need-it-in-your-sales-enablement-toolkit/), experimentation, and collaboration. Bringing in examples from the field is also a great way to make live virtual learning more engaging. Even though enablement professionals are often great facilitators, GTM teams also like to hear from those who have ****hands-on experience** with the different topics. > *Additionally, creating challenges and awarding prizes during live virtual sessions can boost the willingness of reps to engage.* For example, say you are training your teams on how to engage with a particular buyer persona: - Provide your teams with a template and have them complete an individual deal strategy activity before dividing into breakout groups to discuss their plans and receive feedback from their peers and managers. - Then consider having a few reps prepped to “stand and deliver” their plans back with the broader group and receive feedback from leaders to align the group around the attributes of a strong plan. Be sure to highlight both the wins and areas of opportunity. - Prepare a few reps who have had success in the past engaging with this persona to share their experience with the group. Ask them to share context for their deal, what they did, what the outcome was, and what they learned about how to engage with the persona based on their experience. - Share a recorded call in a live virtual training of a great conversation a rep had with the focus persona. Be sure to highlight what it was specifically that the rep did in the call to engage the persona effectively. ## **Set up operating rhythms to support feedback and ongoing practice** Feedback and insight into what is happening out in the field may be captured in different ways in a remote world than it is in an office setting. Consider establishing a check-in cadence with a group of GTM reps or front line managers to get a sense of how your different initiatives are landing in the field. Then, leverage this input to inform your reinforcement plans or ****adapt your approach** in the future. > *Additionally, consistent practice and coaching likely needs to be set into an operating rhythm to remain top of mind for teams.* Therefore, determine a frequency that makes sense for your organization and add either manager- or enablement-led practice opportunities, where reps can try out new skills and receive coaching. Having a ****standardized cadence will increase traction** for your programs and offer insight into how reps are retaining the information they have received. ## **The path forward** By implementing the above tactics, you will be on the path to helping GTM teams thrive in a remote environment. To get started on this path, ensure you have the ****right tools** in place as a strong foundation. Then, build on your foundation by offering ****avenues for sharing**, creating ****engaging training** in a variety of forms, setting up ****practice opportunities**, and supporting strong ****feedback loops** to iterate over time. --- *[Katie](https://www.linkedin.com/in/katievanhoomissen/?ref=salesenablementcollective.com) is Senior Revenue Enablement Manager at Outreach, and a [Sales Enablement Collective Ambassador](https://www.salesenablementcollective.com/meet-the-ambassadors/).* --- [![C-Suite Masterclass](https://www.salesenablementcollective.com/content/images/2023/04/C-Suite_Masterclass_Email_Banner_2.png)](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content) ****Carve your path to the C-Suite with our expert-led masterclass. Over six weeks, learn from experts who've been there and done it and expedite your path to the top.** ****Limited seats available, so secure your spot [today](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content).** ### What burnout is and how you can prevent it URL: https://www.gotomarketalliance.com/what-burnout-is-and-how-you-can-prevent-it/ Last updated: 2023-07-04T19:15:37.000Z In any role, at any company, it’s normal to feel a certain level of stress or anxiety about the work you’re doing from time to time. What’s not normal, though, is feeling intensely overwhelmed with this type of stress for an extended period of time. After a while, this level of overwhelm can develop into ****burnout**, a state of physical and emotional exhaustion that not only affects work but our personal lives and general mental health. Burnout can be a *significant issue* that comes about as a result of chronic workplace stress. It’s important for *any worker* to understand what burnout is, recognize the signs, and avoid getting to a place where it becomes unbearable. Without this, it can lead to a major decrease in our ability to do any work at all and can have a negative impact that lasts for months, if not years. It’s particularly necessary, though, for those operating at the C-suite level or in senior management roles to be able to spot the signs and know how to tackle burnout, for their own sake as well as that of the workforce that they lead. If those at the top of the business are unable to mitigate the risk of burnout or act accordingly when it seems to be having an impact, not only can it negatively affect the business objectives but it can be detrimental to the mental health of a number of their employees. In order to do our best work possible and support the productivity of others, we need to prioritize good mental health and take workplace stress seriously. No job is worth sacrificing your mental health for. In this article, we’re going to explore: - [What is burnout?](https://www.communityledgrowth.com/what-is-burnout-and-how-you-can-prevent-it/#what-is-burnout) - [The symptoms of burnout](https://www.communityledgrowth.com/what-is-burnout-and-how-you-can-prevent-it/#so-what-are-the-symptoms-of-burnout) - [What causes burnout?](https://www.communityledgrowth.com/what-is-burnout-and-how-you-can-prevent-it/#what-causes-burnout) - [Burnout risk factors](https://www.communityledgrowth.com/what-is-burnout-and-how-you-can-prevent-it/#risk-factors-for-burnout) - [How to stop feeling so burned out](https://www.communityledgrowth.com/what-is-burnout-and-how-you-can-prevent-it/#how-to-stop-feeling-burned-out) It’s time to kick burnout to the curb, so let’s dive in. ⏬ ## **What is burnout?** Burnout is a state of chronic physical and emotional exhaustion that occurs as a result of long-term stress in a job, or from working in an emotionally or physically demanding role for an extended period of time. What is key is that this comes about as a result of unsuccessful management of this stress or failure to intervene at the first signs of burning out. The [World Health Organization](https://www.who.int/news/item/28-05-2019-burn-out-an-occupational-phenomenon-international-classification-of-diseases?ref=communityledgrowth.com) (WHO) characterizes the main three features of burnout as follows: - "Feelings of energy depletion or exhaustion; - Increased mental distance from one’s job, feelings of negativism and/or cynicism related to one's job; and - Reduced professional efficacy." Burnout itself is not a medical diagnosis, however, it *can* negatively impact one’s health, relationships, work performance, and overall quality of life. It stretches beyond just affecting our work, which is why it’s important to be able to recognize the signs and intervene early when work-related stress becomes more significant. ## **So, what are the symptoms of burnout?** The most common symptoms of burnout can appear much like clinical depression in that it presents an overarching feeling of defeatedness, hopelessness, and lethargy. Common symptoms can be broken down into physical, emotional, and behavioral - as follows: ### **Physical symptoms** - Feeling tired and drained most of the time. - Lowered immunity, frequent illnesses. - Frequent headaches, muscle pain, or aches. - Changes in appetite or sleep habits. ### **Emotional symptoms** - Sense of failure and self-doubt. - Feeling helpless, trapped, and defeated. - Detachment, feeling alone in the world. - Loss of motivation. - Increasingly cynical and negative outlook. - Decreased satisfaction and sense of accomplishment. ### **Behavioral Symptoms** - Withdrawing from responsibilities. - Isolating from others. - Procrastinating, taking longer to get things done. - Using food, drugs, or alcohol to cope. - Taking out your frustrations on others. If any of these sound or feel familiar to you or any colleagues or employees, you or they may be experiencing burnout and it’s vital that steps are taken to mitigate the stress. ## **What causes burnout?** Burnout can come around as a result of numerous factors, including but not limited to the following: ### **Lack of control** At work, if we feel unable to take some ownership or shape certain aspects of our job, such as a schedule, projects, or workload, it can lead to burnout. For example, if you find yourself in a position where you are being told to produce a lot of work or need to be involved in a number of projects, while not actually having the time or capacity to complete them, this can be the start of a dangerous workload. This can then be impacted by an expectation that you have to get all of it done, and an inability to deprioritize anything. ### **Unclear job expectations** In order to work successfully, we need to have a clear understanding of what is expected of us. This can be illustrated through Key Performance Indicators (KPI) that define deliverables on a regular basis, or any goal-setting exercises with your team or management. Not having access to this understanding can make working life uncomfortable, uncertain, and difficult, because it’s impossible to tell if we’re doing our job correctly or heading in the wrong direction without this knowledge. ### **Dysfunctional workplace dynamics** In every aspect of life, we are bound to clash with certain personalities or find ourselves in chaotic situations. This becomes a problem when it’s someone you have to be around significantly more, or when they have the power to influence your working life. This could look like an office bully, colleagues who undermine what you do, or a boss who micromanages your work. All of these examples can compound your feeling of not being good enough at work or increase your stress levels about the work you’re doing. ### **Extremes of activity** When a job feels monotonous or chaotic, you’ll need to keep up a constant level of energy in order to keep up and remain focused. This can lead to a feeling of fatigue or anxiety. For example, if you find yourself constantly worrying that something unexpected is going to happen, or you don’t know what may come up for you next, work can become a source of constant stress. ### **Lack of social support** Loneliness, in any part of our lives, [is bad for our health](https://time.com/6183058/loneliness-health-effects-what-to-do/?ref=communityledgrowth.com). Having friends at work can help to boost our job satisfaction and performance because it gives us a sense of belonging and provides an outlet for us to speak about anything work-related with someone else who *gets it*. This isn’t limited to complaining to a work friend over drinks either. It can look like a friend taking over on a task for you if they know you’re busy or overwhelmed, a manager giving you a shoutout in your team meeting when you’ve been performing well, or a colleague offering some guidance on how to approach a project. A lack of these support sources at work, and outside of it, can make you feel isolated and alone - all of which can increase the chance of burning out. ### **Lack of work/life balance** It’s not uncommon to have a couple of days, here and there, where you spend a little longer than usual working. Or you may need to step in to take over from a colleague and have a somewhat larger workload than normal for a few days. However, when it becomes the norm, and you are consistently working longer hours than you are meant to be, then this will quickly become a problem. So if you find yourself spending the majority of your time working, and sacrificing your personal life or time with family and friends to continue your work - burning out becomes a lot more probable. ## **Risk factors for burnout** In order to ****beat burnout to the punch**, you should look out for the following risk factors in your role: - Heavy workload - Regularly working very long hours - A struggle with work/life balance - A lack of control over your work If you are in a situation where you recognize any of these risks in your role, you should be mindful and keep track of those feelings or situations, so you can know if things need to change from early on - rather than after you find yourself burning out. ## **How to stop feeling burned out** ### **Self-care** The first step when it comes to stopping feeling burned out, is to prioritize self-care. Self-care can manifest itself in a variety of ways but ultimately it boils down to making sure you’re looking after yourself as best you can. This could include making sure you eat a balanced diet, exercising regularly, getting enough sleep, and doing things you enjoy or that help you relax and stay grounded. ### **Boundary-setting** Setting boundaries at work and establishing a clear split between your personal and work life is a key way to stop burnout. It could look like setting yourself specific work hours and making sure to stick with them, not having your emails or work communications on your personal phone (and not checking these outside of your work hours), or making sure you take regular breaks from work throughout the day. Boundary-setting can also mean having conversations with colleagues or management to say, “Hey, I can’t prioritize this project right now - let’s work together to find a time when I can.” or “Going forward, I need 5 working days’ notice in order to complete these tasks”. It’s not just about creating a work-life balance, but also letting others know that your time is valuable and you can only do so much in a day. ### **Seek support** Don’t be afraid to reach out for support when you need it. This can be to friends and family, but it can also be to colleagues and management and in some cases, a mental health professional. While our managers are there to oversee our work and guide us professionally, they also have a duty to help us manage our workload and stress levels - so it can be incredibly useful to reach out and alert them that you are beginning to see signs of burnout. As for friends, family, and colleagues - they can offer a listening ear, advice, and guidance on how to manage your stress. ### **Mindfulness** In a broad sense, mindfulness is a process in which you focus on being acutely aware of experiences occurring in the present moment, and the feelings those experiences create - without interpretation or judgment. Benefits of mindfulness include improved focus and concentration, reduced stress, enhanced self-awareness, increased patience, and better emotional control. A way to use mindfulness at work could be to pay attention to the first feelings of heightened anxiety and step away from what you’re doing to conduct a breathing exercise. What you want to avoid doing is ignoring the feeling of anxiety, but instead try to acknowledge it without interrogating yourself about the feeling. Imagine that feeling of anxiety as a cloud of smoke in your mind, and use the breathing exercise to gently waft it away and clear the air before you step back into working. ### **Take time off** If you’re able to, taking time off from work can be very beneficial. This doesn’t have to mean you’re taking a vacation - it could be as simple as taking a day or two and just allowing yourself to spend that time doing the things you love. If your burnout is at a point where it’s becoming impossible to deal with work and it’s causing physical or mental health conditions, it may be a good idea to talk to a medical professional and enquire about stress leave. Mental health is just as important as your physical health, so taking time off for sickness or stress is absolutely okay and can help you to take that much-needed time to recover. ### **Re-evaluate your priorities** If you’re feeling burned out, it can feel incredibly overwhelming to think proactively about what needs to change in order to feel better - after all, it comes with a real sense of defeatedness. Despite this, taking a step back to really consider what’s important to you can be a great way to start understanding what steps you need to take in order to get rid of burnout. ****Identify what matters to you** most, whether it’s advancing in your career, spending time with your family, developing a certain skill or focusing on your health. Then, ****look at your current situation** and assess what you’re spending most of your time on. Next, compare your ideal situation to your current one. Are you spending your time on the things that matter most to you? Does your current situation look like the ideal situation? If you answer no to both of these questions, then you can start to identify what may be contributing to those feelings of burnout. With this re-evaluation, you can start to make changes that will bring your current situation closer to the ideal situation. This could involve delegating tasks, saying no more often, or reorganizing your schedule to better reflect your personal and professional priorities. ### **Seek professional help** If feelings of burnout persist, consider seeking the help of a mental health professional. They can provide strategies and techniques to help you cope with burnout and manage stress. They can also help to unpack deeper-rooted issues that you may not have been entirely aware of, which can be contributing factors to your burnout. ## **Let’s sum up** Burnout is a serious issue that can result from chronic workplace stress. It's not just a state of physical exhaustion but also a state of emotional exhaustion that can significantly impact our personal lives, work performance, mental health, and overall quality of life. To ensure we’re at our best, we must understand and recognize burnout, and take proactive steps to prevent it. Fortunately, burnout can be prevented and mitigated through various strategies. Prioritizing self-care, setting boundaries, seeking support, practicing mindfulness, taking time off when needed, and re-evaluating priorities can significantly help in managing and reducing burnout. In severe cases, professional help might be necessary to effectively address the problem. Remember, no job is worth sacrificing your mental health for. Prioritize your well-being, and do not hesitate to seek help when you need it. By understanding and acknowledging burnout, we can all contribute to a healthier and more balanced work environment. --- Understanding and knowing how to tackle burnout is just one of the many abilities any C-suite executive or senior leader should possess. That’s why we explore it in our [C-Suite Masterclass](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content). If you’re a Director or VP-level professional who wishes to or is expecting to transition into a C-suite leadership role, this course is for you. But, if you’re a newly appointed C-suiter who’s keen to explore how other like-minded professionals have led teams or sustained organizational performance levels, then you’ll thrive in this program, too. From developing your leadership abilities to understanding the unique challenges faced by C-level executives, gain the comprehensive understanding you need to drive results, inspire teams, and achieve your career aspirations - all in this industry-leading course. [![Become an executive powerhouse with the C-Suite Masterclass](https://www.communityledgrowth.com/content/images/2023/05/C-Suite_Ghost_Banner_Assets_.png)](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content) ### Intent data unveiled: The secret weapon for sales domination URL: https://www.gotomarketalliance.com/intent-data-unveiled-the-secret-weapon-for-sales-domination/ Last updated: 2024-08-20T16:07:48.000Z *This article as been adapted from *VP of Digital Sales at TTEC, Joe Lazewski*’s talk at the Future of Sales 2022 summit.* --- Having spent over two decades in the sales industry, I've witnessed firsthand the challenges that come with generating a high-quality pipeline and I get how impossible it can feel, especially in today’s lightning-fast business landscape. But fear not, for I bring good news, in this article I’ll share some of my key insights that will **revolutionize your approach**, focusing on the power of **Account-Based Marketing (ABM)** and leveraging **intent data**. By using these two together, you can gain a competitive advantage, discovering a wealth of knowledge that can directly lead to actionable strategies, ranging from visibility in engagement patterns to uncovering anonymous website visits and finding pockets of interested buyers. To find out more about ABM and how to leverage intent data to drive growth, read on! Here’s how I’ll break it down: - **The power of ABM and its importance** - **How to successfully implement an ABM program** - **Expert example of a weekly intent data process** - **Key points to remember** - **Final thoughts** ## **The power of ABM and its importance** In today's competitive landscape, generating a high-quality pipeline is no easy task. Statistics show that a whopping 97% of website visits remain anonymous, and only 7% of target customers are actively in the market for your products and solutions. This leads to an enormous waste of resources and missed opportunities. ABM, when coupled with intent data, offers a solution to this challenge and a wealth of added benefits across all areas of your organization. In the **marketing department**, consistent pipeline generation and optimized budgets and resources become achievable. **Operations teams** can eliminate the guesswork from lead scoring and efficiently orchestrate contact acquisition and enrichment. **Sales teams** can prioritize efforts on accounts and contacts in the market for your product or service, reducing buyer journey time. > *ABM tools also offer immense value in terms of automation, immediacy, and insights.* You can uncover anonymous website visits to predict accounts that are in the market, and send targeted ads to relevant audiences. You can also trigger sales outreach on hot accounts, spotting when they’re starting to research your products and services and reaching out to them. **The list goes on!** But in general, by continuously improving and refining ABM strategies based on data intelligence, businesses can drive more targeted and effective sales approaches, guiding the next best actions. ## **How to successfully implement an ABM program** Now you know why ABM is so important, but what’s next, how do you go about implementing it? To secure success in the implementation of an ABM program, several key factors come into play. First and foremost, it is crucial that the **ABM tool is connected to your website** and all sources of **customer and prospect data**. This integration allows you to understand who is actually engaging with your content. Setting up a **weekly intent report** is also really important as it enables you to review intent signals with your team and direct the week’s activities towards high-scoring accounts. Also by prioritizing prospects and customers with scores above a certain intent score, usually 80 or above, you are able to help focus sales efforts more effectively. ## **Expert example of a weekly intent data process** To show you what I mean, let me walk you through a common example of how I set up a weekly ABM program using intent data to drive sales results. It starts with receiving a weekly report, integrated into the CRM system. Identifying accounts with high intent scores, we dive into the intent data, analyzing top branded keywords that were searched and acted upon and the top generic keywords relating to your product or service. > *Then you want to look at the types of engagement and their volume or buyer concentration, understanding the key contacts that are interacting with you.* These key contacts are then nurtured through lead follow-up programs, involving the sales development representatives (SDRs). Scheduling introductory meetings with engaged prospects creates opportunities to review products and services and assess their position in the buying cycle. With all that done you can start the engagement process and begin to move them through your sales pipeline. ## **Key points to remember** ### **Choosing the right ABM partner** - Choosing the right ABM partner is crucial for success. Look for partners that provide the desired functionality, including accurate intent score data and seamless integration with multiple data sources, especially your website. - The ability to integrate with your CRM or sales system of record is essential for streamlined operations and effective tracking. ### **Incorporating intent reporting into weekly processes** - To make intent data actionable, it's important to build intent reporting into your weekly processes. Designate a specific time, such as Monday morning, to review intent signals with your team and align the week's activities accordingly. - Focus on accounts that are actually in the market for your solutions to ensure optimal prioritization for the sales pipeline. ### **Collaborative approach and lead nurturing** - Successful ABM programs require collaboration between marketing, SDRs, and the sales team. You want to build a process of following up on the weekly intent scores because regularly reviewing intent data together allows for a unified approach and ensures everyone understands the action items for the week. - Lead nurturing becomes crucial in engaging key contacts. Setting up lead follow-up programs and assigning them to SDRs or market development teams facilitates personalized outreach and moves prospects through the buying cycle and sales pipeline. ### **Leveraging ABM marketing programs** - ABM marketing programs play a vital role in guiding prospects and customers through the buying journey. As intent scores rise, tailor marketing activities and content accordingly. From personalized web experiences to targeted ads, leverage ABM tools to deliver the right message to the right audience at the right time. - Align marketing and sales efforts based on customer intent and continuously optimize campaigns for maximum impact and fully understand what is moving customers to become more engaged. ## **Final thoughts** Hopefully, I’ve been able to show how leveraging intent data in your ABM strategy can revolutionize your sales approach and that I’ve provided some valuable insights based on my experience. By identifying prospects and customers actively in the market for your solutions, you can focus your efforts, optimize resources, and drive meaningful engagement. **ABM tools provide automation, data insights, and improved efficiency, enabling you to nurture leads and convert them into valuable customers.** Remember, selecting the right ABM partner, incorporating intent reporting, and adopting a collaborative approach are all key to success. Embrace the power of intent data, and watch your sales soar to new heights! ### Empower your employees by building a culture that values every customer interaction URL: https://www.gotomarketalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/ Last updated: 2023-07-04T09:40:16.000Z The overarching goal of any [customer success](https://www.customersuccesscollective.com/what-is-customer-success) function is to provide your customers with the best possible experience that’ll help them realize your product or service’s value, and reach their desired outcomes with said product or service. Sure, it sounds simple enough, but the only way for this ethos to be reflected in every customer interaction is if it’s a part of your company’s culture. This is where first-rate leadership comes into play. As a [customer success leader](https://www.customersuccesscollective.com/8-winning-tips-for-stellar-customer-success-leadership/), there’s a responsibility to set the standard through your actions. A junior member of staff can try to impact or change their company’s culture, but fundamentally, any big change needs to come from the top. To ensure each customer interaction counts and your *whole* company recognizes and values each customer interaction, this needs to come from the C-suite. In this article, we’re going to cover: - [What work culture is, and why it’s important](https://www.customersuccesscollective.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/#what-is-a-%E2%80%9Cwork-culture%E2%80%9D-and-what-is-customer-centricity), - [The importance of every customer interaction,](https://www.customersuccesscollective.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/#the-importance-of-every-customer-interaction) - [Ways to build a customer-centric culture,](https://www.customersuccesscollective.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/#four-ways-you-can-build-a-customer-centric-culture) - [How to empower your employees and set them up for success, and](https://www.customersuccesscollective.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/#empowering-employees-to-embody-customer-centric-values) - [How to measure success and continued improvement.](https://www.customersuccesscollective.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/customersuccesscollective.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/#measuring-success-and-continuous-improvement) Now, let’s get down to business. ## **What is a “work culture” and what is customer-centricity?** To kick things off, it’d serve this article best if we first explained the importance of a positive, encouraging work culture. But what do we mean when we refer to a “culture”? Work culture is the type of environment that exists *within* an organization, usually reflective of shared values, and beliefs that shape the normal run of things in a company. Here are some examples of work cultures: - Positive, friendly, and dynamic work cultures. These promote innovation, well-being, collaboration and retention. - “Fast-paced” work cultures tend to cultivate agility and adaptability, resilience, collaboration and continuous learning. - Work cultures fostered around [diversity, equity and inclusion](https://www.customersuccesscollective.com/how-to-know-if-your-company-is-inclusive/) (DE&I) signal to employees that a company values equal opportunities and creates a workforce that reflects the broader society of different backgrounds, experiences, perspectives, and identities. - In toxic work cultures, where employees feel the pressure to over-perform, there are cases of micromanagement, lack of recognition, and bullying. It’s up to the senior leadership team or the [C-suite](https://www.customersuccesscollective.com/why-should-customer-success-be-represented-at-c-suite-level/) to set a healthy, supportive, and positive work culture in order to get the best work out of staff. But why are we talking about work culture in an article related to [customer-centric strategies](https://www.customersuccesscollective.com/5-steps-to-building-a-customer-centric-culture/)? As a customer success leader, you not only have influence over the day-to-day work culture that affects your employees – that's a given. You’re in a unique position to be able to impact the lives of your customers too – whether that figure's in the thousands, millions, or billions. ### **Why is a customer-centric work culture important?** As a customer success professional, your natural propensity is to focus on the customers themselves. But not every function within your business will necessarily be constantly thinking of the customer. In some companies, the big drive is the product itself, or perhaps the number of sales made. A company could be [community-led](https://www.communityledgrowth.com/what-is-community-led-growth/?ref=customersuccesscollective.com) (much like a little-known [customer success communit](https://www.customersuccesscollective.com/customer-success-community/)y 👀). When you put your customer at the forefront of every business decision, in every department – regardless of [KPIs and responsibilities](https://www.customersuccesscollective.com/measuring-customer-success/) – then the customer's own eventual success becomes an increasingly realistic prospect. If you can make [customer-centricity](https://www.customersuccesscollective.com/5-steps-to-building-a-customer-centric-culture/) and [empathy](https://www.customersuccesscollective.com/busting-the-myths-of-empathy-and-accessibility-niina-majaniemi-microsoft/) an integral part of your company’s culture, it can really give your organization an edge in terms of customer conversion and retention. ## **The importance of every customer interaction** Customer interactions play a pivotal role in delivering exceptional service and [building strong relationships with your customers](https://www.customersuccesscollective.com/make-em-stick-6-ways-to-build-long-lasting-customer-relationships/). Each interaction provides an opportunity to create a positive impression, address customer needs, and exceed their expectations. When your employees understand the significance of these interactions and are empowered to provide outstanding service, it can have a profound impact on overall customer satisfaction and loyalty. Senior customer success leaders have a crucial role to play in building a customer-centric culture that emphasizes the importance of each customer interaction. How? By setting the right example and establishing clear expectations, they can inspire their teams to prioritize customer satisfaction and go above and beyond to meet customer needs. ### **Understanding the value of each customer interaction** It might sound trite, but it's worth noting for clarity: > Every customer interaction holds value and can influence the customer's perception of your organization. Most companies will agree with this, but whether its culture reflects the gravitas of this realization is another matter entirely. Whether it's a simple inquiry, a support request, or a strategic conversation, there’s no escaping from the fact that every single touchpoint contributes to the overall customer experience. Recognizing the impact of these interactions is essential for cultivating a culture that values [customer-centricity](https://www.customersuccesscollective.com/become-a-top-customer-centric-brand-by-mapping-out-your-customer-journey/). By understanding the value of each interaction, you can emphasize the importance of delivering exceptional service at every opportunity. This mindset should permeate throughout the entire organization, from the leadership team to frontline employees. ### **Identifying touchpoints throughout the customer journey and their significance** To truly build a customer-centric culture, it's important to identify the key touchpoints throughout the [customer journey](https://www.customersuccesscollective.com/re-examining-the-customer-journey-to-enhance-the-customers-experience-and-add-value/) and understand their magnitude. From the first point of contact to post-purchase support, each one of these touchpoints presents a unique opportunity to engage with the customer and deliver the value that was promised pre-conversion. When you pinpoint these critical touchpoints, your employees will be made aware of the moments that matter most to customers. This knowledge enables you to tailor your interactions, provide personalized experiences, and demonstrate a deeper understanding of your customers’ needs. ### **Utilizing data and analytics to measure and evaluate the quality of customer interactions** Your customers won’t realize value and your department won’t be a revenue driver without marrying the [two pillars of customer success](https://www.customersuccesscollective.com/the-balance-between-tech-and-human-touch-during-onboarding/). Just like PB and J are a match made in sandwich heaven, so are empathy and data to customer success. No matter how you cut it, [data and analytics](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/) play a *huge* role in building a customer-centric culture. By leveraging your customers’ data, you can gain insights into the quality of interactions, identify areas for improvement and feed this information back to your product development team. There are some key metrics you can start adopting, such as customer satisfaction scores, response times, and resolution rates, which can provide invaluable [feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/) on the effectiveness of customer interactions. It’s worth pausing here to note that while having this data is just one part of the game – acting on it via analysis is the most important part. When you analyze this data, it allows you to measure the success of your customer-centric initiatives and make data-driven decisions to enhance the customer experience. Regular evaluation of customer interactions enables you to identify patterns, trends, and areas of excellence, which can be used to shape training programs, refine processes, and continuously improve service delivery. ## **Four ways you can build a customer-centric culture** ### **1\. Define a clear vision and mission centered around customer satisfaction** To build a customer-centric culture, it’s essential to define a clear vision and mission that revolves around customer satisfaction. This vision should be communicated throughout the organization, emphasizing the importance of putting the customer at the forefront of every decision and action. A customer-centric vision provides a shared purpose and direction, aligning employees around a common goal. It sets the tone for the organization's culture and serves as a guiding principle for decision-making at all levels. ### **2\. Communicate the importance of customer-centricity to the entire organization** This one will never get old: [effective communication](https://www.customersuccesscollective.com/drive-customer-engagement-through-effective-communications/) is key to fostering a customer-centric culture. It’s *essential* to clearly articulate the importance of customer-centricity to every member of the organization. This communication should emphasize how each employee contributes to the customer experience and how their efforts directly impact customer satisfaction and loyalty. Leaders should regularly communicate the organization's commitment to customer-centricity, share success stories, and highlight the positive outcomes that result from prioritizing the customer. This constant reinforcement helps create a shared understanding and reinforces the significance of customer interactions. ### **3\. Encouraging cross-functional collaboration and knowledge sharing** Michael Jordan once famously noted that "Talent wins games, but teamwork and intelligence win championships." And he’s not wrong. 🏀 [Collaboration](https://www.customersuccesscollective.com/why-collaboration-will-transform-your-customer-experiences/) and teamwork are an organization’s magic formula for success. When departments work together, share knowledge and break away from the silos that can unfortunately start to form, they can provide a seamless and consistent experience for customers. Your best jumping-off point to get your employees to fully grasp the significance of customer-centricity is by showing the value of what each other department does. This way, they’ll have a well-formed understanding of each customer interaction your company has. When pooling together insights, statistics and notes, employees can leverage their collective expertise and insights to better understand customer needs and address challenges effectively. ### **4\. Aligning internal processes to support a customer-focused approach** This one might be best addressed to your [operations team](https://www.customersuccesscollective.com/customer-success-operations/), but building a customer-centric culture requires aligning internal processes and policies to support a customer-focused approach. This can seem mundane, but it’s integral to long-lasting, systemic change. It can involve reviewing existing practices and identifying areas where changes can be made to enhance the customer experience. By streamlining your internal processes and removing unnecessary archaic barriers, you improve service delivery and set your employees up to make decisions that’ll benefit the customer tenfold. ## **Empowering employees to embody customer-centric values** The term “empower” gets thrown around a lot these days, but what does it really mean? We’re of the belief that empowerment means providing someone with the confidence and authority to carry out a task. If you’re in the business to make your company customer-centric, you won’t stand a chance if your employees aren’t onboard and, perhaps more pressingly, have the right infrastructure to enact this ethos. Empowering employees starts with hiring and training individuals who align with the organization's customer-centric values. During the hiring process, look for candidates who demonstrate empathy, excellent communication skills, and a genuine passion for delivering exceptional service. Once hired, provide comprehensive training programs that focus not only on product knowledge but also on vital skills, such as active listening, problem-solving, and empathy. This investment in employee development sets the foundation for a customer-centric culture. ### **Providing ongoing training and professional development opportunities** Empowerment is an ongoing process that requires continuous learning and development. Provide employees with ****regular training sessions** and ****professional development opportunities** to enhance their skills and keep them updated on industry trends and best practices. Encourage employees to seek feedback, participate in workshops and conferences, and pursue relevant certifications. By investing in their growth, you empower them to provide exceptional service and develop as customer success professionals. 🎪 Leadership is the cornerstone of success in the C-suite. Are *you* ready to take your executive skills to the next level? Enter ****the [C-Suite Masterclass certification](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content)**. From developing your leadership abilities to understanding the unique challenges faced by C-level executives, you'll gain the knowledge you need to drive results, inspire teams, and achieve your career aspirations. [Learn today. Lead tomorrow](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content) ### **Encouraging autonomy and decision-making authority at all levels** Empowering employees means granting them the autonomy and decision-making authority to serve customers effectively. Trust your employees to make decisions aligned with the organization's values and provide them with the necessary support and resources to do so. By empowering employees to take ownership of customer interactions and make decisions that benefit the customer, you foster a sense of ownership and accountability. This autonomy leads to increased employee satisfaction and enables them to deliver personalized and impactful experiences. ### **Recognizing and rewarding exceptional customer service efforts** Recognition and rewards are powerful tools for reinforcing a customer-centric culture. When you acknowledge and celebrate employees who consistently go above and beyond to deliver exceptional service and are responsible for outstanding customer interactions, you foster a culture of excellence that inspires others to follow suit. Whether this is through peer nominations, customer feedback, or performance metrics, a great way to empower your employees is by publicly recognizing these employees and rewarding their efforts. ### **Creating the right systems** Implementing a customer relationship management (CRM) system to track interactions To effectively manage and track customer interactions, implement a robust CRM system and you’ll be laughing your way down Retention Road (population: your CS team 😉). You’ll know that a CRM provides a centralized platform to record and analyze customer interactions, ensuring that no valuable information slips through the cracks. But a powerful CRM system that works with your business model and size will allow your employees to access customer data, history, and preferences, and provide them with the ability to personalize all customer interactions and provide proactive support. It also facilitates collaboration among teams, allowing for a seamless handoff of information and ensuring continuity in the customer experience. ### **Utilizing technology for customer feedback and sentiment analysis** Technology can play a significant role in gathering customer feedback and sentiment analysis. Implement tools and platforms that enable customers to provide feedback easily, such as surveys, online reviews, and social media listening. Leverage sentiment analysis tools to monitor customer sentiment and identify areas where improvements can be made. These insights help you understand customer perceptions and make data-driven decisions to enhance the customer experience. ### **Providing employees with access to relevant customer information and insights** Empower your employees with access to relevant customer information and insights. This can include data on customer preferences, previous interactions, and any specific needs or challenges they may have encountered. By equipping employees with this information, you enable them to provide personalized and proactive support, anticipating customer needs and exceeding expectations. Access to customer insights empowers employees to deliver tailored solutions that drive customer success. ## **Measuring success and continuous improvement** ### **Establish KPIs to measure customer satisfaction and service quality** Measuring success in a customer-centric culture requires establishing key performance indicators (KPIs) that focus on customer satisfaction and service quality. These KPIs can include metrics such as customer satisfaction scores, [net promoter score](https://www.customersuccesscollective.com/how-to-leverage-nps-data-to-make-decisions/) (NPS), customer retention rate, and customer lifetime value. Regularly monitor and evaluate these metrics to assess the impact of customer interactions and the effectiveness of your customer-centric initiatives. Use the data to identify areas for improvement and set goals to drive continuous enhancement of the customer experience. ### **Gathering customer feedback** Direct customer feedback is invaluable for understanding their needs, preferences, and satisfaction levels. Implement surveys, conduct interviews, and leverage social listening tools to gather feedback from your customers. Encourage customers to share their thoughts and suggestions, and actively listen to their feedback. Analyze the feedback to identify trends, pain points, and areas of improvement. This customer-centric approach ensures that you are continuously aligned with their needs and expectations. Analyzing customer data, feedback and customer interactions via metrics will identify areas for improvement, allow you to implement necessary changes and gain insights into the customer experience. What’s more, you’ll ensure your organization is consistently evolving to meet customer needs. ## **Overcoming challenges and roadblocks** When you’re beginning to implement a customer-centric culture, you may face resistance from employees who’ve become accustomed to existing practices or are perhaps reluctant to change. This is natural, and a very common theme in [change management](https://www.customersuccesscollective.com/adoption-and-change-management-in-customer-success/). You can overcome this resistance by fostering a customer-centric mindset through communication, training, and leading by example. When you’ve got employees who are taking more persuading to come round to these new systems, try to emphasize the benefits of a customer-centric approach, such as improved customer satisfaction, increased loyalty, and business growth. You can support these employees by offering resources to help them adapt to new ways of working and create a supportive environment that encourages experimentation and learning. ### **Resource constraints and budget limitations** Unfortunately, like many other aspects of life, lack of money can be a real blocker for realizing your goals. And in businesses, resource constraints and budget limitations can present challenges in building the customer-centric culture of your dreams. But it’s not all doom and gloom! You can harness creativity and prioritization to overcome these pesky financial obstacles. One way to get around a less-than-ideal budget is to proactively identify cost-effective initiatives that’ll have a significant impact on the customer experience. After all, *you*, the CS leader, are most in-tune with the customer’s thoughts and desires. *You* know what they’re after. Let the rest of the C-suite know that. You can focus on training and development programs that empower employees to provide exceptional service without requiring substantial financial investments. Seek opportunities to leverage technology and automation to streamline processes and maximize efficiency. ## **Okay, let’s wrap things up** Delivering exceptional service through every single customer interaction is a central tenet of any successful business. But building a customer-centric culture can only be achieved if your whole company is behind this ethos. By recognizing the value of each customer interaction, identifying key touchpoints, and leveraging data and analytics, organizations can continuously improve the quality of customer interactions. As a CS leader, you have your ear to the ground of every post-sales interaction. You live and breathe helping your customers, by understanding their feedback and walking them through your product’s uses. It’s therefore integral that customer success leaders can define a clear vision and mission centered around customer satisfaction, aligning internal processes and policies, and empowering employees through hiring, training, autonomy, and recognition. By utilizing the right systems and measuring success, organizations can overcome challenges, continuously improve, and provide exceptional service that drives customer success. We’ve said it once, but we’ll say it again. We’ll say it until the cows come home: > ****Through customer-centricity, organizations can foster strong relationships, inspire customer loyalty, and differentiate themselves in today's competitive landscape. Empower your employees and they’ll take care of your customers.** [![Become an executive powerhouse with the C-Suite Masterclass](https://www.customersuccesscollective.com/content/images/size/w1000/2023/06/q-ybL2TK.png)](https://certified.thealliance.io/course/c-suite-masterclass?ref=customersuccesscollective.com) ## **Secure your seat at the big table.** So much of your time is spent grafting to [make your customers realize value](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/), why not invest the same in yourself? Whether you’re a Director or VP of Customer Success, the ****C-suite Masterclass** is your answer to professional progression. If you’re serious about taking your career to lofty heights, this certification will certainly help expedite your career by offering you strategies, insights, and skills necessary to take a seat at the big table. [Join the C-suite at your company](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content) ### The best competitive strategy for each stage in the business lifecycle URL: https://www.gotomarketalliance.com/the-best-competitive-strategy-for-each-stage-in-the-business-lifecycle/ Last updated: 2023-07-03T15:04:55.000Z The first three stages of the business lifecycle go something like this: - Startup - Growth - Maturity From that point on, things get a little shaky. The business can begin to ****decline** as other, more agile competitors step up to the plate. Or, it can keep innovating. This ****rebirth** stage sees the business transition to keep up with the changing market. There’s one other possible ending, though: ****acquisition**. The business owner can cash out of the business, rather than stick around to see it through its next phase. If you’re looking for the right competitive strategy for where your business is at, you’re probably in one of those first phases. Those are the ones almost every emerging business finds itself in. Let’s take a look at which types of competitive strategies you should adopt at each stage of the cycle. ## **How businesses win** But first (!), let’s take a look at the different ways a business can become successful. First, it wins more ****market share**, and sells a larger number of units to a greater number of people across the total available market. Second, rather than sell more units, it increases its profit margins per unit sold, while selling the same number of units. There are typically two ways it can do this: 1. ****Cut costs** and sell at the same price. 2. ****Improve the product** and charge a higher price. Costs remain constant. All of these generate more profit for the company, which can then reinvest that capital. All other things being equal, a business that’s more profitable will win over the competition. Let’s examine each option in a bit more detail. #### **Win more market share** Businesses that want to win more market share need products or services with broad market appeal. This doesn’t have to mean “appealing to the masses”, although it might. A single product that appeals to everybody is great. But different products for [different market segments](https://www.competitiveintelligencealliance.io/four-types-of-market-segmentation/) might work even better. Of course, it’s hard to create a single successful product. Creating multiple successful products demands more staff and more money. Businesses in the startup stage are usually wiser to stick with a single product. #### **Cut costs** A business that cuts its costs without negatively affecting the product makes more money from each unit it sells. It costs less to produce each unit (or to fulfill a service once). Less money out, same money in, more profit! A business can cut its costs by switching, or negotiating better deals with, its suppliers or manufacturers. It can also cut its costs by becoming more efficient, or by employing economies of scale. #### **Improve the product** A business might not reduce its costs by working to offer a better product or service, but it will almost certainly be able to charge more. When you offer a great deal more value, customers will be willing to pay a great deal more. Same money out, more money in, more profit! Even existing customers will be happy to pay more if you make it clear to them how much more value they’re getting from their product now than when they first came on board. ### **What to notice about all of these methods** All of the above methods flow into each other. Make more profit with any of the above methods, and you’ll be able to reinvest that profit into any of the others. If you’re able to cut costs, you can reinvest your profits in improving your product, researching your market, and [identifying competitor weaknesses](https://www.competitiveintelligencealliance.io/competitor-swot-analysis/). In turn, you’ll win more deals, start stealing market share from your competitors, and make even more money. In turn, by winning more customers, you’ll learn more about what held them back from choosing you before. You’ll also learn what the final straw was that made them look to leave your competitor. All this helps inform your product development, and tells you where to direct your newfound capital. In other words, there’s a positive feedback loop at play here. Just make *some* progress early, and you’ll find your business accelerating into the growth stage in no time. --- [![C-Suite Masterclass – Live and online from August 28, 2023](https://www.competitiveintelligencealliance.io/content/images/2023/06/C-Suite_Masterclass_Email_Banner_--1-.png)](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content) --- ## **But what about..?** By now, you should have questions. Because all that sounds neat and tidy, and you know nothing’s ever that easy. When it comes to ways a business can generate more profit, we’re leaving out other things that matter too. Things like the quality of the business’ leadership, the quality of its strategic decision-making, and its ability to close deals. But with the right people, such things should take care of themselves. And a business with more money can afford to hire better, more qualified people. So it should, in theory, win there too. Ok. But what about winning market share? When do you ever get a bunch of “unclaimed” market share just sitting around, waiting for you to come along and win them? You’ll have to win market share from the competition if you’re to win them at all. So, how do you get ahead enough to start generating more profit? For that, [you’ll need a competitive advantage](https://www.competitiveintelligencealliance.io/comparative-vs-competitive-advantage/). That’s where Porter’s generic strategies come in. ## **Porter’s generic strategies** First, a primer on Porter’s generic strategies. Michael Porter proposed three distinct competitive strategies: - Cost leadership. - Differentiation leadership. - Focus leadership. Let’s examine those more closely. ### **Porter’s generic strategies explained** #### **Cost leadership** A business that cuts costs while keeping prices the same can make more profit. It can then reinvest that profit into its products, people, and processes. This creates a positive feedback loop that accelerates the business’ growth, widening the gap between it and its closest competitors. Or, a business can look to pass its cost savings on to its customers, lowering its prices. Competing on price is rarely the best strategy for a business, as prices can only drop so close to zero before you’re out of business. While you might attract more people with your lower prices, there are some things to consider: 1. Does your product or service have ****broad enough appeal** to actually attract more customers even if the price is lower?s 2. Is your price a ****real reason** you’re losing deals? 3. Will the uplift in customer numbers ****offset the drop** in prices? 4. Are the customers you’d attract with lower prices ****the kind you’d want?** Remember, there’s no limit to how much you can increase your prices. You can offer ever-increasing value to your customers and continue charging more for it. In this direction, you’re limited only by your creativity and willingness to provide value. Try to win by being the cheapest, and you cheapen your product too. For some businesses this is the right strategy. For most, it’s not. ### **Differentiation leadership** Differentiation leadership is where your product or service does a few select things *very* well. Much better than your competitors. You’ve looked at similar products, uncovered where your product is strongest, and doubled down on those strengths. You’ve figured out how to make your product *different*, so it can stand on its own amongst other high value products. By doing a few things very well, your product becomes very good at solving very particular customer needs. The customers who want these needs met more than any others *will* favor your product over your competitors. Some of those competitors might even have you beat in other areas. But for your select cohort, your product solves their unique problems the best. So long as that doesn’t change, you’ll always be their first choice. ### **Focus leadership** Focus leadership comes down to focusing on one, small niche of customers to create what's called a [niche competitive advantage](https://www.competitiveintelligencealliance.io/niche-competitive-advantage/). A lot of research will likely have gone into finding and defining this customer segment. From the ground up, you’re able to build a product or service that caters to every need of this small niche. You understand them, and your product caters to them, better than any of your competitors. By virtue of being a small niche, broad market appeal is not what you’re aiming for. Everything from your pricing, to your feature set, and your brand messaging, all of these are geared towards selling your target market on your product. You might think this sounds quite a lot like differentiation. The difference between this and differentiation is that it can apply to both cost *and* differentiation. If price is a core need for your customers, you’ll have to incorporate that into your product or service. ☝️ Note: In Porter’s original framework, these three actually formed a quadrant, with Cost and Differentiation leadership as the two core options, both existing on a scale of focused-to-broad in how niche or broad your target market is. --- [![Become an executive powerhouse with the C-Suite Masterclass](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/07/C-Suite_Ghost_Banner_Assets_--1-.png)](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content) ## **The company lifecycle (revisited)** So (big drum roll) what does any of this have to do with the company lifecycle? At different stages of the lifecycle, a business has different challenges and circumstances. It has more or less cash readily available to reinvest. It has a greater or lesser number of talented staff on hand to push smart new ideas. And, most importantly, businesses at different stages of the company lifecycle can have more or less success with each of the competitive strategies we outlined above. That’s thanks to the unique things about those strategies. ![](https://www.competitiveintelligencealliance.io/content/images/2023/06/cycle.jpg) ### **The best competitive strategy for a startup** Here are some of the hallmarks of a ****startup** 🌳. - Hasn’t been in business long (months to years). - Low sales. - Negative profit (operating at a loss). - Low efficiency (relatively unable to generate sales with its available capital). The business is at its most *fragile*during the startup stage. Most businesses don’t survive! Product market fit does not yet exist, and there’s not much cash since you’re not yet profitable. Running at a loss, startups are at risk of losing the key people they’ve invested so much of their scarce capital in. Your employees will learn lots quickly, and you’ll have to underpay them. Your best employees are the ones you’ll rely on most for growth, but they’re also the ones most likely to leave in search of higher paying opportunities once they’ve learned enough to move on. However, a business is also at its most *agile* during this stage. Risk is inherent, so startups have little to lose, and benefit from a “move fast and break things” mentality. Risk is high anyway, so there’s little downside to trying bold new things and learning from the outcomes. So what should your priority be as a startup? And what strategy is best to pursue at this stage? 🌳 **• Suggested focus:** product-market fit. • **Suggested strategy:** Niche competitive advantage (focus OR differentiation). Finding your product-market fit should be your priority. That includes establishing a customer base. When you do, you’ll start generating enough cash to reward your staff and attract strong new talent. This sows the seeds of true growth, as you’ll have more money and more staff around. You can use both to further develop your products and grow your business. As for strategies, a focused approach works best in the beginning for most. This can’t be a blanket recommendation, as there are always exceptions in the messy world of business. But as a rule, it holds. Most startups barely have enough cash to keep going. So it makes sense to nail a single product or service first. Make it the best it can possibly be for a small group of people (making it the best it can possibly be for everyone is beyond your scope at this point). By making it so good for a select group, it’s likely very valuable to them. This is good, as it means they’ll pay top dollar to use it. *That’s* good, because it means you’ll start generating serious cash once your product starts to sell. ### **The best competitive strategy for a growth-stage company** Here are some of the hallmarks of a ****growth-stage** company 📈: - Usually been in business for at least a year. - Higher sales. - Higher profits, positive turnover. - Greater efficiency (better able to convert available capital into more sales). By the time you’ve reached the growth phase, you’ve found your product-market fit. There is demand for what you do. At this point, you’re operating at a profit. This is the time to strategically reinvest every bit of profit you make back into the business, so it can scale. So what should your priority and strategy be as a growth-stage company? 📈 • **Suggested focus**: competitive positioning. • **Suggested competitive strategy**: Niche competitive advantage (focus AND differentiation). You have more money at your disposal at this stage, so investing in new, skilled people is key. Sure, continue investing in product development and better tools and software. But a full marketing team is a must at this stage. A skilled marketing team can handle your key focus for the growth stage: [competitive positioning](https://www.competitiveintelligencealliance.io/what-is-competitive-positioning/). As you near the end of the growth stage, growth will slow as you step up to the plate against key competitors. Knowing these competitors and how you’ll position yourself to beat them is key. As for your competitive strategy, it’s important to keep focusing on the niche target market you’re already winning over. Continued investment in your product helps keep existing customers around, while improved positioning and marketing puts you in the best position to win new customers. ### **The best competitive strategy for a business at maturity** Here are some key markers of a business that has reached ****maturity** 👨‍🦳****:** - Usually been in business for at least five years. - Growth has begun to slow. - Costs have begun to fall. - Has been profitable, year after year, for a while. - Even greater efficiency versus the growth stage (even better able to convert available capital into more sales). A business that has reached maturity has a key, new advantage. It’s large enough that it is able to begin employing economies of scale. Fulfilling services on a larger scale, putting in orders for manufactured materials at bulk sizes, being able to commit to longer-term deals with suppliers … all of these things help a business cut costs. And with lower costs, you can begin pursuing the elusive cost leadership strategy. 👵 • **Suggested focus**: long-term competitive advantage. • **Suggested competitive advantage**: cost advantage. Broader focus possible. For most businesses that reach maturity, the next stage is decline. To guard against that, you’ll need to stay on top of market trends and be very aware of changing customer needs. For that reason, your suggested focus at this stage is on establishing yourself for the long term. How can you make sure you’re still *the* in-demand product in five or ten years? How is the market shifting, and how might this affect the ways you offer and deliver your products and services to make sure you remain competitive? These are the kinds of questions you’ll need answers to if you want a sustained competitive advantage. Thankfully, your strategic horizons have broadened. You’re now large enough to lower your costs, so you can begin using these cost savings strategically. You can pass them on to your customers by charging lower prices. Or, you can charge the same prices and reinvest the additional profit. One smart way of investing this additional profit would be in advisors and experts who can help you navigate the business environment. They’ll be expensive, but if they keep you in business, they’re worth every cent. Now is also a good time to start diversifying. If you’ve been nailing a particular niche market segment for a while, you can start to develop a broader focus, aiming to serve a greater total number of customers. ## **TL;DR** - Businesses win by either appealing to a greater number of customers with the same products, or by increasing profit margins while selling to the same number of customers (or both). 📈 - Porter’s Generic Strategies (cost leadership, differentiation leadership, and focus leadership), roughly describe ways businesses can succeed. ♟️ - Businesses at each of the first stages of the company lifecycle (startup, growth, maturity), have different circumstances and opportunities. 👪 - Startups should focus on achieving product market fit quickly, while focusing on a niche market. 🤏 - Businesses in the growth phase should focus on beginning to position themselves competitively in the marketplace, learning how to differentiate their product effectively. 🌳 - Businesses that reach maturity should start securing themselves for the long-term, and can begin employing economies of scale to achieve cost leadership in their industry. They can then reinvest in diversifying their product portfolio and hedging risk. 👨‍🦳 --- ## **New or budding C-suite member who needs strategy training?** [![Forge your path to the C-Suite](https://www.competitiveintelligencealliance.io/content/images/2023/06/Alliance_C-Suite_Meta_Assets_.jpg)](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content) Most newcomers to the C-suite don't feel prepared. That's because they don't know how to: - ****Steer their psychology** to take care of their mental health, eliminate imposter syndrome, and finally achieve work-life balance. - Quickly ****establish a company-wide vision** and framework for developing and implementing a winning strategy. - Deftly ****handle cultural differences** to maximize team togetherness. The C-Suite Masterclass will teach you to do all this, plus a *load* more. Click the banner below for more info. See you there. [![Forge your path to the C-Suite](https://www.competitiveintelligencealliance.io/content/images/2023/06/C-Suite_Ghost_Banner_Assets_.png)](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content) ### How to build a culture that values customer interaction in product-led growth URL: https://www.gotomarketalliance.com/how-to-build-a-culture-that-values-customer-interaction-in-product-led-growth/ Last updated: 2023-07-03T11:44:52.000Z In product-led growth, giving your customers value is the number one driver of growth. It all comes down to your business’s perception, and by building a solid relationship with users, you’re creating brand trust. Customers who trust a business are more likely to stick around and become long-term subscribers. So how do you prioritize customer satisfaction, and how does that relate to product experience? A large part of it comes down to your organization's culture. When you empower your employees, you give them a sense of authority and autonomy to make the customer experience the best it can be. Think of it as giving your employees the right tools to handle customer interactions quickly and smoothly. Now you have the building blocks of positive customer service. But, what are the specific ingredients to create a work culture that embraces positive customer interactions? Read on ahead, you customer guru. ## **Have clear expectations and outcomes** You want to make sure everyone in your company understands the value of good customer service. If people aren’t on the same page, goals can’t be aligned, and direction is immediately lost. You want to ensure you’ve effectively stated the company vision with measurable goals and KPIs focusing on customer satisfaction. It’s important to lay out what you expect from your employees from the beginning. Changing desired outcomes often can give employees whiplash and make them feel directionless. Consistency creates boundaries people know to stay within, so be clear and stick to them. ## **Hire the right people** If you want employees who’ll [treat your customers right](https://www.productledalliance.com/instilling-a-customer-first-approach-in-all-you-do/), you need to find ones who align with your values. When interviewing, you want to scout for passionate, empathetic, and emotionally intelligent people. These are the people who will foster and embrace a customer-centric culture. Ideally, you need the right temperament and communication style to handle customer interactions. These people should be able to take constructive criticism well and adapt to situations quickly, as you never know how customers will react. But don’t forget to nurture these people. Handling different personalities all day can be exhausting, and if you want your employees to thrive, you need to take care of them. That means providing them with the right environment to succeed, where their emotional needs are being addressed. ## **Train and empower employees** The best employees are the ones who are given the proper tools to handle any situation. You want to empower your people with the proper training and resources to deal with adversity should it come their way. Think proactivity. By empowering, you’re giving employees the ownership to make decisions based on their training that benefits the customer. Autonomy to act means employees don’t always have to escalate issues to higher management. They have the knowledge to deal with and satisfy customers or have the tools available if needed. Highly trained employees are also less likely to feel overwhelmed and will feel backed by their company. You’re investing in them and their continued development, which will, in turn, make them feel more supported, motivated, and valued. And that will increase happiness, which will then be passed on to the customer. When employees are empowered with knowledge, they can pass that along to the customers. It’s a trickle-down effect and gives customers a sense of ease, knowing they’ll get the information they need. This fosters a positive relationship with the company, as the customer feels confident that, when they have a problem, they know who they can turn to for help. ## **Foster a customer-centric culture** If you want the best customer service experience, you must make sure your business has the fundamental shift to approach it. This goes beyond metrics and policies and taps into the company's ethos as a whole. Everyone needs to understand customers are priority number one. Without them, there is no audience to sell the product to, after all. Customer satisfaction drives business growth. So, how do you create that culture? A few ways. You can reward those who prioritize customer satisfaction either through bonuses or acknowledgment. It gives people a solid goal to strive towards. You can also celebrate customer success throughout the company, which creates a positive work environment. And you can focus on customer satisfaction metrics over others to drive your company’s compass in that direction. The name of the game is all about reinforcing customer value. So, find what works best for you and go for it! ## **Continuously improve** [Customers need change](https://www.productledalliance.com/navigating-constantly-changing-customer-needs-2/), and you need to be on top of that. Employees are your first point of contact with the customer, so listen when employees share their feedback on improving things. The best way to do this is by personalization. Your goal is to adapt the customer experience based on customer preferences. Know how and when to engage with them and what they want. What are some ways to personalize? - Use customer surveys to get their opinion - Use past purchases to see their wants and needs - Make recommendations based on user profiles - Use customer journey mapping to understand issues and opportunities As your business grows, you might be able to identify new methods of offering customer service, as well as optimize wait times and responses to queries. You want to make your customers feel like they’re getting VIP treatment, which means constantly trying new things when the opportunity presents itself. Just keep a close look at the data to make sure something new is working for you and not against you. ## **Lead by example** Your employees look up to you, so set the right tone as the leader. Your actions towards customers should inspire as you lead by example. A great way to do this is for leaders to be accessible to customers. They want to know everyone in the business is working for their satisfaction. When leaders take accountability for customer issues, it's vital for employees to watch how they handle it. You’re responsible for making positive customer interactions a priority. Don’t let it slip. ## **Use data to drive decisions** Metrics are a great way to keep your company focused on the customer journey. Not only does it allow you to understand customer behavior, how to fix their pain points, and what they like, it shows you how to [improve your customer experience](https://www.productledalliance.com/speed-and-scale-to-support-consumer-brands/) if something is lacking. We’re all about continued improvement here. So, what are some great [KPIs to measure customer success](https://www.productledalliance.com/10-best-customer-retention-metrics-for-product-managers/)? Here are a few you should always be checking on. ****Customer retention rate (CRR)** CRR is a crucial metric for gauging loyalty and the effectiveness of your business strategy. CRR is the number of customers who continue to do business with you over time. Retaining existing customers is more cost-effective than acquiring new ones, and a 5% increase in CRR can lead to an ROI increase of 25% or more. And, since happy customers are more likely to refer your services to others, you’re essentially getting free marketing for your business. ****Customer satisfaction score (CSAT)** CSAT measures overall customer satisfaction through surveys or feedback, often using a scale of 1-10 or emojis. CSAT provides quantitative data for qualitative feedback and can help identify areas for improvement. Surveys can be delivered through websites, email campaigns, or in-store kiosks, but timing is crucial to avoid oversaturating customers and to ensure their voices are heard. ****Net Promoter Score (NPS)** NPS measures customer loyalty and satisfaction through surveys asking how likely a customer is to recommend a product, usually on a scale of 1-10\. Specific follow-up questions about demographics and product quality can provide tailored data to improve your NPS. A high NPS can predict company growth through positive word-of-mouth advertising, and calculating NPS only requires survey software, well-crafted questions, and an irresistible product. ## Conclusion Customer interactions should be a positive experience that employees are well equipped to handle. It’s a top-down approach, where leadership offers the goals, mindsets, and training for employees to thrive in customer service. So, once you’ve made sure you’ve hired the right people and you’ve given them the space to flourish, keep nourishing that culture. It’ll only continue to pay off. [![Become an executive powerhouse with the C-Suite Masterclass](https://www.productmarketingalliance.com/content/images/2023/07/C-Suite_Ghost_Banner_Assets_--1-.png)](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content) While you're here, check out the all-new ****C-Suite Masterclass**! With the help of leading experts, plus access to our Alliance frameworks and case studies, you'll get all the strategies, insights, and skills you need to thrive in the upper echelons of business. [Find out more now](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content) ### Ideal customer profile (ICP) vs buyer persona: what's the difference? URL: https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/ Last updated: 2024-04-02T08:54:57.000Z Developers are a unique audience, and your [developer marketing](https://www.developermarketing.io/your-guide-to-developer-marketing/) strategies need to reflect that. This is where [segmentation](https://www.developermarketing.io/the-different-types-of-developers/) comes into play! There are many reasons why you’d want to split your audience into different groups or categories, mainly the fact that it allows you to deliver tailored messaging to your customers. Segmentation is usually demographic, psychographic, behavioral, and geographic, and you choose what makes more sense in the context of your marketing campaigns. We understand this can be a difficult task, which is why, when you [become a member of the Developer Marketing Alliance](https://www.developermarketing.io/signup/), you get access to many perks, including persona templates to help you better understand your target market. ## **What are ideal customer profiles?** When we talk about segmentation, the first thing that comes to mind is probably personas, but they aren’t the only type. ![developer working on her laptop, code on screen](https://www.developermarketing.io/content/images/2022/08/pexels-christina-morillo-1181243.jpeg) Ideal customer profiles (ICPs) are descriptions of **fictional companies** that derive value from your product while also providing value (and the best return) to your business. ICPs are usually broad descriptions that help companies understand what their ‘perfect’ customer is, and they also tend to have a solid lifetime value, since they don’t churn as much. ICPs can also advocate for your brand and product! Ideal customer profiles can help you to better define the problems you’re looking to solve, ensure your operations are aligned with what your audience needs, and help you to improve your offerings in the future. With ICPs, you’ll know which leads to send to sales, for example, and which are unlikely to convert. The characteristics that make a customer ideal will depend on your circumstances. For example, do you sell to a particular region/country? If so, geographics are important. How much budget do you have? How much revenue is your audience turning over? Are there any barriers to purchase that might impact your audience? This can help you to identify what your ICP looks like. If you believe a lead doesn’t qualify, then you can set them aside and save your sales team the time to engage them. **Why do you need an ideal customer profile vs buyer persona?** Because they’ll let you know exactly who you should target (and, considering there are so [many different types of developers](https://www.developermarketing.io/the-different-types-of-developers/) nowadays, this is crucial) by identifying key features that profitable customers share. ## **How to create an ICP** There are some elements inherent to ICPs that you may want to include when creating your profile. While you may have a good idea of who your ideal customer is, don’t rely solely on your hunches – they might be in the ballpark, but you’ll only get accurate data without missing any key details if you do some research first. ### **1\. Specify the problem you’re solving** This is key because you need to know how you can help your customers. Does your software resolve an issue developers have been having for a while? Does the tool shave off time in their daily tasks? Is the tech designed to cut down the number of steps for a certain task and, therefore, makes devs’ lives easier? If you fully understand what you’re solving, you can better define your ideal customer profiles, since you’ll know exactly what they’re looking for – i.e., who can benefit from your product the most. ### **2\. Figure out the characteristics your best customers share** Analyze your existing customers in-depth to find out the attributes they have in common, whether that’s the type of business, the technologies used, the revenue of the companies, etc. You can use an existing database or tool for this, if possible, or conduct interviews and send out surveys to your happiest customers and ask them questions like, “what made you choose us?”. A good ideal customer profile will also include questions that give you data about the company’s behavior and attitudes, like: - What are its biggest challenges? - What tech does the company use? - What are its goals? - And its pain points? You can also include negative characteristics, so you're aware of the companies that aren’t a good match for your product. ### **3\. Evaluate customer feedback** Accept the good and the bad – [customer feedback](https://www.developermarketing.io/the-science-behind-feedback-gathering-from-developers/) is a fantastic way to learn what your target audience thinks of your business and product, and provides you with the perfect opportunity to improve your offerings. While data is crucial, so is feedback. So, ensure you know exactly what your customers like about your company and what could be done better. And, by acting on that feedback, customers will be happy they’re being listened to. ### **4\. Define your ICP** While each company will have different traits, every ideal customer profile should have basic information like the size of the organization, its budget, and its location. Once you’ve got all the data, you’ll want to document everything in the same place for quick reference. Make sure other stakeholders in the company can use the framework and review it to keep it up to date and useful for everyone else, including the sales team. The information you get from your ICP vs buyer persona is also useful for your marketing strategies, so that you’re not only targeting the right audience, but also have the right messaging and how to best position your product. --- [The secrets of compelling messaging and effective product positioningFor developer marketers, making sure that their product is connecting with the right audience is crucial. Messaging and product positioning matter.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceLawrence Chapman![](https://www.developermarketing.io/content/images/2022/07/speech-balloon.jpg)](https://www.developermarketing.io/secrets-of-compelling-messaging-and-effective-product-positioning/) --- ## **What are buyer personas?** Buyer personas are also **semi-fictional representations of your ideal customer**. But, while ICPs refer to companies, buyer personas are about individuals – they’re also usually more in-depth than ideal customer profiles, as they include elements like motivations, demographics, fears, job title, and more. Just like with ICPs, you want to find patterns and put together the traits they have in common, which will give you a general idea of who your buyer persona is. You can also have more than one buyer persona! If your product is aimed at both software developers and full stack developers, for example, it makes sense to have different personas. ## **How to create a buyer persona** Buyer personas help you to [think like a developer](https://www.developermarketing.io/how-to-live-breathe-and-think-like-a-developer/) and, by doing that, you can better get your message across to your audience. But, how do you even start? The process to build [developer personas](https://www.developermarketing.io/the-complete-guide-to-developer-personas/) is similar to the creation of ideal customer profiles: ### **1\. Research your target market** Buyer personas are based on research, just like ICPs. You may have a pretty good idea of who your audience is but, without this research, you might not be able to develop the right messaging or tailor your marketing efforts as accurately as you would with a solid, well-researched persona in place. To perform this research, you can ask your customers questions. Talk to developers, send out a survey, try to identify their motives and challenges, etc. If you have a [developer relations (DevRel)](https://www.developermarketing.io/what-is-developer-relations-devrel/) team, they can help you to gather this information as well. The questions you should ask developers should be about the job they do, the specific market/industry they’re in, what they’re looking for in a product (as in, the problems or challenges they have), their personal background, any training and development they do, and so much more. ### **2\. Jot down your audience’s demographics** This might be the simplest step, since you probably have access to this information already, be it on your CRM (customer relationship management) tool or your [developer community](https://www.developermarketing.io/why-developer-communities-matter/). For example, if your main demographic is developers in their twenties, they’re likely starting their career and, therefore, their goals, challenges, and motivations will be a lot different than someone with years of experience. ### **3\. Add their goals** What motivates your developer audience? What issues do they have? What are they looking for in a product? Make sure to include developers’ goals when creating your buyer persona, since this can help you to better understand how to interact with them – and how to approach them when it comes to promoting your product’s features and benefits. ### **4\. Create messaging for your buyer persona** As developers are [such a unique audience](https://www.developermarketing.io/the-characteristics-of-developer-marketing/) (as well as practical- and technical-minded), you’ll want to get your messaging right when you interact with them. So, you must [get the tone of voice right](https://www.developermarketing.io/marketing-to-developers-back-to-the-drawing-board/) as well, which includes being factual, straight to the point, and avoiding the fluff. Create content that resonates with your persona, such as elevator pitches, that also help other stakeholders in the company understand your audience better – and speak the same language when communicating with devs. --- [Personas templatesGet to know your developer audience with these handy persona guides - and streamline your messaging!![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceDeveloper Marketing Alliance![](https://www.developermarketing.io/content/images/2022/07/DMA_Meta_membership_dashboard_templates_and_frameworks_.jpg)](https://www.developermarketing.io/personas-templates/) --- ## **Why you need both an ICP and a buyer persona** Ideal customer profile vs buyer persona? Do you have to choose one or the other? As mentioned, your ICPs are the **companies** you should target, while a buyer persona refers to the **people** who buy from you. Your ICP may be a business-to-business company while your buyer persona will be the people who work there, from the sales team to the marketing managers. In addition to this, ICPs tend to be more focused on the numbers (such as revenue), but buyer personas include more qualitative and subjective elements, like your audience’s challenges and fears. You need both because it helps you to understand all your customers’ and audience’s challenges, goals, and characteristics, which you can then use to build a strategy that draws people in. It’s also important that you regularly update your ICP and your buyer personas since the industry is always evolving and the business needs to reflect those changes. That way, you can keep tweaking your offerings, improving your messaging, etc. ### Why pricing based on value is better than pricing on cost URL: https://www.gotomarketalliance.com/why-pricing-based-on-value-is-better-than-pricing-on-cost/ Last updated: 2024-04-19T12:09:28.000Z Simple question: is your business making enough money? No? Are your margins disappearing as inflation bites? Maybe it’s time to look at the way you price. When we start working with them, most clients are pricing on cost. They calculate inputs and add what they think is a reasonable margin. Too often, they have no real idea of what their competitors charge and whether their pricing is competitive in their market. Even worse, there’s no handle on which customers are the most profitable and where they should focus on growing their business. As a result, they struggle. Everyone’s working flat out, but profitability is dropping like a stone. And it’s particularly tough now with inflation at a record high. We suggest they start thinking differently about pricing. Instead of looking through a cost lens, we encourage them to shift their mindset to the value they’re offering. This can yield incredible results. # Clarity on proposition Before you start thinking about pricing, you need to be clear on your proposition. [Who is your core customer?](https://www.monkhouseandcompany.com/blog/how-to-get-total-clarity-on-the-identity-of-your-core-customer/) What problem do they have? How can your product or service solve this? Whilst this sounds great in theory, it can be challenging in practice. That’s why we use a tool called [‘attribution mapping’.](https://www.monkhouseandcompany.com/blog/struggling-to-nail-your-strategy-you-need-an-attribution-map/) This will give you a full picture of your market position and a practical roadmap of activity for the next three years. The aim is to get you to a place where your company isn’t competing with any other. That way, you won’t come under price pressure, and customers will be happy to pay based on your value. # Cultivate expertise A great starting place if you’re interested in value-based pricing is to read *The Win Without Pitching Manifesto*. Here’s an insightful quote from its author, Blair Inns: > *“Expertise is the only valid basis for differentiating ourselves from the competition. Not personality. Not process. Not price. When the client has few alternatives to our expertise, we can dictate pricing, set the terms of the engagement, and take control.”* That is really good advice. Your customer has a problem, and you need to position yourself as the only expert that can help them. There is value in solving their problem, and you need to quantify this value. For example, a CEO will call me and ask for my help. Before we get into any detail, I ask them what it’s worth to them to solve this. I like to think they’ll get a 10x return from my fee. If they find this, my price becomes an investment, not a cost. I price by working back from the value I offer. # Be the most expensive in your market Another good read is Andrew Griffiths’ book, *Someone Has To Be The Most Expensive – Why Not Make It You?* I agree with his sentiment. If you can cultivate expertise and a differentiated strategy, you can charge more than your competitors. This will also force you to obsess about creating enough value. I spoke to [Hermann Simon for our Melting Pot podcast](https://www.monkhouseandcompany.com/podcast/how-to-become-a-hidden-champion-with-hermann-simon/) a while back. A well-known author and speaker, he’s just published an updated version of his book ‘Hidden Champions’. In it, he profiles 3000 highly successful businesses that are market leaders in what they do. They have a 15% higher sale price which translates into three times the profitability of their competitors. [And this is all down to their expertise and focus.](https://www.monkhouseandcompany.com/blog/why-your-growth-strategy-needs-focus-and-depth-on-attributes/) # Adjust your business model You may need to change your business model to move towards a value-based pricing method. If you’re selling a commoditized product, there will be a price for that in the market. This may go against you if you’re trying to switch to value. If your customer sees you as a vendor, they’ll have a price assumption. Many of our clients have products that are similar to others. They’re engaging customers too late – when they’ve gone to market to look for a solution. If they were to sell their expertise further upstream, they could target these customers before they go to market. When you help customers understand their internal problems sooner, they gain an opportunity to demonstrate their expertise *and* charge more based on their value to the customer. Not only this, they have more control over lining up core customers – the ones for whom their products are an ideal match. # Price differently depending on the customer You get on a flight and start chatting with the person next to you. You discover they paid £200 less than you. Does that bother you? Probably not, because you know you booked late. Airlines are open and honest about this. The CEO of Delta Airlines once said if two passengers on the same flight are charged the same, then Delta is not optimizing its pricing strategy. You know that prices vary according to where you buy them, the times of the year, and even your profile. But the input costs haven’t changed. Why do so many businesses charge all their customers the same if this is a fact? When all your customers pay the same price, you leave so much money on the table. You’ll also find that profitability by customer varies hugely. Most of our clients have an element of service wrapped around products, and customers will consume this service differently. Some will need loads of support. You make little to no money from them. Do you know which of your customers are the most profitable? Yes, you’re making money, but from where? And which parts of your products or service do customers value? Are any parts of your offering costing you more, and would it make little difference if you removed them? Don’t give your customers one price and one option. If you went to a restaurant, would you expect to see one option for wine? No. There will be different wines at different prices for different occasions. # Give customers a choice Every moment of every day, we’re presented with things that give us choices. So consider introducing different pricing options. Some customers may say they want X. Give them a price for that but also for Y and Z. They may come back or spend more. Value-based pricing assumes that some customers will be prepared to pay more for the same thing as a different customer. Like buying a car with a different set of options, offer them the opportunity to pay more. Using options will ensure that customers compare one of your prices against another, rather than something external. My suggestion is to use three options – high, medium, and low. Most will pick the middle option; some will choose the most expensive. The perception tends to be that the best value is in the middle, and you can manipulate this to increase your profits. # Use psychology There’s a great deal of psychology involved in purchase decisions. You can use this knowledge to your advantage. Let’s say you’re negotiating a new contract. You know your customer will want to feel they’ve done a deal. So give them that opportunity. Consider some outrageous terms and conditions. Something startling that takes people’s breath away. Maybe an automatic 10% uplift every year. You know they’ll likely single this out, and you’re happy to remove it for them. This all distracts from any negotiation over the price you’ve quoted. So they call you to say, “I’m not happy with this uplift.” You say, “No problem, let’s take that away. Which option do you want to go for? Number two? Great! We’ll start in two weeks!” Bam! Sale agreed at a price you’re happy with. And you maintain your profitability. *Written by business growth coach Dominic Monkhouse. Find out more about his work* [*here*](https://www.monkhouseandcompany.com/about-dominic-monkhouse/)*. Read his book, ‘F\*\*k Plan B’* [*here*](https://www.amazon.co.uk/Plan-technology-business-faster-achieve-ebook/dp/B089T7G9K7/ref=sr%5F1%5F2?dchild=1&keywords=f%2A%2Ak+plan+b&qid=1591793311&quartzVehicle=694-1832&replacementKeywords=f%2A%2Ak+plan&sr=8-2)*.* ### GTM23 Festival | Virtual | July 19 & 20, 2023 URL: https://www.gotomarketalliance.com/gtm23-festival-july-19-20-2023/ Last updated: 2023-06-29T10:38:25.000Z 🗓️ **Date:** July 19 & 20, 2023 📍 **Venue:** Virtual ### What is GTM23 Festival? 🤔 Looking to **master the art** of Go-to-Market strategy? Then look no further than **#GTM23 Festival**. Learn from, and network with, **pioneering GTM leaders** and tap into their knowledge and insights on the latest GTM trends, tactics, and tools. **Equip yourself with the tools you need** to overcome key challenges with the help of those in the GTM community. From market research and positioning to channel strategy and launch planning, **the experts will cover everything** you need to know to successfully bring your product or service to market. ### Why attend GTM23 Festival? 🥇 Stay on top of the latest Go-to-Market trends to get ahead of your competition. 🗣 Network with GTM executives and make meaningful connections. 🚀 Get inspired and elevate future launches through inspiring, action-led case studies. ⚙️ Harness the power of MarTech and proven tactics to maximize your team's GTM success. 🌎 Tune in from anywhere around the globe, all at no cost. [👉 GRAB YOUR TICKET 👈](https://events.gotomarketalliance.com/location/online/register) --- ### Speakers Highlights. 🧠 Sangram is the author of three books on go-to-market strategy, including The Wall Street Journal bestseller, MOVE: the 4 Question Go-to Market Framework. Before founding GTM Partners, Sangram co-founded Terminus, which earned a spot in Deloitte's fastest-growing company list after hitting $15M in three years. He also ran marketing at Pardot (acquired by ExactTarget and then Salesforce). Asta is a result-driven leader with a successful background in building and leading teams focused on exceeding goals in highly competitive environments that demand exceptional execution and innovation. Experienced in driving processes, operations, and technology improvements while building partnerships with key business partners. Mike has over 20 years of experience leading enterprise sales with CA, HP Software, Tricentis, and others. Mike specializes in building scalable sales teams to deliver consistent revenue growth through repeatable sales motions. [👉 FULL SPEAKER LIST 👈](https://events.gotomarketalliance.com/location/online/speakers) --- ### Agenda Highlights. 💥 - Unleashing growth: strategies for successful Go-to-Market execution. - Crafting compelling product positioning and messaging. - Navigating successful Go-to-Market mergers: a framework for CEOs, CROs, and GTM Leaders. - The AI advantage: leveraging AI to scale GTM capabilities. - Evolving the enablement ecosystem to drive GTM success. [👉 FULL AGENDA 👈](https://events.gotomarketalliance.com/location/online/agenda) --- ### Ready to transform your strategy and unleash the power of Go-to-Market? [👉 GET INVOLVED 👈](https://events.gotomarketalliance.com/location/online/register) ### GTM23 Summit | San Diego | August 31 & September 1, 2023 URL: https://www.gotomarketalliance.com/gtm-summit-san-diego/ Last updated: 2024-03-11T17:35:40.000Z 🗓️ **Date:** August 31 & September 1, 2023 📍 **Venue:** Paradise Point, 1404 Vacation Road, San Diego ### What is GTM23 Summit? 🤔 Looking to **master the art** of Go-to-Market strategy? Then look no further than **#GTM23**. Learn from, and network with, **pioneering GTM leaders** and tap into their knowledge and insights on the latest GTM trends, tactics, and tools. **Equip yourself with the tools you need** to overcome key challenges with the help of those in the GTM community. From market research and positioning to channel strategy and launch planning, **the experts will cover everything** you need to know to successfully bring your product or service to market. ### Why attend GTM23 Summit? 💡Unite with influential GTM practitioners and share insights, challenges, and strategies. Get decades of experience in small bite-size sessions. There has never been a better opportunity to get inspired and make an impact. 🧠 Step away from the daily grind. Rejuvenate and refocus with some of the sharpest minds in GTM. Return to work with invaluable insights and a fresh perspective on how you're approaching challenges. 🤝 Harness the power of in-person events, form genuine connections, and create valuable relationships. Make your next hire, find your mentor, and get practical advice. Become part of the GTM community and take your career to new heights. [👉 GRAB YOUR TICKET 👈](https://events.gotomarketalliance.com/location/sandiego/register) --- ### Speakers Highlights. 🧠 Josh brings a wealth of global experiences from various revenue-focused executive leadership positions at companies that include Dell, Avaya, Palo Alto Networks, Poly, and Datto. Josh has been widely recognized for delivering exceptional growth in results, company culture, and professional development. He holds a BBA magna cum laude from St. Edward’s University and has participated as a mentor and program leader in the MBA program at the University of Texas McCombs School of Business. With a passion for driving sales transformation, Del partners with revenue leaders to enhance sales productivity and align GTM strategy and execution. Given ongoing changes in buying behavior, Del takes an agile approach to enablement that's backed by data to enable revenue teams to meet customers where they are. As a business partner and certified change management practitioner, she's helped executives evaluate business gaps and lead strategic corporate initiatives - at both large, public companies and smaller startups - for more than a decade. Rob is a seasoned revenue generation leader, with experience in establishing and scaling marketing, sales, and customer success teams. He is now the Chief Revenue Officer at Smarty, a location data intelligence company. As CRO, Rob helps to orchestrate and grow their marketing, sales, customer success, and technical support teams. Together, they continually scale revenue by expanding their market share, delivering extraordinary value to their customers, and their teammates. [👉 FULL SPEAKER LIST 👈](https://events.gotomarketalliance.com/location/sandiego/speakers) --- ### Agenda Highlights. 💥 - From vision to execution: building agile GTM strategies. - Redefining ROI for B2B marketers. - Unify your GTM: teams, metrics, and values. - The AI advantage: leveraging AI to scale GTM capabilities. - Breakout sessions: addressing the biggest challenges facing GTM executives - Breaking down silos: fostering collaboration in the GTM ecosystem [👉 FULL AGENDA 👈](https://events.gotomarketalliance.com/location/sandiego/agenda) --- ### Ready to transform your GTM strategy? [👉 GET INVOLVED 👈](https://events.gotomarketalliance.com/location/sandiego/register) ### How to use a competitive gap analysis to blast past your competitors URL: https://www.gotomarketalliance.com/how-to-use-a-competitive-gap-analysis-to-blast-past-your-competitors/ Last updated: 2024-04-02T08:57:47.000Z 👃Ahh! The smell of unmet expectations. Acrid, strident, stinging. No one likes to feel let down, so when high hopes for promising products, after months of toil, are disappointed, there’s only one appropriate response. Rage. Ok, we’re joking, but if you can conjure your inner alchemist and turn despondency into curiosity, you can begin determining who and what is responsible for the shortfall. We’ve got a tool to help you. It’s called competitive gap analysis, and you’re about to learn all about it. In this article, we cover: - [What a competitive gap analysis is.](https://www.competitiveintelligencealliance.io/p/38877c1d-4b18-44b0-a70c-c7ce7e99429a/#what-is-a-competitive-gap-analysis) - [How it differs from a standard gap analysis.](https://www.competitiveintelligencealliance.io/p/38877c1d-4b18-44b0-a70c-c7ce7e99429a/#different-types-of-competitive-gap-analysis) - [How to perform a competitive gap analysis.](https://www.competitiveintelligencealliance.io/p/38877c1d-4b18-44b0-a70c-c7ce7e99429a/#how-to-perform-a-competitive-gap-analysis) - [The ideal gap analysis deliverable.](https://www.competitiveintelligencealliance.io/p/38877c1d-4b18-44b0-a70c-c7ce7e99429a/#the-ideal-competitive-gap-analysis-deliverable) Get to the end, and you’ll even find **four handy frameworks** to help you take the results of your gap analysis even further. Ready? 🤨 ## What is a competitive gap analysis? A *standard* gap analysis compares the results you’re actually getting with the results you expected to get. As a result, you **uncover weaknesses** in your strategies and **identify opportunities** for improvement. A *competitive* gap analysis does this while taking into account your competitors’ brands and products, their strengths and weaknesses, and an understanding of the overall competitive landscape. In other words, a competitive gap analysis aims to help you **close the gap** between your own products and competitor products, ultimately making yours the **most compelling offering** on the market. ### Competitive gap analysis example Here’s an example: let’s say you launched a new product last year. You did plenty of strategic planning and sales forecasting, but the product’s performance has been… underwhelming. 🫤 A competitive gap analysis helps you figure out why. The gap you’re analyzing is the one between how you expected your product to perform and how it actually has performed. The ultimate aim, again, is to make your product more compelling than competitor offerings. For that reason, you’d take competitor activity into account during your analysis, looking at new products, or product updates, your competitors launched around a similar time, for example. ## Different flavors of gap analysis 🍨 Product gap analysis, content gap analysis, competitive gap analysis… what sets these types of gap analysis apart? Let’s examine a couple of different kinds. 🔎 ### Product-focused gap analysis 🍓 So, as we’ve seen, a standard gap analysis assesses the current performance of some aspect of your business in relation to expected, or desired, performance. The aim of the analysis itself is to find out how you can close the gap and get your business performing better. Each variant of gap analysis applies this same concept to a different aspect of your business. A product gap analysis, for example, does this with one or more of your products. You’d look at an underperforming product, measure the gap between how it’s actually doing right now and where you’d expect, or like, it to be performing. You’d determine the factors impacting its success, then you’d figure out ways of closing the gap. ### Content gap analysis 🍍 You can also run a content-focused gap analysis. Here, you’d look at the state of your business’ content, rather than its products. The rest of the process is much the same: compare expected performance with actual performance, and figure out how to close the gap. ![Screenshot of SEMrush's competitive keyword gap SEO tool](https://www.competitiveintelligencealliance.io/content/images/2023/02/Screenshot-2023-02-03-at-11.33.23.png) **Content- and SEO-based competitive research tools like SEMrush are a great help in content-focused gap analyses* ## Different types of competitive gap analysis A competitor gap analysis is broader in scope than a standard gap analysis. You’ll be looking outside your business at the overall market. That includes your competitors, of course. With a bit of creativity, you can apply this principle to a gap analysis of almost any aspect of your business. ### Competitive content gap analysis For example, you can perform a competitive content gap analysis to inform your own measures of content success, and to identify opportunities for improvement, by examining competitor content. As part of this competitive content gap analysis, you might ask yourself some of the following questions: - Which keywords do competitors’ articles and landing pages dominate the SERPs for? - Do you rank for all of these keywords and, if not, why not? - Which keywords could you win fairly easily that you don’t have any viable pages for? Figure out answers to these questions, and you’ll find the opportunities that offer the greatest return on your investment. ### Competitive product gap analysis By the same token, you can apply competitive gap analysis principles to a product-focused gap analysis. Rather than look only at internally-derived measures of success for your products, you can use competitor products as benchmarks. You might compare product features, and speak to customers about their opinions of your products in relation to those of your competitors. This will give you a better understanding of what you could improve to increase performance. 💡 **Speaking to customers will always give the clearest insights into how and where your competitors have you beat.* ## How to perform a competitive gap analysis Cool, so we’re all square on what a competitive gap analysis is. Here’s how you get one done. ### Start with the customer Like most strategic marketing frameworks, competitive gap analyses start with your customers’ needs. That’s because, to understand what’s more compelling about competitor offerings than your own, you need to understand the people *being compelled.* This makes sense too, since it’s your ability to serve customers better than anyone else that drives your business’ revenue. When you can identify strong customer needs, underserved by existing solutions on the market, you simultaneously identify opportunities for growth. These opportunities can inform your product development strategy and tell you which direction you should take the business next. 💡 **Remember: you must identify unserved customer needs by talking to customers directly. Not be simply observing what competitors are offering and brainstorming new things your product could do that theirs do not.* This might seem obvious, but it’s tempting to blindly grow your product in the direction you’re already moving. The territory of your industry can change rapidly. Keep an objective finger on the pulse by checking in with market participants regularly. ### Gather intel on competitors After the customer, it’s time to gather intel about your competitors. Products, pricing, offers, customers, market share, strengths, weaknesses, etc. It’s all important. While you can gain a *lot* of insight from your customers, you and your colleagues can bring a unique perspective too. Take a look at your competitors’ products through this lens, but be as objective as possible. Seeking out advice from customers first helps with this, because it gives you a categorical view of what the market wants, so you can’t fool yourself into dismissing a competitor’s innovation. ### Consider your own position Lastly, you must consider how feasible it is for your business to do the work. That means considering factors like: - Available budget. - Team workloads. - Existing priorities. - Potential profitability of the work. … and any other factors affecting your capacity to do the work, firstly, and the likelihood of the work paying off, second. After all, even if there’s a customer need for what you’re building, there’s a chance it’ll be so costly to the business that you never turn a profit on the work done. In circumstances like this, it rarely (if ever) makes sense to move ahead with the project. ## The ideal competitive gap analysis deliverable That’s a broad overview of what it looks like to perform a gap analysis. But what do we want to get out of this exercise? The ideal deliverable for a content gap analysis is a prioritized list of the **highest ROI quick-wins** you can action right now to quickly improve your position. Usually, this involves the areas **under-exploited by competitors** and open to you, that line up with customer needs that overlap with your business’ own strengths. Here’s a process you might follow: ### Get your customers to do the work for you … Or at least some of the work. While you’re interviewing customers about their wants, needs, and interests, get them to rank each factor in order of importance to them. This might require a bit of cajoling, a bit of back and forth while you confirm that what you’ve got from them is a shortlist that truly reflects their point of view. When you’re agreed on what their unmet needs are, though, get them to rank them. 😀 Frame it like a wishlist. They should enjoy doing this; it’ll make them feel special (and they are - they’re the customer!). ### Why this works Getting customers to rank their lists of desires is powerful. **First**, you’re able to gather more data, and **more meaningful data**. When you shine a light on customer desires and work with them to clarify them, you bring them into higher resolution. Understanding these desires better helps you to shape them into categories as you go, meaning your data is structured from the start. **Second,** when you have structured categories of customer-ranked desires, you can easily aggregate scores from each customer, client, or focus group. From there, you can cross-reference this information with your competitive intelligence data and, finally, the state of your business. In other words, how feasible it is for you and your team to fulfil each of these desires. This creates a kind of super list. 🦸 This super list is a set of the most actionable, achievable, highly valued customer desires that competitors have left a gap in the market for. You now have an ordered list of high-ROI business priorities, giving clear direction for the future. Congratulations! You’ve got a clear way out of conceptual strategizing and towards tangible results. 🎉 ## 4 frameworks to help you perform your competitive gap analysis A competitive gap analysis is a daunting task if you don’t know where to start. Thankfully, there are many other strategic frameworks that can help you lay the groundwork by guiding you as to (i) what data to gather, and (ii) how to bucket that data into a useful form. Use them wisely, and you’ll be able to take your competitive gap analysis even further, meaning deeper, more unique insights, better business decisions, and more powerful strategic plans. We covered many of these frameworks in our article on [how to perform a competitive landscape analysis](https://www.competitiveintelligencealliance.io/competitive-landscape-analysis/), too, so head on over to that article if you’d like more info. 💁 ### SWOT analysis Everyone’s familiar with SWOT analysis. The acronym stands for [its four elements: “strengths, weaknesses, opportunities, and threats”](https://www.competitiveintelligencealliance.io/major-elements-of-swot-analysis/). It’s a classic strategic planning tool, and a framework that can help you lay the groundwork for an impressive gap analysis. SWOT won’t get you all the way there, though. It’s been described as the framework that’s “a mile wide and an inch deep”, because it helps you gather an incredible breadth of information, but doesn’t make that data actionable. To get to something you can put to work right away, you might need to apply your findings to another of the frameworks below. 👇 ### Porter’s five forces [Porter’s five forces](https://www.competitiveintelligencealliance.io/how-to-run-a-porters-five-forces-analysis-session/) is a favorite of many strategy and marketing professionals because it delves into more sophisticated factors than SWOT. It forces you to take a look at the risk presented by subtle powers like the threat of substitute products, or the risk posed by suppliers when their bargaining power becomes too great. Like SWOT, though, this framework gives you a set of buckets to pool the data you gather into. This gives you (i) an idea of how to structure your data gathering process from the start, and (ii) confidence you’re covering many of the key factors for a solid analysis. ### Growth-share matrix The growth-share matrix is just that—a matrix. In other words, a set of axes split into quarters, or ‘quadrants’. ‘Growth’ is set on one axis, with ‘market share’ on the other. That’s what makes it a ‘growth-share’ matrix. Simple, really! Investors like to use this matrix because it makes for an easy visual representation of what constitutes a good or bad investment. High-growth companies (or products, or competitors) sit further to the right. Low-growth products (or competitors) further to the left. Those that have a lot of the market share sit further to the top of the matrix. Those with less towards the bottom. A handy thing about the growth-share matrix: it makes it easy to make decisions about the various products (or whatever else) you’re comparing. You can just classify each one depending on which quadrant it falls into. High-growth, high-share products have a lot of future potential, and are the ones that are a shoo-in for further investment. When it comes to your competitive gap analysis, the four quadrants can give you firm directives as to how to view each entrant. For more on matrices, see our [beginner’s guide to the market positioning matrix](https://www.competitiveintelligencealliance.io/positioning-matrix-guide/). ### Perceptual mapping Perceptual mapping, just like a growth-share matrix, is a handy, visual tool. Rather than focusing so much on rate of growth and current market share, though, perceptual mapping gives you the flexibility to focus on whichever factors you want. A perceptual map isn’t too dissimilar to a positioning matrix. However, while a positioning matrix is focused primarily on how brands attempt to position *themselves*, perceptual maps are more focused on how the market perceives those brands, independent of attempts by those brands to shape that market perception. ## TL;DR Phew! We covered a lot - here are the key takeaways: 🏎️ A competitive gap analysis aims to uncover ways you can close the gap between your performance and that of competitors. 🗂️ You can apply the principles of competitive gap analysis to different aspects of your business. 🛍️ Like many strategic marketing frameworks, competitive gap analysis is best begun by looking at the unmet needs of your target market. ✅ Ideally, at the end of the process you'll have a short-list of actionable items. 🏃‍♀️ You can use various other strategic planning frameworks to help take your gap analysis even further. --- ## Plug the holes in your tech stack. 🚰 **Competitive intelligence** sits at the intersection of marketing and revenue enablement. With high stakes, disparate data sources, and a mandate to leave no stone unturned, CI pros face an organizational nightmare. 🤯 So what's the answer? **Tools**. We surveyed the community and the time has come for us to **uncover these tools** and deliver them, in a beautiful, **downloadable directory**, to the screens and minds of CI practitioners of all shapes, sizes, and experience levels. 🪛 Grab your copy today. 👇 [![](https://www.competitiveintelligencealliance.io/content/images/2023/02/CIA_Tools_of_Choice_2023_CTA_Banner_.png)](https://www.competitiveintelligencealliance.io/tools-of-choice-report-2023/) --- ### What is customer relationship marketing? URL: https://www.gotomarketalliance.com/what-is-customer-relationship-marketing/ Last updated: 2023-06-27T16:00:58.000Z ## **What is customer relationship marketing (CRM)?** Customer relationship marketing is a [product marketing](https://www.gotomarketalliance.com/the-eight-product-marketing-metrics-you-need-to-improve-your-go-to-market-strategy/) strategy that companies use to center their business and product marketing efforts around customer relationships, customer needs, and customer loyalty. The approach focuses on using customer feedback and data to optimize product marketing. In this piece, we'll focus on: - Benefits of customer relationship marketing - Disadvantages of customer relationship marketing - The types of customer relationship marketing - The factors that impact customer relationships - How to optimize your customer relationships ### **Benefits** Companies invest heavily in their customer marketing efforts to improve their customer retention, reduce churn, and boost customer loyalty, brand advocacy, and community participation. A method hinging on customer segmentation, engagement methods, and customer advocacy programs, customer marketing strategies hone in on leveraging the experiences of existing customers, to improve both retention and growth. Customer marketing and product marketing are key components in B2B Marketing. However, it is important to keep in mind when you talk about your product and solutions, it’s marketing. When your customers talk about your products and solutions, it's evidence. Externally, a customer marketing organization should work to build strong relationships with their customer communities to build strong engagement that will lead to advocacy. Internally, customer marketing and product marketing partnership are important to enable a better experience for our customers. ### **Disadvantages** Customer relationship marketing requires sustained commitment and a company must instill a compatible business culture to support it. Everyone from customer service reps to C-Suite executives has to be on board. Plus, not only is it expensive to execute, but it’s also time-consuming and takes time to enforce. ## **What are the types of customer relationships?** ### **1\. Loyal customers** Loyal customers are customers who come to you repeatedly for products or services. These types of customers are worth their weight in gold and are an indicator of when the work you’re putting in on improving your brand is hitting the right notes. ### **2\. Discount customers** Discount consumers only buy your product or service if it’s been discounted and is not listed at its full retail price. While difficult to manage, it isn’t beyond the realms of possibility to manage them and keep them onside - it’s all about being creative and thinking outside the box. ### **3\. Impulse customers** Impulse customers don’t necessarily have pre-determined plans to purchase your product or service. Rather, their purchase is a spur-of-the-moment decision, that can sometimes arise from a situation when they weren’t considering buying anything at all. ### **4\. Need-based customers** The buying decisions of need-based customers are influenced by a specific need. They’ll enter a store or enter your website knowing exactly what they want, why they want it, make the purchase, and then leave. Because they’ve made a decision already, upselling and cross-selling to this segment of your customer base can be challenging, though not impossible. ## **Why is customer marketing important?** ### **1\. Greater propensity to buy** We’ve all been in a position where we’ve experienced mediocre customer service. Similarly, we’ve also been made to feel like royalty by a company and been inclined to put our money into their pockets, instead of their competitors. This principle applies when marketing to existing customers; they’re 50% more likely to try new products and spend 31% more compared to new customers. Key takeaway? Never underestimate the influence of great customer service; a positive initial experience with your product will boost the chances of a repeat purchase. ### **2\. Get to know your customers** When product marketers are doing their utmost to attract new customers, buyer personas are used to try and understand the target market. Sure, it’s effective, but it takes time. And time, as they say, is money. Rather than imagining who your customers are, customer marketing strategies help you use real-life examples, through use cases and case studies, to develop user personas and buyer personas. ### **3\. Customer retention** Customer marketing strategies are pivotal in staving off churn and increasing retention rates. If a customer marketing strategy is executed well (i.e. your product messaging hits the right spots, they’re engaged, and your relationship’s watertight), then why would they go elsewhere? The longer your customer uses your product, the more reluctant they’ll be to sever ties - and that’s great news for company revenue. ### **4\. Customer advocacy** Customer advocacy is one of the most valuable ways of adding to your customer base. There’s every chance you could land additional business in the form of recommendations or referrals. When a customer sings your praises and shouts how good your product is from the rooftops, they effectively do the hard work for you, offering their respective networks authentic, reliable feedback. [How to align your product and marketing teamsWhen you think about Go-to-Market strategy, it’s easy to think of it as linear. But in practice, GTM is a back-and-forth process. To get the right product, positioning, messaging, and pricing strategies for your next Go-to-Market cycle, you’ll need alignment between product and marketing.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/gtmingredients.jpg)](https://www.gotomarketalliance.com/how-to-align-your-product-and-marketing-teams/) ## **What are the factors that impact customer relationships?** Customer understanding, service, and technology all impact customer relationships. ### **Customer understanding** #### **Choices** Customers must understand they’re not there purely for financial purposes. Your most loyal clientele seek reassurance that the company they’re buying from has their best interests at heart. It goes a long way when a company tailors the buyer experience to the individual requirements of each customer. For example, offering a selection of flavors of food or drink, or garment colors based on previous purchases may not *seem* important, but when a customer has a selection to choose from, they’ll feel as though they have more autonomy during the buying process. That said, it’s important to remember that too many product choices may leave your customer feeling overwhelmed, which could lead to them seeking an alternative elsewhere. #### **Preferences** Never underestimate the power of customer preferences - you should cater to the demands of your audience, wherever possible, so they can see you’re doing everything possible to make sure they’re satisfied. Whether it’s payment methods, delivery options, and marketing preferences, you must always have a thorough understanding of your target audience. If you don’t give people what they want, they’ll go to someone who *will* cater to their requirements. #### **Personalization** Personalization is a commonly used method amongst marketers that can make your communication stand out when compared to that of your competitors. ### **Service** Customers often attribute value to friendly service, and whilst it’s relatively straightforward to offer service with a smile, there’s more to it than meets the eye. Ultimately, customer service is defined by whether you’re fulfilling customer needs, regardless of the requirements. Effective service can be characterized as being convenient, intuitive, and in tune with what you’re able to offer; it’s important not to make promises to your customers that you can’t keep. ### **Technology** When your product or service doesn’t perform as expected, you run the risk of frustrating your customers, and this can quite easily see them jump ship and look for an alternative to your offering. However, the emergence of technological elements such as social media, websites, blogs, and apps has played a critical role in how contemporary businesses operate and the level of service that can be delivered. Technological platforms are being increasingly used by IT-literate companies to provide a stellar customer experience and gain a competitive edge over their rivals. When technology is successfully implemented, this can make your product or service easier to navigate for the user, and increase performance levels, e.g. website loading times, which only bodes well for user experience and subsequent customer relationships and retention. [Do you know how to use customer pain points to your advantage?Imagine the feeling of that inconvenient thing that’s been annoying you just a little bit every day. How much would you pay to get rid of it? The solution to that problem, that makes your days run smoother and your life easier, that’s what you want to be for your customers.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/01/customerpainpoints.jpg)](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/) ## **How to optimize your customer relationships** ****Igor Kranjec, Head of Marketing at Mediatoolkit**, outlines the factors that contribute to building effective customer relationships: As a product marketer, I’ve always been aware of the importance of customer communication. Marketers tend to send dozens of different newsletters. Personally, as I am sure many of you do too, I ignore most of them. The one email I never ignore is the one marketers keep forgetting about, the ground zero of product marketing communication – product and feature updates. I’ve been part of dozens of product launches in a few different organizations and one thing is certain - communication plan has a big role in Go-To-Market strategies. But what happens after the big bang? Product development does not stop, that’s when it begins, again. Products evolve (or at least they should) and continuous updates are expected so you can stay competitive and respond to the customer’s needs and pains. This is where we often forget about customer communication. We release new features, big or small, without preparing our customers, expecting them to nail the usage, hoping the feature adoption will come by itself. It has even happened to me numerous times - I discover a new feature accidentally and think – I just wish I had known about it sooner! ### **Nurture your existing users, and create new power users** Every product has its power users – individuals that know every corner of your product and utilize the biggest portion of the product’s features. By establishing continuous communication with your entire customer base, you’re not only nurturing the champions, but you’re also enabling more users to join the power user base simply by increasing the feature adoption. In the SaaS business, one must look at every new feature as an opportunity to provide your customers with new, additional value. This directly affects retention rates, as unused features pose a threat to customers thinking they are paying for features they do not use. This can lead to down-selling (better case scenario, they just decrease the tier or number of modules) or even churn (worst-case scenario, they switch to a provider that offers a better service, in their eyes). It’s hard to expect to see feature adoption if your users are not aware of the updates. One of the hardest feedbacks I got from one of the customers was “I haven’t seen any improvements in years”. It struck me because I knew how much our Product Managers are working on updating the product. The customer just wasn’t aware of it. I knew how dangerous this was, especially for subscription businesses, where this feeling can impact the decision of the customer not to renew. This made me realize once again, how feature release communication, although basic, is an important factor in increasing adoption and retaining customers. ### **The “right message at the right time” mantra** Email is not dead! I’m a great supporter of the new channels when it comes to customer communication but in B2B, email is still the king. It stays in the inbox, unlike the notification, and allows you to return to the content when needed. Whichever channel you choose, be sure to communicate the benefit to the customer. In my experience, the approach that worked the best was to send an announcement email to the users in advance. The email should have enough information for them to see what’s expected and to prepare their process, should they change due to the new features. The email contains the WHY and WHAT of the new feature. It then provides links to your dedicated release notes page that holds details on the HOW. On the day of the launch, use the in-app announcement whenever possible. Make it short, and redirect the users to the release notes page, or provide a guided walk-through of the new functionalities. Why in-app? It’s contextual, it happens inside the tool. Also, it has a very high open and read rate. I’ve used in-app regularly, and had up to 80% of the users read our release notes that were published inside the product! After the release, based on product metrics and usage, your Customer Success Managers can approach the customers to ensure feature adoption and create upsell opportunities. ### **Creating upsell opportunities** For products that are not all-inclusive in terms of pricing, upsell and expansion is the key to generating new revenue from the existing customer base. Having worked in customer base marketing for years, I can confirm the theory that it’s easier to sell to your existing customer than to the new one – but it’s not that one-dimensional. For the customer to even think about expanding or upselling, you need to create additional value. Features don’t create additional value themselves. Benefits that come from using the feature do! I always turn to the washing machine example. When you buy a washing machine, you’re buying clean clothes. If we say that all washing machines do that job perfectly, why would you upgrade to a better model? You probably won’t upgrade because of fancy buttons and touchscreens. You’ll upgrade to a new one if it provides more value – shorter cycles, better energy grade that consumes less electricity. This saves you money and creates more value, and it’s a good enough reason to upgrade to a better model. Why should software be any different? It’s more challenging and much more important to show value. Communicating new features should never be in feature-list form. If it is, it’s just another email the user will ignore. Don’t say: “We’ve released a new feature that works like this (link to product documentation)”. Try: “New feature enables you to finish job X 3 times faster. See how it works (link to product documentation)”. The probability of me clicking on the link in the first example is low. While, with the second one – you got my attention. Let me see more! Sending this kind of update to your users will generate interest. During my career, I’ve witnessed release communication becoming an additional upsell channel for Customer Success Managers. They would either respond to customer inquiries that come after we send the email, or they would approach the users themselves saying “Hey, have you seen our new product updates? I believe feature X can help you in achieving…”. ### **Team effort** Release communication is not a one-man band outcome. It is the PMM’s responsibility for the communication to reach the users, but release management as a process has numerous stakeholders. Close collaboration with product development, engineering, and customer success teams is crucial. For the release communication to be successful, every piece of the puzzle must work. Jobs may differ from organization to organization, but in a nutshell, it often looks like this: 1. The Product Manager owns the technical side and ensures that the new feature brings business value to the customer. 2. The Product Marketing Manager compiles communication-based on PM's inputs and translates technical features into customer benefits. 3. Engineering is responsible to implement the feature based on PMs inputs and meeting the release deadline. 4. Customer success should be ready to handle any user inquiry about the new feature and to use communication to strengthen the relationship with the customers and act on the upsell opportunities. If you still don’t have release management established in your organization, sit down with the key stakeholders, and discuss the release management and communication cadence. Find the middle ground with your product and engineering team, when defining the release cadence. Your job as a PMM in this process is to put the customer first. Even though we’re eager to release the new feature as soon as we have it ready, it’s better for the customer, and for the feature adoption, to group the releases and make a habit out of the process. ### **Making release notes a habit for the users** When defining release management and the communication that follows it, every company has its approach. The number of feature releases differs from product to product. When developing new features, we can become overly excited about the desire to push the feature out as soon as possible. If we decide to communicate them to the user base, we are in danger of over-communicating. Imagine having released several times a week and sending an email or in-app notification every time. Soon enough, we’ll end up on the ignore list for the customers. I worked on daily, weekly, monthly, and quarterly releases. Each approach has its pros and cons, but after testing them all, I have my personal favorites. Bi-weekly and monthly releases have given the best results when it comes to open and click rates and feature adoption. Both of these approaches resulted in making a habit out of our release management. In the customer interviews, they would often say they were looking forward to new release notes and new functionalities. ### **We’re all reluctant to change** One may think, why is all of this important? If we’re updating a part of a product and making it better people will embrace it naturally. Wrong. People don’t like change. We’re prone to habits, and even though the new process may be better, if you change it out of the blue, you’re causing stress. That’s why awesome features sometimes get bad results. Communicating changes on time is not just considered polite, it’s a must-have process in building a trustworthy relationship with the customer. The slightest change in current processes can irritate users, but if you communicate in time and prepare them for the change, you’re not only reducing negativity but encouraging positive behavior where customers are eager to find out what’s new. By establishing a continuous communication process, you’re encouraging your customers to discover new features and you’re directly impacting not only adoption but the overall value you and your product are providing. Showing the benefit, and what’s in it for the customer makes it easier for them to jumpstart adoption of the new feature. ### How to perform a competitive landscape analysis in 5 easy steps URL: https://www.gotomarketalliance.com/how-to-perform-a-competitive-landscape-analysis-in-5-easy-steps/ Last updated: 2024-04-02T08:38:37.000Z ## What is competitive landscape analysis? A competitive landscape analysis analyzes your entire competitive environment to give you a comprehensive overview of your industry. That means getting to grips with all your competitors, and discovering: - Who your competitors are, 🧐 - Where your competitors position themselves, and ⛰️ - The strengths and weaknesses of competing products. ✅ Competitive landscape analysis also involves becoming familiar with the **trends and developments** in your industry. By the end, you’ll understand your own place in the landscape, buyer perceptions of you and your competitors, and what your industry might look like in the future. ## Why is competitive landscape analysis important? So far, so simple. But why should you perform a competitive landscape analysis in the first place? Here are a few reasons why: - [Industries are becoming more competitive and disruptive.](https://www.competitiveintelligencealliance.io/p/18eb7603-309a-4d2e-86d9-c646a1bf105c/#industries-are-becoming-more-competitive-and-disruptive) - [You need to understand your differentiators.](https://www.competitiveintelligencealliance.io/p/18eb7603-309a-4d2e-86d9-c646a1bf105c/#you-need-to-understand-your-differentiators) - [Analysis helps you make informed business decisions.](https://www.competitiveintelligencealliance.io/p/18eb7603-309a-4d2e-86d9-c646a1bf105c/#analysis-empowers-you-to-make-informed-business-decisions) ### Industries are becoming more competitive and disruptive In the [2022 State of Competitive Enablement Report](https://www.competitiveintelligencealliance.io/state-of-competitive-enablement-2022/), we found that 100% of participants believed their industries had either increased or sustained their levels of competition. In such competitive markets, being aware of your competitors, their strengths, and their strategies, is more critical than ever. **That’s where competitive landscape analysis comes in.** Landscape analysis gives you **insight into competitor strategies**, empowering you to anticipate their movements and develop counter-strategies of your own. Today’s markets also change quickly. Technology is driving change faster than ever before, and established models for success can become obsolete quickly (remember Blockbuster?). Performing a competitive landscape analysis puts your finger on the pulse of your target market. When you know what the industry trends are, you’re in a better position to **anticipate disruption**. ### You need to understand your differentiators It’s easy to *think* you’ve got a handle on what makes your product or service stand out above the rest, but what does the market think? An analysis of your competitive landscape puts you in touch with the strengths and weaknesses of your competitors’ products and how those compare to your own. This in turn makes clear **what makes buyers choose *you*** over any competitor. This not only tells you what your differentiators are in the eyes of your customers, it helps you further differentiate your business. By doing the hard work and research others aren’t willing to do, or don’t know how to do, all plays into acquiring and [sustaining your competitive advantage](https://www.competitiveintelligencealliance.io/sustained-competitive-advantage/). ### Analysis empowers you to make informed business decisions No product, or business, exists in a vacuum. When you [position yourself competitively](https://www.competitiveintelligencealliance.io/the-competitive-positioning-playbook/), you need benchmarks and yardsticks with which to measure your progress and performance. You need to know where your competitors stand, and how they perform, to determine what your own place is within the landscape. Are you a major or minor player? How can you grow? Where are you strong, and where are you weak? In the course of conducting a competitive landscape analysis, you’ll answer all these questions and more. --- ## Even more value this way 👇 We want to offer you even *more* value. Network, knowledge share, or land your next role in competitive intelligence. Just click below to sign up to our competitive intelligence community on Slack. [![](https://www.competitiveintelligencealliance.io/content/images/2022/11/CIA_Website_Banners_2-1.png)](https://www.competitiveintelligencealliance.io/competitive-intelligence-community/) --- ## How to do a competitive landscape analysis in 5 easy steps So how do you go about performing an analysis of your competitive landscape? Our favored approach is to break the process down into five simple steps. Each revolves around a question you want to answer. 1. [What does your target market want?](https://www.competitiveintelligencealliance.io/p/18eb7603-309a-4d2e-86d9-c646a1bf105c/#1what-do-customers-want) 2. [Who are your competitors?](https://www.competitiveintelligencealliance.io/p/18eb7603-309a-4d2e-86d9-c646a1bf105c/#2who-are-your-competitors) 3. [What do your competitors offer?](https://www.competitiveintelligencealliance.io/p/18eb7603-309a-4d2e-86d9-c646a1bf105c/#3what-do-your-competitors-offer) 4. [How well do these alternatives meet customer needs?](https://www.competitiveintelligencealliance.io/p/18eb7603-309a-4d2e-86d9-c646a1bf105c/#4how-well-do-they-meet-customer-needs) 5. [In light of all this, what’s your place in the market?](https://www.competitiveintelligencealliance.io/p/18eb7603-309a-4d2e-86d9-c646a1bf105c/#5relate-this-back-to-your-business) ### 1 - What do customers want? The ultimate goal of competitive intelligence is to help you serve your customers better. By understanding what the market likes about your competitors, or about your own business, you learn what your customers value from a product and which problems they want solving most. For those reasons, it pays to start your landscape analysis by refreshing your knowledge of *what the market wants*. That means performing your own **customer research**. By performing your own primary, qualitative research via customer surveys, focus groups, and customer interviews, you can find out exactly what your customers and prospects would like to see from solutions on the market. This lays the groundwork for the rest of your analysis. At every other stage of the process, you’ll tie your findings back to what you’ve learned here. ### 2 - Who are your competitors? Time to identify your competitors. A simple list won’t quite cut it, though. Make sure to split your competitors into tiers. Most practitioners we’ve spoken to like three tiers: primary, secondary, and tertiary competitors. Competitors might be categorized into one tier or another according to their **threat level** as a competitor, or the **business value** of winning deals from them, for example. You can also split your competitors out into direct and indirect competitors, with ‘alternative solutions’ as your third tier. It’s important to be aware of these alternatives, even though they might be products that look very different from your own. If customers are using them to solve the same problem your product solves, then they’re stealing market share from you. In that sense, they’re just as credible a threat as an imitator or direct competitor. To conduct this and the next stage of the analysis, you’ll want to **gather competitive intelligence.** Read our practitioner’s complete guide to competitive intelligence for more info. 👇 [A Practitioner’s Complete Guide to Competitive IntelligenceCompetitive intelligence is your tool for knowing your competitors’ strategies, priorities, strengths, and weaknesses. Armed with this information, you can fine-tune your product strategy and marketing initiatives to win. In other words, competitive intelligence is your ticket to the top.![](https://www.competitiveintelligencealliance.io/content/images/size/w256h256/2022/05/CIA-favicon.png)Competitive Intelligence AllianceAlex Walton![](https://www.competitiveintelligencealliance.io/content/images/2022/09/ariel-HkN64BISuQA-unsplash.jpg)](https://www.competitiveintelligencealliance.io/competitive-intelligence-complete-guide/) ### 3 - What do your competitors offer? This is where you delve into the features and benefits of competing products, and sees you collecting a bit more competitor intel while beginning to analyze what you’ve gathered. Understanding each competitor’s positioning is key to understanding their product offerings. Each competitor will position itself slightly differently. Everyone wants to be unique and occupy their own space in the market. Even if they’re positioning themselves as the ‘antidote’ to another key player, that’s valuable information about: - How the competitor sees their own product. - What the competitor thinks its product’s strengths are. - The problems this competitor thinks it’s a priority to solve for the market. Bear in mind that some competitors’ positioning strategies will be ineffective. While they see themselves one way, the market sees them another. Make sure to understand both perspectives by checking back in with your findings from the customer research phase. There are other elements of competitor strategy you can analyze for deeper insights into their market offering. **Pricing** strategy, for example, is highly useful. Where a competitor prices itself tells you a lot about its target audience, as well as how it’d like the market to perceive its products. In this stage, analyze: - Competitor pricing strategies. - Competitor marketing strategies. - Competitor positioning and messaging. - Product features and benefits. To do this, it’s helpful to audit competitor content. Dig through their social media accounts for announcements, and search online for press releases and news coverage. Website content, whether it’s an article, product demo, or a user manual, will help you learn more about a competitor’s marketing strategy too. ### 4 - How well do they meet customer needs? At this stage of the process, it’s helpful to circle back around and touch base again with your interviewees and survey participants from the customer research phase. This allows you to ask more detailed questions about competitors, knowing much more about their products and positioning. Even if you don’t have the resources to do this, cross-referencing your findings from the first phase is still important. You want to determine how well each competitor is meeting customer needs, with the ultimate goal of learning where [opportunities and gaps exist in the market](https://www.competitiveintelligencealliance.io/market-opportunity-analysis/) for you to exploit. ### 5 - Relate this back to your business As the final stage in the process, you’ll want to relate all this back to your business. If a particular competitor has an offering that’s similar to yours, with some additional features thrown in that the market loves, you’ll want to use this information to inform your strategy going forward. You might ask yourself questions like: - Does it make sense for us to add these features to our own product? - Do we have the budget to do so? - Would that fit our existing UX and positioning? - Could we improve upon those features to further differentiate? To help you with this, we’ve pulled together a list of some handy competitive analysis frameworks. 👇 ## Competitive landscape analysis frameworks Competitive analysis frameworks are tried and trusted methods of tying your competitive intelligence findings back to your business, and determining your next strategic step. Here’s a list of six of the best: 1. [SWOT analysis.](https://www.competitiveintelligencealliance.io/p/18eb7603-309a-4d2e-86d9-c646a1bf105c/#1swot-analysis) 2. [PEST analysis.](https://www.competitiveintelligencealliance.io/p/18eb7603-309a-4d2e-86d9-c646a1bf105c/#2pest-analysis) 3. [Porter’s five forces.](https://www.competitiveintelligencealliance.io/p/18eb7603-309a-4d2e-86d9-c646a1bf105c/#3porter%E2%80%99s-five-forces) 4. [Strategic group analysis.](https://www.competitiveintelligencealliance.io/p/18eb7603-309a-4d2e-86d9-c646a1bf105c/#4strategic-group-analysis) 5. [The growth-share matrix.](https://www.competitiveintelligencealliance.io/p/18eb7603-309a-4d2e-86d9-c646a1bf105c/#5growth-share-matrix) ### 1 - SWOT analysis SWOT analysis has you look at the strengths, weaknesses, opportunities, and threats posed by one market participant to another. That means the strengths and weaknesses of one of your competitors, the threats they pose, and the opportunities for growth afforded by the gaps between *their* strengths and weaknesses and your own. Such gaps put you in a great position to win some of their market share. ### 2 - PEST analysis The PEST competitive analysis framework has you look at macro market factors and evaluate how they might impact you and your competitors in the longer term. PEST stands for political, economic, social, and technological factors. Practitioners sometimes also incorporate legal and environmental factors. PEST lends itself extremely well to analysis of the market as a whole, independent of any competitor. When you understand the strengths and weaknesses of your competitors, and where they’ve positioned themselves, though, PEST analysis becomes even *more* useful. That’s because, by understanding how the current political and economic climate is impacting your industry right now, you’ll get a sense of how the industry might begin to change over time. You’ll also better understand which competitors might be in a tight situation. Let’s take the current economic crisis as an example. If the cost of living is rising and people are cutting costs, a budget solution might be poised to steal a ton of market share. This will be increasingly likely if its budget status is driven by the creative use of technology and code to scale cheaply. ### 3 - Porter’s five forces Michael E. Porter proposed in *Competitive Strategy: Techniques for Analyzing Industries and Competitors,* that five competitive forces interoperate to “determine the attractiveness of an industry”, going into detail as to “how these forces change over time and can be influenced through strategy”. These forces are: 1. The entry of new competitors. 2. The threat of substitutes. 3. The bargaining power of buyers. 4. The bargaining power of suppliers. 5. The rivalry among existing competitors. Since the competitive landscape is a kind of lens through which you view the chessboard of your industry, the five forces that determine, in Porter’s words, “industry attractiveness” are key. After all, if you’re to create a sustained competitive advantage for yourself, it’d help immensely if you could sway these forces in your favor. This is what Porter calls the “ultimate aim of competitive strategy”. ### 4 - Strategic group analysis Strategic group analysis is a kind of *competitor segmentation framework* that batches competitors with similar strategies and other shared characteristics into groups. This helps you uncover gaps and opportunities in the market. For example, a few of your competitors might be priced similarly on the lower end of the scale, and have messaging that makes it clear they’re targeting smaller businesses that want a simple, no-fuss solution. This would constitute one strategic group. Another set of competitors might have a more complex solution with multiple products. Their positioning makes it clear they’re targeting enterprise customers with budget and time to spare. These customers are looking for a long-term contract with a provider they trust. This would be another group. A strategic group analysis like this would help you identify a gap in the market for late-stage scale-ups that are no longer ‘small’ businesses. They don’t need a complex solution, but they’re looking to spend a bit more for better customer service, platform stability, and peace of mind. If this lines up with your offering, you’d be well-positioned to target this strategic group. ### 5 - Growth-share matrix The growth-share matrix is a comparison matrix that investors use all the time. They plot their potential and existing investments on a map with ‘growth’ on one axis and ‘market share’ on the other. Businesses can use the growth-share matrix when they have multiple products and want to make strategic decisions as to which deserve further investment and which should be phased out. The growth-share matrix uses some interesting names for its quadrants: 1. Cash cows 2. Stars 3. Question marks 4. Pets **Cash cows: low-growth, high-share** These are the steady, reliable products that bring in cash every quarter. They’ve a dedicated, loyal user base, but they don’t see much growth. These are often trusted solutions that have been around for a long time. They don’t tend to require much new investment, and can be ‘milked’ for cash to reinvest in other products. **Stars: high-growth, high-share** These are the products that are growing rapidly, bringing in more and more revenue every quarter, and show no signs of slowing down. They’ve a lot of future potential and are the opportunities you’ll want to invest in heavily. **Question markets: high-growth, low-share** These products are growing quickly, but have a low market share. You’ll need to make a judgment call on whether to cut them or invest in them more, depending on their chances to grab more market share. **Pets: low-growth, low-share** Products or businesses that fall into the ‘pets’ quadrant tend to only be in the portfolio because the person with the cash has a soft spot for them. The business advice for these products is to liquidate, divest, or reposition them. In your competitor analysis, you can use the growth-share matrix to figure out which products, out of your own and your competitors’, are performing the best. Seeing all available products through an investor’s eyes can help you better understand where you sit in the market. ## TL;DR Here’s what we’ve learned: 🧠 A competitive landscape analysis gives you a comprehensive understanding of your industry and its players. 🧐 Landscape analyses are important because markets are more competitive than ever, and they help you make more informed decisions. 🛍️ To perform the analysis, first orient yourself toward what the market wants. 🤺 Second, ask who your competitors are, and how well their products deliver what the market needs. 🧮 To tie all this back to your own business, competitive analysis frameworks like Porter’s Five Forces, are super useful. --- ## **Get the playbook on positioning your brand** Competitive insights can inform business strategy across all four corners of business. But when it comes to positioning your brand in a competitive market, there are pitfalls to sidestep, and best practices and processes to implement. Inside the **Competitive Positioning Playbook**, we give you best practices and processes, covering: ⏰ How not to waste your internal resources and data sources to **save yourself hours** of time. 🧘 What “minimum viable positioning” is, and why it’s a **key milestone** early in the process. 🙅‍♀️ The three steps you **must not skip** in crafting competitive positioning. These aren't just our opinions - we consulted with some of the best in the industry to put together these insights. (Oh, and it won't cost you anything). Intrigued? Grab your copy today. 👇 [Download your playbook](https://www.competitiveintelligencealliance.io/the-competitive-positioning-playbook/) [![](https://lh6.googleusercontent.com/Gg4zMKtcuMeOq4bQkXjUjH-UFPjKTvFlBO9KLTFss6MhpKnLDnou74cxSOV4BYnk-hDNJ1Y1SmogNhwRJVQU0aZZ3qpL3NDH95SWwWW4y4JgcabV-v9nnGm_cJ--JJxLpKASdCTsrUFtjFNW2bbSk6bVNSH-9gBFtVnOe_gJLlfedi7SbfJPjqufKarkOw)](https://www.competitiveintelligencealliance.io/the-competitive-positioning-playbook/) --- ### A step-by-step guide to retention, renewals, and expansion URL: https://www.gotomarketalliance.com/a-step-by-step-guide-to-retention-renewals-and-expansion/ Last updated: 2026-01-08T13:26:26.000Z *This article is based on a presentation given by Nick at the *virtual Customer Success Festival*, in *March 2023*.* --- Unlock the secrets to boosting customer lifetime value (CLV) and discover proven strategies for skyrocketing retention, renewals, and expansion rates. Are you ready to gain valuable insights on optimizing the customer journey? Then read on... I’m **Nick Chang**, VP of Global Customer Success at **Aryaka**, a $110M annual recurring revenue cybersecurity and unified SASE (secure access service edge) company. We pride ourselves in providing services like SD-WAN, SASE security, and last-mile services to our enterprise customers. In this article, I’m going to equip you with practical tips on how to enhance customer lifetime value through effective retention, renewals, and expansion strategies. While the best practices I'll share may not apply universally across all industries, I'm confident that they will offer valuable insights for your business. We’ll explore three main areas: 1. **The customer journey**: A snapshot of what a typical customer journey entails. 2. **Roles and responsibilities**: Here I’ll clarify who exactly participates during this journey process, ensuring a common understanding of the terminology before we delve into the nitty-gritty. 3. **Step-by-step guide**: This part is a detailed explanation of how to ensure the retention and renewals transpire seamlessly at the end of the contract. To wrap up, I'll share some final thoughts based on my wealth of experience in this sector. I hope you find this guide extremely useful. So, without further ado – let’s dive in. ## **Objectives of a customer success organization and tailoring strategies for success** Every company with a [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) organization primarily revolves around one or more of these three objectives: [value](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/) assurance, [churn reduction](https://www.customersuccesscollective.com/customer-churn), and demand expansion. We aim to fine-tune the retention, renewals, and expansion strategies based on the specific objectives of the customer success organization within each company. [![Image shows slide titled "customer objectives" and the subheadings of "value assurance," "churn reduction" and "demand expansion."](https://www.customersuccesscollective.com/content/images/2023/06/image5--4---1-.jpg)](www.gotomarketalliance.com/a-step-by-step-guide-to-retention-renewals-and-expansion) ### **Value assurance** Customers need to see and realize the value of their purchase, be it in a SaaS business, an enterprise, a hybrid hardware-software model, a commodity business, or a B2C context. The goal of the customer success organization here is to ensure that the value is realized and that adoption and expected return on investment (ROI) are achieved. Our focus areas include ensuring [product adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) and providing sufficient education for our customers. For instance, if we have customers with low consumption, we implement a plan to boost consumption and improve [customer health scores](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/). This is especially crucial for high-complexity products or companies in markets with low maturity. ### **Churn reduction** The second objective is retaining customers, which means [reducing churn](https://www.customersuccesscollective.com/how-to-reduce-customer-churn/). Even if it means downgrading the service, the primary objective is to ensure a gross retention rate (GRR) of over 90%. The approach here shifts slightly; we strategize how to reduce the churn level, and how to alter customer touchpoints and interactions, all primarily aimed at customer retention. ### **Demand expansion** The third objective is centered around demand expansion. These organizations focus on strategies to increase the installed base and [upsell or cross-sell products](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/) or services. Upselling could mean selling the same services to other groups or expanding those services, while cross-selling involves introducing new technologies or selling the same services to a different division within the same company. We'll delve deeper into these objectives and their distinct components throughout the article and discuss how to tailor these strategies to your unique objectives. ## **The LACE model: A holistic approach to customer success** [![Image shows a slide titled "customer journey"](https://www.customersuccesscollective.com/content/images/2023/06/image9--5---1-.jpg)](www.gotomarketalliance.com/a-step-by-step-guide-to-retention-renewals-and-expansion) To set a baseline understanding, let's take a look at the LACE model, which stands for **L**and, **A**dopt, **C**onsume, **E**xpand, and **R**enew. Many companies use a combination of these elements to guide their customer journey. ### **Land** Let's start with “Land." This is where the contract begins and the service is activated. We monitor license usage during the onboarding phase after some of the deployment has been completed. At this stage, we calculate the customer lifetime value for the first time. ### **Adopt** The next step, “Adopt” is centered around amplifying license usage through user onboarding, health checks, monitoring, adoption, success planning, and other supportive activities. The aim here is to boost user license usage between six to 24%, considered standard in the industry. ### **Consume** The “Consume” phase follows, where we aim to ensure 75% adoption or time to value (TTV). We check that customers are using the product by performing health checks and business reviews. At this point, all components should be active, and customers should start realizing value, marked as first time to value (FTV), followed by TTV. ### **Expand and renew** The final stages, “Expand” and “Renew,” are the longest. During these phases, there are various calls to action (CTAs) depending on the timeline: 180 days, 120 days, 90 days, 60 days, and 30 days before the renewal. The reason for outlining this journey is to emphasize one key point for ensuring retention, renewals, and expansion: these processes don't solely occur at the journey's end. Instead, they must be initiated and nurtured from the very beginning. By understanding and implementing this journey, we can ensure that customer success initiatives are in place from the start and are carried through each phase. This holistic approach maximizes the chances of retaining customers, securing renewals, and driving expansion. Okay, now let's dive into our step-by-step guide. I've broken this down into three key stages: - Step one: Value realization and customer health - Step two: Renewals/expansion roles and responsibilities by account tier - Step three: Retention/expansion negotiations to close deals Now, let's take a deeper dive into each of these steps. 👇 ## **Step one: Value realization and customer health** The first step focuses on ensuring value realization and maintaining good customer health. Often companies focus heavily on the renewal side, making retention conversations much more difficult, especially when customer health is poor or the customer hasn't realized the value of their purchase. This could manifest as low usage of licenses or bandwidth, poor education, subpar adoption, or ineffective execution of success planning. Before initiating any retention, renewal, or expansion conversations, it's crucial that we achieve this first step. This first step is pivotal in ensuring these three areas are achieved before any retention, renewals, or expansion discussions with the customer. While it seems quite straightforward, let me highlight some examples where failing to meet these requirements led to substantial difficulties down the line. ### **Success plans completed and goals achieved** Even if they're not fully realized, if **at least 80% of the goals are accomplished**, the customer begins to perceive the value of their investment. Whether the goals revolve around cost reduction, enhancing the customer experience, expanding their business, or appeasing their end-users, they are defined by the customer. We must capture these as part of a use case analysis, linking it to our success plan. Another crucial aspect of successful planning is ensuring that the criteria and roadmap are determined by the customer, not dictated by us. Regular communication is essential. [![Image showing a slide titled "Customer success plan" ](https://www.customersuccesscollective.com/content/images/2023/06/image2--7---1-.jpg)](www.gotomarketalliance.com/a-step-by-step-guide-to-retention-renewals-and-expansion) ### **Customer health and product adoption = green** These can be assessed in many ways, based on product telemetry, the availability of reports, the customer's financial stability, and the impact of potential mergers and acquisitions, among other factors. The adoption of the platform, product, or solution you're offering and whether it's being successfully utilized (“green state”) are dictated by these elements. ### **Effective business reviews** I've observed cases where customers, despite signing a contract (for instance, a 24-month contract), disengage over time. [![Image shows slide titled "Business reviews" with four different graphs and charts to illustrate.](https://www.customersuccesscollective.com/content/images/2023/06/image3--7---1-.jpg)](www.gotomarketalliance.com/a-step-by-step-guide-to-retention-renewals-and-expansion) Even though they use the service, they're not involved in business reviews. It's critical to at least conduct a business review every quarter, six months, or once a year, depending on customer engagement levels. The business review is an excellent platform for helping the customer understand whether they've achieved the service, solution, or product value they've purchased. It's also an opportunity to present the product roadmap, highlight upcoming enhancements over the next three, six, nine, or 12 months, and share your company's strategy. The business review session also aids in identifying additional use cases. To illustrate, consider a customer who purchased a Ferrari intending to leisurely drive it around Miami Beach. During the business review, they mention they now want to win a race. This is an additional use case identified during the review, offering an opportunity for upsell conversations. An effective business review should also tackle any outstanding support cases or roadblocks hampering the customer's adoption or value realization of the product. This helps to clear the way for discussions about expansion and renewal. ## **Step two: Renewals/expansion roles and responsibilities by account tier** In this second step, I want to emphasize three key areas: - Retention and expansion strategy based on account tier, - Roles and responsibilities, and - Business forecast models. The second step is all about clarifying roles and responsibilities. In my experience, driving renewal and expansion conversations often depends on the structure of your organization. Your customer success team needs to collaborate closely with your sales team, whether they're focused on new sales or renewals. Additionally, constant interaction with your customer success operations teams is essential to ensure you have the correct contracts and quotes ready to submit to the customer at the right time. ### **Retention and expansion strategy based on account tier** As we all know, not all accounts are treated equally. The classification of your accounts can vary vastly depending on your company or organization. You could have a tiered system with one, two, four, 10, or even more tiers. It's crucial to have a clear definition of these tiers. [![Image shows slide with a triangel graphic of five tiers, titled: Retention and expansion strategy based on account tier](https://www.customersuccesscollective.com/content/images/2023/06/image6--6-.jpg)](www.gotomarketalliance.com/a-step-by-step-guide-to-retention-renewals-and-expansion) When discussing the retention and expansion strategy based on tiers, consider this example where we have five tiers: **Tier one** This is what I would call the "defense strategy" tier. In this tier, there are no expansion opportunities, only retention strategies. The focus is on how to protect the base, keep customers from going to a competitor, and minimize any downgrade impacts. **Tiers two and three** I refer to these as the “trilogy” of accounts. They start small but have the potential for adding more licenses, bandwidth, CPU power, etc. Here, the key is leveraging your internal champions – those already enthusiastic about your solution. These champions can help drive upsell and cross-sell opportunities. This not only represents an opportunity for upselling but also reinforces retention for the services in that area. [![](https://www.customersuccesscollective.com/content/images/size/w1000/2023/06/q-ybL2TK.png)](https://certified.thealliance.io/course/c-suite-masterclass) **Tiers four and five** These are the "acquire-strategy" tiers. These accounts could be brand-new that start small and grow, or new accounts that are just coming in. Here, the strategy could depend heavily on partners or the partner ecosystem to acquire these accounts. At the same time, there could also be direct deals that start small and then renegotiate for larger contracts as time goes on. The key to the acquisition strategy is to identify new use cases, especially if you have multiple solutions to offer. If a customer in these tiers only bought one out of five possible solutions, the goal is to drive interest in the other four solutions by tying them to use cases. Moreover, since this tier relies heavily on partners in my example, it's important to empower these partners to assist with expansion and retention conversations. This tier-based strategy helps ensure a targeted approach for customer retention and expansion. By tailoring strategies according to the customer's stage and needs, you can optimize your results. ### **Roles and responsibilities** If you have a sales organization collaborating closely with your customer success team, you need to consider how these teams are motivated and compensated. If there's a separate renewals sales team working alongside your CS and sales teams, it's crucial to define who's responsible for what throughout the journey. [![Image shows a slide titled "Renewal journey: roles and responsibilties.](https://www.customersuccesscollective.com/content/images/2023/06/image4--6---1-.png)](www.gotomarketalliance.com/a-step-by-step-guide-to-retention-renewals-and-expansion) In this section, the emphasis is placed on the importance of clear roles and responsibilities in the account management process, particularly during the renewal journey. This structure typically includes an [Account Manager](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/), a system engineer, and a [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM). Having clear roles avoids confusion for the customer and prevents instances where different representatives send conflicting information, such as different renewal calls or prices. Consistency in customer interaction is crucial, and a single person should be identified as the opportunity owner in your CRM system. Renewal activities are usually planned according to the timeline left until the renewal date (180 days, 120 days, etc.). Two approaches to renewals and upsells are discussed: one at the renewal time, which could either extend the current contract or add new solutions, and mid-term upgrades, which occur when the client decides to purchase additional services partway through their contract term. Each approach requires a clear understanding of roles and responsibilities throughout the process, to ensure a smooth customer journey and maximize the potential for successful renewals and upsells. ### **Business forecast models** Make sure your business forecast models are up-to-date and follow a consistent format and process. This allows you to capture all different deals at their various stages effectively and measure the renewals and expansion revenue you aim to close by the end of the quarter. These three aspects are fundamental for a successful strategy involving renewals, expansion roles, and responsibilities. It's about creating the right structure, alignment, and visibility to drive results. [![Image shows slide titled "Business forecast models with timeline from 180 days to renewal to renewal date.](https://www.customersuccesscollective.com/content/images/2023/06/image10--2---2-.png)](www.gotomarketalliance.com/a-step-by-step-guide-to-retention-renewals-and-expansion) The final area of emphasis in this process is the importance of maintaining a well-structured forecast model. This is necessary for providing accurate information to management about the state of renewals, upsells, downgrades, and mid-term upsells. Deals should be properly categorized to reflect their current stage accurately. In the described model, all accounts at the initial and middle stages of the process (stages one and three) are categorized as "pipeline," signifying active negotiations but no price agreement. When pricing negotiations commence, deals are moved to the “best case” category. This is an important stage where the precise customer requirements in terms of solutions and use cases are known, and the deal's cost and terms and conditions are negotiated. When the deal reaches a **95% likelihood of completion**, it is moved to “commit,” indicating that a renewal or expansion is highly likely. Upon closing the deal, it is moved to 'close' and recorded in the system for processing and entitlement. Maintaining this structure is crucial for transparency and smooth operations, preventing stagnation and confusion in deal flow. ## **Step three: Retention/expansion negotiations to close deals** The final step in our process is handling expansion negotiations to close deals. This comprises several critical areas to ensure success. Firstly, before embarking on any negotiations, it's essential to thoroughly review a few key metrics. Look at the promoter score (NPS), and the adoption percentages of your product. It's also vital to evaluate the customer's budget and purchasing patterns. For example, I've had highly satisfied customers, with impressive product adoption rates, that were suddenly acquired by another company, forcing them to cut costs. So, understanding your customer's context is crucial before you commence negotiations. [![Image shows slide titled "Step #3: Retention/Expansion negotiations to close deals](https://www.customersuccesscollective.com/content/images/2023/06/image7--6-.png)](www.gotomarketalliance.com/a-step-by-step-guide-to-retention-renewals-and-expansion) Secondly, when initiating negotiations, I favor the process of upselling mid-term rather than at the end during renewals. This strategy has two primary advantages. Firstly, it fosters “stickiness” with the account. We know if they upsell mid-term, retention is virtually guaranteed. Secondly, we can help pilot the solution by offering proof of concepts (POCs). This could be managed by your sales team or any relevant department. For instance, if a customer already has a basic product, you can offer them a chance to try out new, advanced features. Successfully implementing POCs can significantly aid the expansion process. The third area of focus is the negotiations themselves. We always aim to secure long-term contracts by providing higher levels of discounts or amending the terms and conditions for customers willing to commit for longer periods. My preferred strategy is to promote longer contracts by offering greater discounts rather than discounts on shorter contracts. Additionally, a common tactic is to offer a free month as a token of appreciation to extend the partnership. For instance, if there's a minor dispute about the price, offering 13 months of service for the price of 12 can be an effective way to resolve the issue. This tactic is highly effective in both B2C and B2B scenarios in the SaaS world. Lastly, it's important to acknowledge that not all negotiations will be smooth. There will be instances when (to prevent churn) we might need to extend the contract to assist the customer as they transition to a new solution, either by another vendor or provided internally. I've found that even extending a contract by a few months can provide additional time for negotiations and potentially facilitate retention or upselling. From the customer's perspective, this extension signals a strong partnership. Meanwhile, for us, even a short-term contract extension helps retain the account for a few more months. ## **Final thoughts** A successful expansion and renewal strategy requires active engagement, starting from the inception of the customer journey. Waiting until 100 days before renewal is a missed opportunity; start at the beginning to nurture and foster growth. Another crucial element is alignment with your sales team. Regardless of how the sales organization is compensated for renewal and expansion, it's imperative to establish an effective partnership with your sales counterparts. Their role is invaluable throughout this journey. [![](https://lh6.googleusercontent.com/iuI_fvSbb8vOx-AIgXgigTGDSLPJldjeMaT76HHyBGNMwJplgHSZ1YLpK1fKTIYVdMhcJpgya04yyPy8Z_rr5cL59A7mBfUMcGqBdj7qVc-9VTmmjykxR9I8HU9v9isywcKHE5g78A_Jn1MY_nnuY0g)](www.gotomarketalliance.com/a-step-by-step-guide-to-retention-renewals-and-expansion) Finally, the importance of being proactive cannot be overstated. In previous roles, I've experienced situations where we attempted to retain customers, but our efforts were in vain due to a lack of attention at the onset of their journey. Even if you offer higher discounts, customers may refuse because it's not just about the financial aspects, but the partnership. They're looking for a reliable, trusted partner who is consistently attentive and proactive. > Hence, to build lasting relationships with customers, we must prioritize fostering partnerships over reactive discounts. ## **Audience Q&A 📣** **Q: Given the growing customer tech stack, which often comprises five to 15+ tools, customers may not have time for quarterly business reviews (QBRs) with every provider. How do you persuade them of the value of your review and keep it as a priority?** **A:** In my experience, I find it more effective to think of these as business reviews rather than strictly QBRs because the frequency can vary based on customer preference. Some customers may prefer monthly reviews, others might want them annually. What's crucial is maintaining regular communication with the customer. In instances where customers aren't keen on quarterly reviews, we opt for alternative methods of communication. For example, we send [newsletters](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/newsletters) that include usage reports or summaries of support cases – information that would typically be covered in a business review. These regular updates allow customers to stay informed on their terms and at their convenience. And rest assured, if a customer encounters a problem, they will reach out to you, often through support tickets. It's crucial to stay engaged with customers, not just through business reviews, but also through newsletters, [feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/), surveys, and sales interactions. If your customers come through a partner, it's also helpful to maintain regular contact with that partner to monitor the customer's interactions. In essence, the goal is to ensure consistent, tailored engagement with the customer. **What is your preferred communication style for renewal updates? Does an optimal method vary for different types of customers?** **A:** Indeed, the preferred communication style often depends on the account tier, as the level of service and engagement varies across tiers. For example, with our tier four and five accounts, we primarily engage via email. Our customer success specialists notify customers of impending renewals, or we might send automated emails 180 days ahead of renewal. Because we offer an enterprise solution, the process isn't as simple as clicking for auto-renewal. Instead, we provide a clause letting customers know their renewal date and what actions are required. If we don't hear back after several attempts, we might incentivize early renewal with financial benefits, such as a 5% discount for early renewal, or maintaining the current price if they renew within a specified period. For tier-one accounts, our communication strategy is a mix of email, business reviews, and phone calls. These accounts represent a substantial portion of our business, and as such, they command more of our attention. Ensuring engagement with these customers during the renewal process is a top priority. **Q: What is a quick win to retain customers who're at a high risk of churn?** **A:** The number one strategy I would suggest is the “Hail Mary” pass. For example, we sometimes offer month-to-month contracts. While it's not our preferred model, it does provide us with some time to continue negotiations. There have been instances where customers only wanted one or two months — not because they were dissatisfied with the service, but because they needed to navigate certain mergers and acquisitions activities to gain a better handle on their budget. Another approach is to offer shorter contract extensions. Instead of proposing 12, 24, or 36-month extensions, consider a six-month extension. This gives you more time to work with the customer. There will be cases where your customer is transitioning to another solution, and the best way to extend the relationship could be via shorter contracts. Lastly, add some incentives. Expect and accommodate potential downgrades as well. A downgraded renewal is always better than no renewal at all. ### How to conduct a killer market opportunity analysis URL: https://www.gotomarketalliance.com/how-to-conduct-a-killer-market-opportunity-analysis/ Last updated: 2024-04-02T08:55:56.000Z Chasing after every ‘next big idea’ that comes along isn’t smart. But you know what is? Staying aware of the market opportunities that are ripe for plucking. 🍒 To do that, you’ll need to routinely conduct a **market opportunity analysis**. This *can* be one of those tricky tasks you perform just often enough to need some direction on, but not so often enough to feel compelled to establish a process for. That’s where we come in. We’re here to answer: - [What a market opportunity analysis is.](https://www.competitiveintelligencealliance.io/p/d30b0093-468a-49d5-a2d1-82d4b7c0a90e/#what-is-a-market-opportunity-analysis) - [Why it’s important to conduct one periodically.](https://www.competitiveintelligencealliance.io/p/d30b0093-468a-49d5-a2d1-82d4b7c0a90e/#why-is-market-opportunity-analysis-important) - [Who should perform your opportunity analysis.](https://www.competitiveintelligencealliance.io/p/d30b0093-468a-49d5-a2d1-82d4b7c0a90e/#who-should-conduct-a-market-opportunity-analysis) - [What the process looks like.](https://www.competitiveintelligencealliance.io/p/d30b0093-468a-49d5-a2d1-82d4b7c0a90e/#the-five-stages-of-opportunity-analysis) ## What is a market opportunity analysis? A market opportunity analysis is a process for **evaluating the potential of a new market**, as well as for identifying opportunities in markets you’re already a part of. These could include reaching more customers and growing your market share. Or moving into a completely new market. As part of the process, you’ll figure out **who your competition is**, learn all about your customers and their **needs and wants**, and tie this back to **your business’ current position**. That last part’s important because it’ll allow you to evaluate the size of the growth opportunity you’re looking at. There are similarities with [SWOT analysis](https://www.competitiveintelligencealliance.io/how-to-run-swot-analysis/) (strengths and weaknesses, opportunities and threats), in that you’ll be getting the lay of the competitive landscape and looking for threats to your business hidden within the opportunities you uncover. At the end, you’ll be in a great position to prioritize business ideas and make more informed strategic decisions. [How to Prioritize Your Competitors in Crowded IndustriesHow do you decide which competitors to prioritize in a crowded industry? That’s what Erik Mansur discusses with Matt Tyrer, Head of Competitive Intelligence at Commvault, on this episode of Into the Fray.![](https://www.competitiveintelligencealliance.io/content/images/size/w256h256/2022/05/CIA-favicon.png)Competitive Intelligence AllianceAlex Walton![](https://www.competitiveintelligencealliance.io/content/images/2022/11/into_the_fray-3.jpeg)](https://www.competitiveintelligencealliance.io/how-to-prioritize-your-competitors/) ## Why is market opportunity analysis (MOA) important? Conducting market opportunity analyses at frequent intervals helps you keep your finger on the pulse of your relevant market. When new opportunities arise, you’ll have a process for becoming aware of them quickly, analyzing them, and deciding whether to pursue them or not. ### 1) It identifies new markets and their profit potential Even if you’re dominating your market, other opportunities out there can take your growth to the next level. Capitalizing on these provides much-needed cushioning in times of uncertainty. Fortune favors the bold, as they say, and those that push even harder when the going’s good are often the ones that survive the following downturn. Your market analysis will uncover these opportunities and help you **quantify their value** to your business, so you can prioritize which you pursue first to offer even more value to your customers, building trust and brand loyalty. ### 2) MOA reduces risk and uncertainty What you don’t know can’t hurt you. At least … that’s what we’d like to believe. In truth, what you don’t know constitutes uncertainty and risk. All else being equal, more informed decisions are better decisions, so it pays to make yourself as informed as you can. Your market opportunity analysis does more than just uncovering opportunities. It makes you aware of the opportunities that exist for your competitors, too. It can teach you the wants and needs of your customers, as well as how good of a job you’re doing at meeting those needs at present. All of this is valuable information that reduces uncertainty. Where there’s less uncertainty, there’s a **higher probability of success** and, as a result, there’s less risk. ### 3) It leads to better strategic business decisions When you analyze a market for opportunities, you come away with a stronger understanding of the market factors affecting your business growth. You’ll have identified industry and market trends, know which are winding down and which are ripe for further growth. You’ll even know how you can capitalize on these to **maximize your competitive advantage**. All this makes you more informed about the state of your business and your market. That means more informed, better business decisions, allowing you and your executive teams to get ahead of shifts in the market. Whether consumer needs are changing, or competitors are pulling ahead by offering a feature you’re missing, you’ll become aware of these developments as they happen. As a result, you’ll be able to create a structured plan for mitigating threats and capitalizing on opportunities, ensuring a more secure future for you, your staff, and your stakeholders. [Comparative vs Competitive Advantage: What’s the Difference?Comparative and competitive advantages are economic terms that, when applied to a business, refer to a business’ ability to produce goods and services and to win against competitors over time.![](https://www.competitiveintelligencealliance.io/content/images/size/w256h256/2022/05/CIA-favicon.png)Competitive Intelligence AllianceAlex Walton![](https://www.competitiveintelligencealliance.io/content/images/2022/09/anastasiya-romanova-vGY31qO4518-unsplash.jpg)](https://www.competitiveintelligencealliance.io/comparative-vs-competitive-advantage/) ### 4) It alerts you to possible threats Even if you don’t pursue a market opportunity, it’s better if that’s a conscious decision borne out of strategic necessity, rather than out of ignorance the opportunity exists. Once you’re aware the opportunity is there, you know it also represents an **opportunity for your competitors** and, therefore, a threat to you. This lets you know to keep an eye on your competitors and any moves they might make to pursue a given opportunity. It gives you a sense of the possible consequences to your own business and market share if they were to make it a success too. ## Who should conduct a market opportunity analysis? Given the various steps involved in a market opportunity analysis, it’s impossible to conduct one start to finish without involving multiple arms of the business. For that reason, it’s a collaborative effort involving a **cross-functional team**, but it’s very much possible for you to do the majority of the market research alone. You’ll just have to consult with members of other departments toward the end of the process. Their input on the ramifications of pursuing the opportunity will be important to hear, as will their feedback on what the implementation process will look like. When it comes to this cross-functional team, you’ll want to involve: - **Executives**, for input on their overall vision for the business, and how this new market opportunity might align (or not) with their goals and objectives. - **Accounting and finance**, for their knowledge of cash flow, available budget for the new opportunity, and possible financial impacts on other pursuits. - **Product**, for input on how the opportunity can be built into existing product development roadmaps, how fast you can bring the product to market, and on the opportunity cost to other features, products, and services. - **Marketing**, for feedback on the knock-on effects for marketing strategy. As well as how messaging and positioning need to change, both for the new product and for the brand as a whole. - **Content**, for insight into how you’ll educate customers about your new product and its benefits. ## The five stages of opportunity analysis The stages of a market opportunity analysis can be broken down into five stages. 1. [Perform detailed market research.](https://www.competitiveintelligencealliance.io/p/d30b0093-468a-49d5-a2d1-82d4b7c0a90e/#1perform-detailed-market-research) 2. [Investigate your competitive landscape.](https://www.competitiveintelligencealliance.io/p/d30b0093-468a-49d5-a2d1-82d4b7c0a90e/#2investigate-your-competitive-landscape) 3. [Identify industry trends.](https://www.competitiveintelligencealliance.io/p/d30b0093-468a-49d5-a2d1-82d4b7c0a90e/#3identify-industry-trends) 4. [Tie your findings back to your current business position.](https://www.competitiveintelligencealliance.io/p/d30b0093-468a-49d5-a2d1-82d4b7c0a90e/#4tie-this-back-to-your-current-business-position) 5. [Scrutinize your shortlist of opportunities to prioritize them by business value.](https://www.competitiveintelligencealliance.io/p/d30b0093-468a-49d5-a2d1-82d4b7c0a90e/#5examine-the-business-opportunities) ### 1 - Perform detailed market research **The first step is to uncover *what the market wants.*** That means talking with members of your target market. When identifying new business opportunities, it all comes back to the customer. Even your competitors (your second-most important set of players) are just trying to deliver to the market what it wants. Ask: How have things developed since you last checked in with your customers? Are your target audience’s unmet needs and pain points the same as when you last put together a product development plan? Is the customer base for this new opportunity even the same as the one you’re currently serving? Primary research (that is, going direct to the source, engaging with customers via surveys and interviews) is the best place to start. But secondary research, like market reports, can help you gain a broader overview more quickly. 💡 Our advice: ****do both**.The better you understand the wants and needs of your chosen market, the better a position you’ll be in to determine which of their unmet needs you’re in a position to pivot and fill. ### 2 - Investigate your competitive landscape Once you know what the market wants, your **second order of business is to determine whether there’s *space for you on the playing field.*** Whether you’re looking to fill a newly developed need for your existing buyer personas, or whether you’re looking to serve a new base entirely, you’ll want to know how well existing products meet their needs. If it’s an unmet need, chances are they’re not doing such a great job. But there are likely to be surprising alternatives at play already filling a similar function to some degree. Uncover these to get a sense of how well-served the market is at present. While underserved markets often represent great opportunities (think “Blue Ocean Strategy”), you still want a good idea of why no one else has stepped up to fill that space. 🗣️ Are you really the first onto the field? Or has everyone else seen your opportunity and sidestepped it as a high-probability failure? When there *are* existing alternatives and competitors to examine, tie this back in with your customer research. What do customers like about their offering? Where does it fall short of the mark? Are there any surprising, alternative ways customers are ‘getting by’ you could learn something from? When you step onto the field, each of these competitors will represent a threat to your success. Knowing where the pitfalls are will be key to your success. ### 3 - Identify industry trends Third, it’s time to **determine *the opportunity’s longevity.*** When you perform your customer research and competitor analysis, what you’re seeing is a snapshot in time. The strength of the opportunity right now may have no bearing on its strength in 12 months or 12 years from now. That’s why it’s important to gather wider market intelligence and learn all about the current industry trends. This is where you can start to think about **growth potential**. Stepping into a market with a ton of growth potential is a good idea. Stepping into one that’s already in its decline is not - unless you have a very good reason to believe this decline will soon halt or even reverse into more growth. Making calls like this accurately requires a lot of time, a lot of experience, and a lot of data. Calling on industry analysts and advisors for help is a very smart move that can save you a lot of money. ### 4 - Tie this back to your current business position Now you’ve got a great sense of what the market wants, the alternatives that exist, and whether the market is trending for growth. It’s time to **relate this back to your current position to assess the value of the opportunity for *your business.*** How much work would it be to pivot and take advantage of the new market? A lot? Or a little? Would you need only to adapt existing products? Or do you need to create entirely new products? Beware of **shiny object syndrome**. It’s one thing to pivot and target a better opportunity than you were focused on before. It’s another to force your product into an exciting, high-growth market it doesn’t belong in. Consider the threats to your success if you were to pursue the opportunity too. What’s the opportunity cost? Of course, there are costs, downsides, and potential dangers to *not* taking action, too. Consider these with equal weight before deciding whether to shortlist the opportunity. [The Positioning Matrix: A Beginner’s Guide | CIAEver wondered where your product sits in the competitive landscape? Enter the positioning matrix – a tool for visualizing just that.![](https://www.competitiveintelligencealliance.io/content/images/size/w256h256/2022/05/CIA-favicon.png)Competitive Intelligence AllianceAlex Walton![](https://www.competitiveintelligencealliance.io/content/images/2022/08/sigmund-B-x4VaIriRc-unsplash.jpg)](https://www.competitiveintelligencealliance.io/positioning-matrix-guide/) ### 5 - Examine the business opportunities Working through the above process should give you a list of opportunities that seem valuable to your business. So, do you pursue one or all of them? Or none at all? You can prioritize these opportunities by examining each one more closely. **i) The market:** You know there’s an unmet need in the market. But what’s the *size* of that market? And is that market likely to get bigger or smaller with time? You know there’s a market out there, but *who are they?* Build out detailed buyer personas for each segment of your customer base - what are their hopes and fears? What do they value? And, most importantly, does your brand have a shot at winning these people over? 🗣️ Judging by the market alone, which opportunity currently seems strongest? **ii) The competitors:** Who will you be competing with? Are they strong where you’re weak? What angle of attack can you take with them to steal some of their market share? Or, is the market large enough that there’s plenty of room for both of you? How similar will your solution look to ones already out there? What benefits will your solution bring to customers that competitors’ solutions currently don’t? And how easy do you think it’ll be for competitors to copy and improve upon your key differentiators? A great opportunity won’t stay that way for long if you bring a great new idea to market, only for the existing ruler of the space to quickly bring out their own version that’s bigger and better. In short, make sure you have a clear path to establishing a [sustainable competitive advantage](https://www.competitiveintelligencealliance.io/sustained-competitive-advantage/). 🗣️ In light of the competitive landscape **and* the market itself, does a single market opportunity stand out above the rest? **iii) Your own position:** Ask yourself this: is pursuing this new thing *really* going to be more profitable for you in the long run than just doubling down on what you already do well? A market opportunity analysis is beneficial for a ton of reasons. But the most exciting opportunities aren’t always the best ones. Sometimes, it’s the small pearls of wisdom you pick up along the way - from talking to your customers, examining industry trends, and scrutinizing competitors - that have the most business value. When you learn that, actually, the market consensus is that yours is the most innovative solution, but lacks a bit of UX polish, you’ve uncovered a quick win that could win you many new customers while costing very little. At least compared to pivoting into an entirely new space. ⚠️ Examine your shortlist in light of your business position. Do you have to reposition your brand to capture it? This'd be a hard sell. ## Where do you go from here? By now, you have a shortlist of business opportunities, ordered by profit potential, business value, and the lengths you’ll have to go to capture them. Now it’s time to: 🔁 Hold a sync meeting to get everyone on the same page. 🗣️ Schedule in time individually to give interested parties opportunities to voice concerns, feedback, and opinions. 🚀 Create and implement a Go-to-Market strategy. Once these plans are in place, you can set about launching your new product, capturing new market share, and profiting from the new opportunities you’re pursuing. --- ## **Get the playbook on positioning your brand** Competitive insights can inform business strategy across all four corners of business. But when it comes to positioning your brand in a competitive market, there are pitfalls to sidestep, and best practices and processes to implement. Inside the **Competitive Positioning Playbook**, we give you best practices and processes, covering: ⏰ How not to waste your internal resources and data sources to **save yourself hours** of time. 🧘 What “minimum viable positioning” is, and why it’s a **key milestone** early in the process. 🙅‍♀️ The three steps you **must not skip** in crafting competitive positioning. These aren't just our opinions - we consulted with some of the best in the industry to put together these insights. (Oh, and it won't cost you anything). Intrigued? Grab your copy today. 👇 [Download your playbook](https://www.competitiveintelligencealliance.io/the-competitive-positioning-playbook/) [![](https://lh6.googleusercontent.com/Gg4zMKtcuMeOq4bQkXjUjH-UFPjKTvFlBO9KLTFss6MhpKnLDnou74cxSOV4BYnk-hDNJ1Y1SmogNhwRJVQU0aZZ3qpL3NDH95SWwWW4y4JgcabV-v9nnGm_cJ--JJxLpKASdCTsrUFtjFNW2bbSk6bVNSH-9gBFtVnOe_gJLlfedi7SbfJPjqufKarkOw)](https://www.competitiveintelligencealliance.io/the-competitive-positioning-playbook/) --- ### Content-led Go-to-Market, a case study with Gaston Tourn URL: https://www.gotomarketalliance.com/content-led-go-to-market-a-case-study-with-gaston-tourn/ Last updated: 2023-06-16T16:00:03.000Z If you want a Go-to-Market strategy that actually makes your job easier, rather than being just one more process you have to get through, then it needs to be tailored to your business. Your business model, product type, target audience and sales strategy will all affect the type of GTM strategy you need. But how do you know which one you need? Well, the different styles of Go-to-Market strategy can be broadly grouped into ‘motions’. Your motion is the driving force behind all your Go-to-Market activities. You’ve likely heard of sales-led and product-led, but in this article we’ll be covering content-led Go-to-Market. Content-led is a lesser known, but increasingly popular, Go-to-Market strategy which uses your content (predominantly your marketing content) to drive brand awareness, sales and growth. And we won’t be going it alone. To help you understand the pros and cons of content-led GTM, as well as what this strategy looks like in practice, we interviewed Gaston Tourn, CMO of Curio and content-led maestro. With his help, you’ll be ready to implement your own content-led strategy in no time. But first… ## What is content-led Go-to-Market? Content-led Go-to-Market uses content and marketing to drive growth. This means that the majority of your sales come from customers sourced through social media and/or marketing campaigns. Content-led Go-to-Market is all about building a brand and it takes time. So, you need to be patient if you’re going to make it work. However, there are a lot of benefits to content-led GTM, especially given the direction the market is going in. Increasingly, consumers want to access information on their time and on their terms and prefer to do their own extensive research rather than be pitched a product. It's really important to make information about your brand and products easily accessible to prospective or recurring customers so they can find what they want for themselves. We live in a world where everything is speeding up and consumers expect information at their fingertips, so you put yourself in a far stronger market position if you acknowledge that in your business model. Many purchasers won’t be willing to wait for an in-person sales meeting or a sales call, or may not be interested in free trials if they perceive them as gated or convoluted to access. A content-led GTM strategy lays everything out on the table and makes it easy for consumers to serve themselves. The self-serve model is increasingly popular in modern marketing and sales. Similar to product-led, content-led is all about showing not telling. Video content is by far the most engaging for users and allows you to demo your products and funnel them toward a purchase. Beyond making information more accessible, content-led GTM appeals to the side of the consumer that craves authenticity. With content-led marketing, you can highlight the voices and experiences of your existing users and show real people using and benefiting from your products. Content platforms shift the focus from the product to the consumer, because it’s all about how the product is received and interacted with by your audience. Rather than just taking your word for it that your products have value, customers can see the benefits others are reaping from them. By focusing on content, you’re encouraging trust in your brand from your audience. Social media and content campaigns allow you to tell a story with your products and take your customers on a journey. If customers feel like they’ve traveled with you they’ll be more likely to be loyal to your brand. Again concerning authenticity, marketing holds a unique position as a team that interacts with the customer without having a relationship blatantly built on exchange and wanting to gain something from said customer. Marketing isn't chasing the sale in the same way as your sales reps, and so have the time and opportunity to develop a relationship with the customer that isn’t as one-sided. When a customer builds a relationship with your brand through your content, they feel that they can walk away at any point. There’s no implicit expectation that they’ll spend money just by accessing your content, and so they let their guard down. It’s a soft sell, but one that’s more likely to evoke brand loyalty. ## Content-led Go-to-Market, with Gaston Tourn ### In what circumstances would you choose a content-led Go-to-Market strategy (over other GTM motions)? A content-led Go-to-Market strategy should be the foundation of any successful GTM plan. In today’s world, customers are becoming more and more skeptical of traditional advertising and marketing techniques. By delivering valuable information in a non-promotional manner, you can establish your company as a trusted resource and position yourself as an expert in your industry. People want to see the real value of a product before they buy it. And the best way to show that value is through organic, informative content. ### What are the benefits of content-led Go-to-Market? Content-led marketing doesn't come across as advertising. People are smart, and they can spot an ad. But with content-led marketing, you're delivering valuable information that's designed to educate and engage, not just sell. When you create content that's genuinely helpful and relevant, you're building a relationship with your audience that's based on trust, not just transactions. ### Are there any risks to look out for with content-led Go-to-Market? The biggest risk is that you might be tempted to focus on quantity over quality. With so many brands vying for attention online, it can be tempting to pump out as much content as possible in the hopes of standing out. However, when you prioritize volume over quality, you risk sacrificing the very thing that makes content-led marketing so effective in the first place: delivering value to your audience. Low-quality content can quickly turn people off and damage your reputation, so it’s essential that you focus on delivering content that’s high-quality, informative and engaging. This not only builds trust, but it can also help to improve your search engine optimization (SEO). Focus on quality. There’s no better hack to improve your SEO, build trust with your audience and drive results. ### Can you give an example of a time you successfully used a content-led Go-to-Market strategy to beat out a competitor? When I was the CMO at Appear Here, the online marketplace for retail spaces, our goal was to drive interest in new places and streets. So, we decided to focus on producing high-quality neighborhood guides that showcased interesting shops and local businesses. At first, we thought this type of content might be more geared toward consumers, but it turned out to be a hit with business decision-makers too. By showcasing the unique and vibrant neighborhoods that Appear Here could help retailers tap into, we were able to paint a picture of what a retail space could offer in a way that was both engaging and informative. This content-led Go-to-Market strategy set us apart from the competition and helped position Appear Here as an innovative brand. And, of course, it was a lot more fun than producing traditional B2B content. After all, B2B doesn’t need to mean boring-to-boring. ### How did you decide a content-led Go-to-Market strategy was right for your business? To me, a content-led Go-to-Market strategy is always right for your business. Whether you’re selling toothbrushes or cloud-based software, a well-crafted piece of content can be the difference between someone scrolling on by or taking the time to really understand the value of your product or service. Marketing is content, and content is marketing. A content-led Go-to-Market strategy allows you to connect with your audience in a meaningful way, and that’s what marketing is all about. ### Do you have any other comments you’d like to add about content-led Go-to-Market? When it comes to content-led Go-to-Market strategies, it’s essential to consider structuring your marketing team as an editorial team. Think of your marketing team as the journalists of your brand and your content as their bylines. That way, you'll be able to produce content that delivers real value to your target audience and doesn't come across as just another salesy ad. A best practice for achieving this level of quality is to adopt a media organization mentality. This means producing content that people would find valuable and are willing to pay for. NB: This interview was taken from our Go-to-Market Motions Playbook. To learn more about content-led strategies, as well as other GTM motions, **[download your free copy now. ](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/)** [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/GTM_Motions_Playbook_2023_CTA_-1.png)](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) ## TLDR; A content-led Go-to-Market strategy uses your marketing and content assets to drive brand awareness, sales and customer growth. A great asset to any inbound marketing strategy, content-led moves prospects down the sales funnel without the need for sales reps. This strategy is a great fit for companies whose target audience are skeptical of traditional marketing, or who prefer a self-serve sales model. ### Go-to-Market: Aligning with growth, product, and sales to drive growth URL: https://www.gotomarketalliance.com/go-to-market-aligning-with-growth-product-and-sales-to-drive-growth/ Last updated: 2024-08-20T16:06:52.000Z *This article is adapted from Kimberlee’s presentation at the Product Marketing Summit in Toronto, 2022\.* Hello, everyone! I’m Kimberlee West, and I’m the Director of Product Marketing at Uniphore. Today, I'm going to talk about how to go about aligning Go-to-Market (GTM) teams. I'll tell you the story of how I went from being a team of one to leading a team of five and I’ll reveal what I learned along the way about the seven key factors that are essential for aligning GTM teams and driving growth. ## Where it all began So, let me tell you a story. I started at Uniphore in March 2021\. At the time, the company had around 300 employees. However, when it came to our Go-to-Market team, it was just me. The product team was fairly small, as were the customer success and sales teams. As the sole member of the product marketing team, I reported to a VP of Product Marketing, Growth, and Field (weird title, I know!) My role was to handle product marketing, which the company didn't fully understand since they had never had a dedicated product marketing team before. The company had been operating since 2008, and product marketing was a haphazard mix of sales engineering and product team efforts. The company's focus was on having a strong brand story and digital campaign, with sales handling the rest. Fortunately, someone convinced the company that product marketing was important, and that's where my journey began. ## Fast forward to growth and change By October, things had changed significantly. In just six months, the company underwent a major acquisition, and I also got to hire a team. Going from a team of one to a team of four was a challenge. On top of that, change was happening all around us. The product, sales, and customer success teams all exploded across different geographies. I now had a product marketing team across various time zones, supporting sales teams around the world. Meanwhile, I had to figure out how to align our GTM strategies. The ratio of product managers to product marketers wasn't ideal; there were ten people on the product team and only four product marketers. On top of all that, the company had no clear structure for bringing products to market. Despite these challenges, I thought I was doing everything right: I had hired a team, I was working with multiple stakeholders across the company, and I was trying my best to stay on top of everything that was happening. ## Facing reality In November 2021, I had a reality check. I visited our California office, where I met with the CEO. While he acknowledged that he saw some activity on the website and so on, he told me he felt that product marketing was "M.I.A." You know the expression “sink or swim”? I was sinking. The problem with the sink-or-swim analogy is that it’s based on your own perception. You're constantly evaluating yourself based on your internal litmus test. However, especially in corporate life, there are times when you may be sinking without even realizing it. You might be working hard around the clock, responding to emails, and getting work done, but still not truly making progress. Instead of sink or swim, I prefer to think of it as life or death, but not in a morbid sense – more like in a video game (in case you couldn’t tell, I have kids!). In a video game, you get multiple lives, and more importantly, there's an external indicator showing whether you're performing well or not. This forces you to look outside yourself and look at the indicators that show whether you're truly doing what you need to do, working with the right teams, and driving growth. Now, without further ado, let’s get into the seven things I put in place to build alignment for a successful Go-to-Market strategy so that product marketing could respawn. ## The seven things you need to build alignment for a successful Go-to-Market strategy What the Go-to-Market process looks like can vary a lot depending on your company’s needs and the people there. However, it generally involves messaging, content creation, sales enablement, and campaigns. The problem with looking at it this way is that it gives a false impression of simplicity. In reality, executing a successful Go-to-Market strategy requires dealing with people who may not want to follow the plan. The challenge lies in getting buy-in from sales, product, customer success, and leadership teams for your vision, positioning, and strategy. That means the biggest part of Go-to-Market is the relationships you build. We’ll dig deeper into those relationships later, but for now, let’s take a look at some other key elements of successful GTM. ### 1) A hunger to learn If you want to build a GTM strategy, there are three things you need to know: your market, your customers, and your competitors. However, you personally might not know all those things. Your individual team members aren’t necessarily going to know all of those things either, and that’s okay. Product marketing’s biggest strengths are its curiosity and its ability to carry out research. When you’re hiring people for your team, your focus should be on hiring someone who is hungry to learn and understands that they need to look outwards to find the knowledge they need – they’re going to have to go and talk to people. When I’m hiring, I like to ask candidates how they would position an e-commerce store, even if they don't have experience in that industry. I look for a thought process on how they approach getting hold of the knowledge they need. If they use the word "I" repeatedly, that's a red flag because going to market involves working with other people. ### 2) Overcommunication and trust The market is big, and sales may want to go after everybody. You need to make sure you focus on the segments that it makes sense to go after and make sure you clearly communicate that. You will almost certainly have to repeat yourself because people will forget what you tell them. Overcommunication is key to getting everybody on the same page. ### 3) The ability to say ‘no’ You have to get comfortable with saying no, and that's going to be hard. When I joined Uniphore, not only was I the Director of Product Marketing, but I was also responsible for partner marketing, industry marketing, sales enablement, competitive intelligence, and more. I had to set up processes and structures, figure out what was being done before, and understand what products were being delivered and where we were successful in positioning them. Beyond the regular product marketing tasks, I had people from the field marketing team asking me to write abstracts for webinars and events. Sales teams would ask me to make their slides look pretty, and customer success wanted me to put on events for customers. All of this started within 30 days of joining the company. If you don't know how to say no, you might find yourself being expected to do everything, so it's essential to step back and evaluate your priorities. After the CEO told me they thought product marketing was missing in action, I realized I had to reassess. I needed to determine the company's goals, my role in achieving those goals, my team’s capacity, and what we could and couldn’t accomplish. Saying no isn't rude; it's a way to communicate that you don't have the capacity to take on a task because you're focusing on other important things. If something is truly important, then additional resources need to be allocated, and new people may need to be hired. In the initial stages, it might not be comfortable. I remember when my CMO asked me to put together a customer marketing program. Old Kimberlee would have hopped to it, but new Kimberlee had to explain that she could build this program, but doing so would mean sacrificing a product release meant to help grow sales. From there, we were able to have a serious discussion about strategy and hiring new resources. ### 4) Focus Focus is not just about managing time effectively, but also understanding your purpose within the organization, what you're trying to achieve, and how you’re going to achieve that. Saying ‘no’ to lower-priority tasks frees you up to focus on the things that matter; in my case, that was growth. To make sure we were all aligned on how product marketing was going to deliver this, I put together a short deck for my CMO to educate her on what product marketing does. I outlined our key deliverables and emphasized that product marketing is about more than pretty graphics, whitepapers, and [ebooks](https://www.productmarketingalliance.com/product-marketing-ebooks/). Yes, we do those things, but we do them to support sales and close deals. After aligning with my CMO, I was able to present my focused approach to other teams. I ran a virtual roadshow to get everyone on board with our product marketing strategy. I'm a big advocate of having a plan on a single page. Whenever I present to other teams, I always start with a slide outlining product marketing’s deliverables to remind everyone of our focus and what we're trying to achieve. Having this reference point helps everyone understand our value. ### 5) Processes and subject-matter expertise I never realized I liked process until I entered an environment where it didn't exist at all. To give you some context, on my first day in this role, I had 300 emails in my inbox. My boss had forwarded them to me to ensure I was up to speed. I asked if there wasn't a folder where this information was saved, but it turned out everything was saved on personal drives. That was the first thing we needed to change. A big part of stepping back and focusing is considering what structures need to be built to support that focus. If there isn't a structure in place, it's your responsibility to create one. We already had a SharePoint site, so I created a product marketing folder where everything would be saved. I was also thinking ahead; I knew I would be building a team soon and there was no way I was going to onboard new team members the way I’d been onboarded. I needed a central place where they could go to find clear information about our products, positioning, and resources. I also looked beyond product marketing and considered where marketing, sales, and product teams could access this information. I cleaned up the SharePoint site and made it the central location for updates, communicating this to the broader team. My goal was to build a single source for messaging, emphasizing that no one else should be consulted for this information. This was important because sales had previously relied on sales engineering for messaging, as product marketing didn't yet exist. By positioning myself as the GTM subject-matter expert and advisor, I could more effectively foster collaboration and support other teams within the organization. If you want to be a subject matter expert (SME) and advisor, you can't just quote Gartner or point out what competitors are doing all the time; you have to curate information and add insight as to why it's valuable for the particular situation. For example, when we’re going through our annual market assessment, we analyze the market for each of our four key products, drawing from relevant data points to inform the product team and shape the roadmap for the next year. I made that process up, guys! If you don't have a process in place and that’s something you need, create one. This is the power of product marketing. You are responsible for building strategy and guiding the team. If you want to build a strong GTM but you’re noticing gaps or misalignment, take the initiative to address them. ### 6) Data and insights Coming back to the importance of data and insights, as a product marketer, you need to have access to relevant data as well. It's very easy as a PMM to get comfortable with feeling like only the growth team needs to look at data on website traffic, and only the sales ops team needs data on what deals are closing, but that’s just not true. I have my own dashboard. Did I create that dashboard? No! I'm not an expert in Salesforce. I went to sales ops because the sales dashboard was only looking at deals closed, with some regional insights in terms of regions. I needed that data parsed out by pipeline, product, and persona. We also use a tool called 6sense. This, together with my dashboard has helped me to see which personas are fully engaged and we now use these insights to inform our strategy. As a side note, don't be afraid to explore the tools available to you. I once worked at a company that didn't realize they had 6sense, and once we started using it, it transformed how we went to market. My final piece of advice on insights is to always consider your audience. The insights that are going to support the marketing team are different from the insights that are going to support the sales team. They’re also different from the insights that are going to help the product team and customer success. ### 7) Relationship management A big part of building trust with other teams is relationship management. My team and I brainstormed different ways to be active, intentional, and purposeful in building relationships with key groups throughout the year, not just during product releases. You don’t just go to people at Christmas and demand presents – you have a relationship with them throughout the whole year. We identified key people to connect with, activities we could do with them, indicators we could track together, types of information we could exchange, and gaps we could close. As an example, competitive intelligence was something we needed to be able to collaborate with other teams on, so we set up a process for using Klue, which we laid out during our meetings with other teams. In summary, Go-to-Market is a people-first activity. If you focus only on flashy marketing tactics without considering the people you're working with, you'll struggle to succeed. # That’s a wrap! I'll leave you with a quote that I love: "The grass is greener where you water it." If you're unhappy with your company's current state, take a step back and consider how you can make the necessary changes and guide your organization toward success. ### Trust is the differentiator in your Go-to-Market URL: https://www.gotomarketalliance.com/trust-is-the-differentiator-in-your-go-to-market/ Last updated: 2023-06-13T15:48:44.000Z *This article was adapted from Dave’s talk at the Product Marketing Summit in San Francisco, hosted by our sister community, the Product Marketing Alliance. Product Marketing Alliance members can* [*watch the complete talk on demand here*](https://www.productmarketingalliance.com/product-marketing-summit-san-francisco-sept-2022-members/?wchannelid=1ojfji4wf5&wmediaid=con6zyqcdn)*.* Trust is a central part of our [Go-to-Market process.](https://www.gotomarketalliance.com/the-go-to-market-buyer-persona-template/) Building strong brands and products revolves around it. Without our customers' trust, our brands will fail. It’s down to us to be the trust engineers of the Go-to-Market process. Unfortunately, we face two key challenges: 1. The rising levels of distrust among our audiences (more on that later!) 2. The lack of a concrete framework to effectively address this distrust While I don’t have the solution to the first problem right now, I do have a framework that’s going to empower you to build long-term trust with your customers. Let’s get into it. ## How I define trust While there are some shared definitions of trust, we also each have our own unique takes on it. As a marketer, that can be tricky. If everyone defines trust differently, it can be quite difficult to leverage it. To make sure we’re all on the same page, I’m going to share my personal definition of trust, and how it impacts us as Go-to-Market practitioners. For me, it boils down to four key points: ## Trust is subjective and contextual Your feelings of trust aren't going to match those of the person next to you. Trust levels can vary a lot among the audience you're trying to reach too. You might have the most brilliant customer persona mapped out, but even within that persona, there'll be differences in the level of trust people have for your brand and product. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-19ad2f69-d7cf-4d25-b43e-e4a5f0b1ee0a.png) But hold on! It gets more fun – trust is also contextual. One person might trust a product in one situation, but not in another. What does this mean for us? It means we need to get crystal clear about our customers' needs and jobs to be done. Once we understand that, we can segment our approach to messaging so we can get the right message to the right people at the right time. ## Trust is a social bond We're social creatures, so the need for trust is wired deep in our DNA. This doesn't only apply to how we interact with each other – trust is a social bond that extends to our relationships with brands and products too. It's strengthened by the idea of reliance, a give-and-take relationship between us and our customers. Understanding that mutual reliance is key to building trust into our marketing strategies. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-fd5e1bd5-59f4-4e11-99cd-02da3cf15b9c.png) ## Trust is a rational and emotional cognitive assessment When I say that trust is a rational and emotional cognitive assessment, what I mean is that it's based on belief – the belief that you'll do what you say you're going to do. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-625a4c14-fb80-40ec-bf7a-918e3b9ca7e4.png) But it's not just about the rational side of things; trust is also tied to emotion. Our customers have fears and anxieties. We need to understand what those fears are at different points of the customer journey, without playing on them too much. The last thing we need is to create fear, uncertainty, and doubt because those things already exist. Instead, we need to create uplifting, aspirational, and values-driven messages that speak to these emotions. ## Trust is a journey built over time Trust doesn't pop up overnight. Think of it like a bank account – you need to deposit often and withdraw wisely to stay in the black. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-cda4bf4b-0994-4812-98ec-35c9ed721c7d.png) I have a colleague who's been advocating for remote work at GitLab for years. When we were discussing this trust framework, he had an "Aha!" moment. He realized that every interview he's done, every blog he's written, every white paper he’s created, and every case study he's produced was a trust deposit. It was a lightbulb moment for him, and I hope it is for you, too. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/GTM_Academy_CTA_Banners_Generic_3.jpg)](https://learn.gotomarketalliance.com/trainings) ## Understanding the customer’s mindset Okay, so we've established that trust is a journey. But where on earth do we start this journey? Our starting point should always be the customer. Let's look at two key points that'll help us understand them better. Firstly, our customers’ senses are overloaded. They are getting bombarded with advertising and brand messages every single day. One study estimated that [the average consumer sees around 5000 brand messages daily](https://web.archive.org/web/20200320191358/https:/www.nytimes.com/2007/01/15/business/media/15everywhere.html), and what's their response? They tune out. That means we can't just rely on ads to get into consumers' minds and build trust. They're overloaded and, honestly, a bit fed up with us. The second point is even more critical. Nowadays, people's go-to reaction is distrust. This is based on a survey by PR firm Edelman, which has been studying trust for the past 20 years. This year, they found out that [60% of people are now defaulting to distrust](https://www.edelman.com/trust/2022-trust-barometer/breaking-vicious-cycle-distrust). They won't trust something until they've seen some solid proof that it's trustworthy. That means the old idea of "trust but verify" doesn't cut it anymore. ## The building blocks of trust You might be thinking, "This sounds pretty grim. What can we do about it?" Well, I've got some good news: there's a framework we can use. This framework is based on patterns I've spotted over the years, both in B2C and B2B markets, and when working with developers. It's a practical approach that I believe can make a difference. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-57836b27-a796-4c41-8387-6b6fa67b07ae.png) I'll also share some concrete examples from GitLab to bring the concepts to life. As we go through them, you'll start to see how you could apply the same principles to your own company. So, let's break down this trust framework. It has five main elements: 1. Values 2. Transparency and accountability 3. Consistency and dependability 4. Customer advocacy 5. The customer trust journey Now, let’s delve into each of these pillars one by one. ## Step one: creating and communicating values First up in our trust-building framework is values. Now, what are values? They're kind of like a blueprint of what you believe in and the behaviors that you endorse. They set the standard for how folks should act, and they indicate the types of behaviors that you want to reward and encourage. You might be thinking, "Great, values! We'll just slap some posters on the office walls saying that we're all about trust, and then we're sorted, right?" Not quite. Some folks might consider values to be just an internal thing, but the best brands out there are doing both internal and external values-driven marketing. Why, you ask? It's because they realize that the new generation of consumers is craving brands that align with their own values. People are choosing where to work and who to buy from based on values. If your brand's values don't align with theirs, they won't feel as connected to you. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-819d6c48-ebf4-4f44-a009-54d424d80b86.png) So how do we do this right? It's not just about paying lip service to your values or plastering them on your office walls. Your values need to be authentic, well-documented, and brought into your day-to-day work. Take GitLab as an example. We've got what we call our CREDIT values: Collaboration, Results, Efficiency, Diversity, Equity and Inclusion, Iteration, and Transparency. We live by these values. After meetings, we often check in: did we really live up to our values in that conversation? And we don't just keep these values to ourselves. We make them publicly available and reference them in our external communications. ## Step two: Creating transparency and accountability The second part of our trust framework revolves around transparency and accountability. That means operating in a way that allows customers, team members, and everyone else to easily understand your actions. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-62ee34c3-4e31-466e-aeae-3600bae0adef.png) This implies openness and clear communication about both the 'what' and the 'why' – what decision did you make and why did you do it? What product did you build? Why did you build that product? This transparency about your decision-making process helps strengthen the bond of trust with your external audience. Let's take GitLab as an example. We maintain a public handbook, which serves as a repository detailing how we run our company. It even includes my marketing strategy, messaging, positioning strategy, and personas – all accessible to anyone who's interested. While not all companies are comfortable with this level of transparency, there's still room to think over which aspects of your processes could be more transparent. How can you invite people into your conversations? How can you demonstrate what you’re doing and why? The other half of this trust-building duo is accountability. The basic premise is straightforward – if you make a mistake, you should acknowledge it, apologize, make amends, and then move forward. However, this is where a lot of brands go wrong. They hope their mistakes will go unnoticed. Unfortunately, in this digital age, missteps tend to be very visible and if you try to hide them, people are going to be skeptical about your motivations. ## Step three: Showing consistency and dependability The concept of consistency and dependability can be simplified into a straightforward equation: trust equals consistency over time. There are two important factors to note here. First, trust doesn't develop overnight; it's the result of repeated, consistent experiences that compound over time. Second, you need to be consistent so that your audience can depend on you. This includes consistency in your messaging and your customer experiences. If you’re constantly changing things up, you’re undermining this vital component of trust. Let’s go back to the bank metaphor: deposit often and withdraw wisely. This doesn't mean you should never change your product – you might need to change in response to new insights or evolving customer needs. However, you should be careful about how you make these changes. Any changes should be tied to customer needs and the reasons behind them should be communicated clearly. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-ebb2ac24-b2b8-4f94-843a-80347e714acf.png) Let’s take a look at how GitLab shows consistency. We ship a new version of GitLab on the 22nd of every month, like clockwork, and have been doing so for over 130 months. The first five times we did that, it might not have seemed like a big deal, but after 10 times, people started to take note. After 130 times, it's become something our community and customers expect and rely on. Many have even structured their own processes around our predictable delivery. This consistency builds a lot of trust, especially when combined with our open-core model that allows users to contribute to the product. So, perhaps it’s time to consider how you can embed consistency into your operational processes. What strategies can you implement that deliver the consistency your customers want? ## Step four: Encouraging customer advocacy The fourth and arguably most important pillar of our trust framework is customer advocacy. The strength of customer voices and stories is not to be underestimated. Your audience craves proof from customers like them. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-a60f1698-de53-44b4-87e5-c83447418992.png) You should approach customer advocacy as a holistic program, involving not just case studies, but also advisory boards, and anything you can do to identify, recruit, and amplify the voice of the customer. That’s going to help you build momentum and trust in the market. ## Step five: The customer trust journey Alongside the traditional buyer's journey of awareness, consideration, and purchase, there's a trust journey. It starts with awareness, moves into what I call 'reputed trust', and then 'earned trust'. Reputed trust is essentially your reputation or brand – what people think of you. However, the ultimate goal is to reach earned trust, and our job is to guide people from reputed trust to earned trust. The only way to do that is through experiences. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-51138a79-b83e-4e9e-b763-efdb5b2184bf.png) But what if something goes awry? That’s when it’s time to revert to the first pillar: transparency and accountability. Understand the problem, communicate about it, make amends, and then move on. Contrary to what many people think, the deepest erosion of trust doesn't necessarily happen when there's a single betrayal or error; we can all think of brands that made mistakes, quickly apologized, and successfully moved on. In my view, the worst thing a brand can do is to withdraw or stop caring about their customers' needs and wants. We can prevent this brand withdrawal by continuously being the voice of the customer, prioritizing this voice in all decision-making processes, communicating transparently, and consistently meeting customer needs. It’s down to us to ensure customers never feel neglected or unheard as we build out our go-to-market strategies ## How you can start building trust today While trust might seem overwhelming or nebulous, it doesn't have to be. Before I wrap up, here are three tangible steps you can take immediately to begin cultivating trust: 1. **Map the customer journey:** Outline each customer touchpoint with your brand or product. Identify the questions they're likely asking and the anxieties they might have at each stage, then develop programs or messages to address these concerns. 2. **Create a trust scorecard:** Remember, if you can't measure it, you can't manage it. I like to develop my scorecards using metrics such as net promoter score, customer satisfaction ratings, and tracking changes in brand attributes over time. Ideally, you want to see attributes like "this brand is for a person like me" on the rise. And, of course, the financial gold standard is net dollar retention – an increase in business with you indicates that customers trust you more and find value in your service. 3. **Iterate with a trust taskforce:** Trust is not owned by any one individual within a company. Find your posse, bring them together, and form a task force. Experiment with programs and initiatives and continually evaluate your progress using the metrics you've identified. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-b90fef7e-4040-48ee-bea1-caf7434b23b2.png) ### What is market and customer research? URL: https://www.gotomarketalliance.com/what-is-market-and-customer-research/ Last updated: 2026-01-08T13:22:34.000Z Customer and market research is fundamental in helping product marketers gain an invaluable understanding of the sphere in which they’re operating, the people they’re targeting, whilst also gaining essential feedback to improve their product or service. This phase is critical in gauging an understanding of: 1. What you need to provide for your customer, 2. How well a product or service has performed, and 3. Where changes can be made in the future. But where do you get such insights? How do you get customer and prospects to speak to you? What do you ask them when you *do* chat to them? How do you consolidate all that information? What actions do you need to put in place. Lots of questions. All the answers. 👇 In this guide, we'll be unpacking: - [Customer & market research essentials](https://www.productmarketingalliance.com/your-guide-to-research/#customer-market-research-unpacked) - [Why communication is important](https://www.productmarketingalliance.com/your-guide-to-research/#why-is-communication-important) - [When customer and market research is needed](https://www.productmarketingalliance.com/your-guide-to-research/#when-is-customer-and-market-research-needed) - [Alternative access to buyer insights](https://www.productmarketingalliance.com/your-guide-to-research/#alternative-access-to-buyer-insights) - [Getting started with research](https://www.productmarketingalliance.com/your-guide-to-research/#getting-started-with-customer-and-market-research) ## What's inside this guide? Everything you need to truly embody the voice of the customer, that's what. Tap into the tried and tested research methodologies of product marketers at some of the world's biggest brands, and take your research game to a whole new level. ### Part 1: presentations \- [Mars and venus research: market insights, meet data science](https://www.productmarketingalliance.com/research-toolkit/)\- Crush CX with human-centered design- Building products with the customer in mind- 8 tips for effective win-loss analysis- Top 5 reasons your win-loss programs fail- How to set up a win-loss program that drives actionable insights ### Part 2: templates \- [Market sizing template](https://www.productmarketingalliance.com/research-toolkit/)\- Win-loss email invite templates- Win-loss interview questions- Customer feedback master list ### Part 3: research guides \- [How feedback leads to more effective, data-driven marketing messages](https://www.productmarketingalliance.com/research-toolkit/)\- Building a data-driven win-loss program- Steps to sharpen your go-to-market focus with customer segmentation- Change tack and move from features to what customers really care about- How to incorporate the voice of the customer into your product marketing strategy- Being customer-obsessed at a product first organization- Customer needs and how to meet them- Qualitative vs quantitative research- How to become a product marketing scientist There's plenty more where this came from. 👆 Unlock it all in here. 👇 [Research toolkit | Product Marketing AllianceEverything you need to truly embody the voice of the customer.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceProduct Marketing Alliance![](https://www.productmarketingalliance.com/content/images/2021/04/01-Research-1.png)](https://www.productmarketingalliance.com/research-toolkit/) ## Customer & market research unpacked Trying to bring a product to life with no understanding of your customers and market is like boarding a plane with no wings - you won’t get anywhere, anytime soon. Customer and market research is fundamental in helping product marketers gain an invaluable understanding of the sphere in which they’re operating, and the people they’re targeting, whilst also gaining essential feedback to improve their product or service. ## What is market and customer research? While Beyonce lives and breathes music and David Beckham lives and breathes sport, product marketers *must* embrace customer and market research. A fundamental part of product marketing, customer and market research serves as the perfect opportunity for PMMs to see the world from the perspective of the consumer; responses are critical in gauging an understanding of: 1. What you need to provide for your customer, 2. How well a product or service has performed, and 3. Where changes can be made in the future. There can be a degree of confusion surrounding the topic and it’s common for some to cross their wires, slightly, and confuse market research with win/loss interviews. You may fall into the same boat. If so, don’t sweat it. You’re not on your own, and we’re here to help. Customer and market research allows companies to refine their product pre-launch, by addressing the pain points of their prospective customers and also confronting any flaws in the product that may need to be ironed out, after it’s gone to market. Things worth having don’t land in your lap; you’ve got to work for it. Product marketers need to plan meticulously, and customer and market research is very much a part of the recipe for success, as we’ve highlighted in our essential checklist: [What’s the key to great product marketing? The pre-work.Quickly attained, vanity growth is not sustainable. A tree doesn’t grow branches without first forming a trunk (I made this phrase up but it feels right). So where do you start?![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceDevon O’Rourke![](https://www.productmarketingalliance.com/content/images/2019/09/business-planning-background-1600x900-1.png)](https://www.productmarketingalliance.com/whats-the-key-to-great-product-marketing-the-pre-work/) Check out our guide explaining the core essentials of the area, offering an explanation surrounding the what, why, and how. 👇 [The what, why and how of customer + market feedbackCustomer and market feedback is an essential part of product marketing. Understand what it is, its importance, plus how to collect data and plan future strategies.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceLawrence Chapman![](https://www.productmarketingalliance.com/content/images/2020/05/cuustomer-feedback-pic--1--1.jpeg)](https://www.productmarketingalliance.com/the-what-why-and-how-of-customer-market-feedback/) ### **Differences between market research and customer research** Market research refers to understanding the competitive environment and overall market that your company operates within. This allows you to position your product more accurately in the market. Customer research is all about understanding your customers' needs and behaviors in order to appeal to them and create messaging that is relevant to them, in order to sell your product in a meaningful way. ## Why is communication important? Product marketers need to communicate with their customers. Period. Don’t just take our word for it; 77% of people we surveyed in the [State of Product Marketing Report 2021](https://www.productmarketingalliance.com/state-of-product-marketing-2021/) identified strong communication as the leading skill PMMs need to succeed. Which brings us to our next question: when was the last time you spoke to your customer? After all, they’re the people who use your product, sing its praises, but most importantly, let people know when you’re not ticking the boxes. Word of mouth spreads like wildfire, so you need to pick up the phone, schedule a Zoom call, and make sure your understanding of your customers is tip-top. There are a whole bunch of key questions you should be asking yourself: - Why market to current customers? - How can qualitative interviews be used to gain essential information? - Why does the customer trust you, buy from you, and recommend your product? - Plus, *who* are your customers, and have they changed over time? Are these questions enough to set your pulse racing? If so, relax. Here are a couple of pieces on customer communication we cooked up earlier - enjoy. [When’s the last time you talked to your customers?Yes, I’m asking you. When was the last time you picked up the phone and have a conversation with your customers? In the middle of all the tickets you’ve created and meetings you’ve been to - how up to date is your understanding of the customers you have?![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceAdam Thomas![](https://www.productmarketingalliance.com/content/images/2020/03/speak-to-customers.jpg)](https://www.productmarketingalliance.com/whens-the-last-time-you-talked-to-your-customers/) [Your customers are talking, but are you listening?The most effective PMMs know their customers inside out. Becoming the ‘voice of the customer’ means uncovering customer pain, digging deep into buyer personas and creating messaging and positioning that resonates.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceLouise Dunne![](https://images.unsplash.com/photo-1516726283839-a493d9f167aa?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.productmarketingalliance.com/your-customers-are-talking-but-are-you-listening/) ## When is customer and market research needed? Put simply, communication needs to be at the heart of a product marketers’ practice; a silent PMM will orchestrate their downfall. The more a product marketer speaks with their customers, the more feedback they’ll get, and the more they’ll be able to refine their practice. On the other hand, if you don’t reach out to the people who matter the most, i.e. your customer, you’ll be stabbing in the dark and relying on your assumptions. No number’s been set aside from the PMM gods as far as frequency is concerned, but as we’d alluded to previously, the more you speak, the more you’ll gain. 🤷‍♂️ We spoke with a range of product marketers, each giving their insight into how often they tend to reach out to their target audience. 👇 [How often should you talk to customers?Some tasks are always going to be more important than others but as a product marketer, talking to your customers is critical. Here’s how + how often you should do it.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceBryony Pearce![](https://images.unsplash.com/uploads/1413222992504f1b734a6/1928e537?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=1080&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.productmarketingalliance.com/how-often-should-you-talk-to-customers/) [Sourcing ideal Customer Advisory Board members and finding their “why”You need to give your customers a voice, gain essential feedback, and continually enhance your offering - and this is where Customer Advisory Boards (CABs) are worth their weight in gold.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceLawrence Chapman![](https://www.productmarketingalliance.com/content/images/2022/02/Customer-advisory-boards.jpg)](https://www.productmarketingalliance.com/sourcing-ideal-customer-advisory-board-members-and-finding-their-why/) ## Why is market research important? Do Hershey’s launch a new candy bar without taste tests? Do ad campaigns get signed off without test screenings? Or do fast-food chains launch new burgers without checking out what the punters’ tastebuds are craving? Answer: A resounding no. Rather than acting on a whim, the company completes meticulous market research beforehand, to improve their chances of a hit, and reduce the likelihood of an expensive pink elephant. In a nutshell, market research spills the beans on what prompts customers to put their hand in their pocket, buy products and services, and part with their cash. The process is critical to ensure that the best decisions are made by a company. But how does it help, and why should every company sit up and take notice? All shall be revealed... ## The benefits of conducting market research ### It helps you identify your customer base It’s impossible to build a successful product unless you [communicate with prospective customers](https://www.productmarketingalliance.com/release-communication-ground-zero-in-building-good-customer-relationships/). Market research provides a set of definitive answers to key questions, including: - Who is your product aimed at? - Who are your customer personas? - What features do they want from your product? - How much are they willing to spend? The market research process allows you to clearly paint an image of: a) your ideal customer - gender, age, location, income, etc. b) the product you’re going to create, as dictated by the needs of the customer. When you’ve identified who and what you’re creating, you’re able to successfully tailor your [marketing strategy](https://www.productmarketingalliance.com/uniting-growth-and-product-marketing-into-a-holistic-strategy/) and [pricing plans](https://www.productmarketingalliance.com/the-psychology-behind-pricing-5-pricing-principles/), accordingly. ### It can prevent sloppy mistakes Before [launching a product](https://www.productmarketingalliance.com/blueprint-for-a-compelling-product-launch/), it’s important to conduct rigorous [research and testing](https://www.productmarketingalliance.com/how-to-test-internal-assumptions/), to avoid silly (and expensive) errors. Let prospective buyers test it out beforehand, so you can iron out any imperfections by conducting market research. While your hunch may tell you your product will resonate with consumers, it’s not recommended to make a decision based on gut instinct; if things go wrong, you’ll be left rueing your choice not to conduct simple testing. Focus groups are a great source of [customer and market feedback](https://www.productmarketingalliance.com/the-what-why-and-how-of-customer-market-feedback/). If things go swimmingly, you’ve got the peace of mind you need and you can push on with the launch. If there are areas for improvement, just go back to the drawing board and make your service even better. ### You can protect your business Market research not only indicates what the market is like now, it allows you to forecast how your industry could shape up in the future. Proactivity helps you exploit potential gaps in the market other companies may not have spotted, so always stay on your toes and keep your eyes peeled for [market opportunities](https://www.productmarketingalliance.com/8-ways-to-identify-opportunities-in-the-market/). Take HMV, for example. While they continued to channel their efforts into the sales of CDs and DVDs, Spotify and Netflix researched the market and developed mobile platforms offering music and film on demand, in line with emerging trends. In 2019, Netflix’s assets were $34.9bn, Spotify was being heralded as ‘the savior of the music industry’, while HMV called in administrators for the second time in 6-years. Winner: Market research, by knockout. ### Surpass rivals with competitive intelligence [Competitive intelligence](https://www.productmarketingalliance.com/how-to-get-results-with-competitor-analysis/) can help you and your product marketing team understand the methods being used by your competitors, how their products work, key features and USPs, and [pricing strategies](https://www.productmarketingalliance.com/how-to-identify-a-suitable-pricing-strategy/), to name a few. Business is cut-throat, and when a rival poaches customers, it’s often because they’re better prepared and have completed more in-depth research. Preparation is key for any company, and this remains the same as far as market research is concerned. Don’t get caught in the shadow of your rivals - make them chase you. Seek valuable insights and use your findings to create an innovative strategy that’ll not only generate new leads but also improve [customer retention](https://www.productmarketingalliance.com/how-to-retain-more-customers/) and [reduce customer churn](https://www.productmarketingalliance.com/how-to-reactivate-churned-users/). ### How to share competitive intelligence findings To make the most of competitive intelligence, you need to [communicate your findings](https://www.productmarketingalliance.com/the-importance-of-internal-communication-plus-how-to-crush-it/) so your teams can use the information to develop and evolve your product. Results are useless if you keep them to yourself - you need to share the knowledge. Our [Competitive Intelligence Trends Report 2020](https://www.productmarketingalliance.com/competitive-intelligence-trends-2020/) revealed 87% of product marketers share their findings with Sales teams, closely followed by Product (83%). Previously, it’s been suggested there’s room for improvement in relations between product marketers and leadership teams. However, it was encouraging to see a significant proportion of people taking part (77%) saying they discuss their findings with executives and leaders. ![Competitive intelligence results are mostly shared with Sales teams.](https://lh6.googleusercontent.com/Kvf4dHzbzx7EkQLXf1QB7aJJm4KY_3XT80-1idtqoT7lPExIiZ9djkOD6ASSiYc2l8IxJXbyEF36mr7-Abs5sODkfycfgu8Dn5cOs1IIl-5pgHpTpgm-R5umjaeg05t3ujVWNel1) When we dug a little deeper and explored the preferred methods for sharing competitor intel findings, we found knowledge was shared in-person on a team-by-team basis, and by segmented emails to each relevant team. Both of these areas accounted for 34% of responses, while a further quarter indicated they send blanket emails to relevant teams within the organization. Of the 25% of people who fell into the ‘Other’ category, the likes of battle cards, Slack channels, and tools such as Klue were identified as the chosen method of communication. With so many different ways of sharing information, we spoke with **Matt Powell, Product Marketing Manager at Docebo**, to get an insight into how competitor intel findings are shared at his company: “I don’t think there is a silver bullet for effectively sharing competitive intel - it’s completely dependent on the realities of your business. I do, however, think that it’s all about creating a culture internally in which everyone is as actively involved in gathering and sharing competitive intel as possible. “That’s a big behavioral change when it becomes less about having one or a few people gathering and sharing intel, and instead extending it as a responsibility of everyone in the revenue organization. That’s when good things start to happen - the activity becomes more collaborative and is focused on problem-solving rather than just information sharing. “We share our intel on a team-to-team basis leveraging our competitive intelligence platform to develop regularly cadenced newsletters. They’re good and they’re actionable, but we find the juicy stuff is the intel that happens in real-time. But, I’ve found the most effective way to share intel and have great conversations in the flow of work around competitive intel is through Slack. “Our company is a big-time Slack shop - everything happens there. However, there was a lot of good intel being lost in the scroll of conversations. To combat that, we turned it into an opportunity by installing a two-way integration that allows us to send competitive intel to our CI platform directly from Slack. “This has been a bit of a game-changer in making sure that as much information as possible isn’t lost. The great thing about these kinds of Slack channels is that the intel is only the tipping point, the conversations that happen in the threads afterward generally end up being the context you need to make the intel actionable.” ![Competitor intel is mostly shared in-person on a team-by-team basis.](https://lh4.googleusercontent.com/c8nKfrK4asmIYIL2mnkhvZx6ZTHjdAM1kA0kA2UG3A9mBn7ShDZhj_2l8Nvi9S3m7TjentYQOv1rpYGSTDMW-JYufNTqCMvVGu3Iu2-R59RxbTtpNQ30BDef9l-aTsNalF6Ac3t4) ## **How does behavioral research improve consumer experience?** Your customers won’t always tell you what they think - or know what they will do next. Using behavioral research can help you to avoid this bias in qualitative consumer research. This isn’t to say that qualitative research has no value. But by mapping and analyzing what your customers are actually doing (instead of what they say they’re going to do) you can better understand behavior patterns. This can help you to appeal to your customers by allowing you to send the right marketing messages at the right time, to make the biggest difference in your customer's behavior. ## Primary vs secondary research There are two forms of data PMMs can collect when researching: primary and secondary. ### Primary data Primary information is collected yourself or by a specialist who has been hired to collect the data on your behalf. For example, the PMA team collected primary data for our State of Product Marketing report, while we’re asking questions to the 1000s of product marketers who are members of our [Slack community](https://www.productmarketingalliance.com/join-slack/), daily. Primary research is based on two types of information: exploratory or specific. Exploratory research is open-ended, with respondents usually providing their views in an unstructured interview scenario. On the other hand, specific research tends to be more structured, to solve a particular problem highlighted during the exploratory phase. When arranging primary research, it’s important to identify the preferred method of communication, whether this is direct mail, phone, or interviews. These should be considered carefully, given the response rate for each method varies. For example, people tend to prefer a quick chat on the phone, rather than taking more time to respond via direct mail. Social media is also a widely used tool for conducting market research. Features such as Instagram stories allow companies to gather opinions from 1,000s of followers in a short space of time. ### Secondary data Secondary data has been completed for you and is organized for reference. This data includes things like: - Reports - Books - Journals - Newspapers - Letters - Government websites. Information for secondary data is often available to the public and can be found in libraries, educational institutions, etc. Media outlets such as newspaper publishers and TV stations host a breadth of information that can be used when gathering secondary data. This includes demographic information outlining income, age, gender, etc. ### What is quantitative data? [Quantitative research](https://www.productmarketingalliance.com/qualitative-vs-quantitative-research/) includes cold, hard facts that can be easily converted into graphs and charts. The research is usually carried out using surveys and questionnaires with closed-ended questions, yes or no questions, checkbox or multiple-choice questions, and questions with intervals or ratios. It’s structured, statistical, and number-based. ### What are the benefits of quantitative data? Quantitative data is useful for conclusive answers, it’s easy to analyze and can help prove or disprove hypotheses. The questions are also quicker and easier to answer, so you’re likely to get more responses. ### What is qualitative data? [Qualitative data](https://www.productmarketingalliance.com/qualitative-vs-quantitative-research/) is non-statistical and consists of impressions, opinions, and views. It’s generally used to answer ‘why’ questions. It’s investigative in nature and asks open-ended questions. Qualitative data can be generated through: - Texts and documents - Audio and video recordings - Images and symbols - Interview transcripts and focus groups - Observations and notes ### What are the benefits of qualitative data? Qualitative research gives you a deeper insight into the motivations behind the statistics. It’s used to theorize and interpret, and instead of asking how many people buy your product, it asks why they buy or why they’re not buying it. ### Which data is better for research? Whether or not you decide to use qualitative or quantitative data will depend on the results you’re looking for. If, for example, your product was an app that maps bike routes, using qualitative questions like “What do you think of our app?” will lead to many, many different answers, they might focus on speed, responsiveness, and price, which could actually be really invaluable information for you to look at. However, if you want a specific question answering, like: “How responsive is this app?” 1. Super responsive 2. Sometimes responsive 3. Not at all Then, quantitative data is your best bet. ## Types of primary research There are a few different ways to conduct primary research - this section will discuss a few. ### 1\. Surveys Surveys are where you ask your customers a series of questions. These can help you to gain lots of quantitative data and answer specific questions. You can also gather some qualitative data through a survey but this isn’t normally very detailed. ### 2\. Interviews Interviews allow you to talk to your customers while you ask them questions. This can allow you to gain more insights and qualitative data, as you can ask follow up questions if an answer is particularly interesting. ### 3\. Focus groups Focus groups can let you ask specific questions about your products by letting customers use your product, feedback, and discuss with each other. This may allow more accurate feedback on your product since it is being used during the session. ### 4\. Customer observations Customer observations involve watching or tracking customers’ behavior while using your product. This will help you to understand how your product is actually being used and can show areas where users make mistakes or get stuck. ## How to identify the right people to engage in market and customer research ### How to choose your sample It’s essential to gain the opinions of those who matter, i.e. people with your [buyer personas](https://www.productmarketingalliance.com/how-to-create-buyer-personas/). To form a perfect sample, there are some guidelines we recommend you don’t flout: - **Aim for 10 participants per buyer persona**: There may be some instances when you decide to focus on multiple personas, in which case, source separate sample groups for each, and be sure to include roughly 10 people in each. - **Search recent surveys**: If you’ve completed a recent survey, tap into your existing resources. If the sample has had recent exposure to your company, their recollections will be more reliable. **Mix it up:** While a sample formed wholly of your loyal fanbase may massage your ego, it’ll compromise the quality of your market research. So, mix it up a little, and seek a variety of opinions. Include people who’ve purchased your product, fans of your competitor, or people who may be on the fence. Throw yourself out of your comfort zone, put on your hard hat, and prepare for a mixed response; criticism is your friend, not your enemy. ### How to engage your audience Market research firms have a catalogue of participants readily available at their fingertips, but not every company has the same luxury, meaning we need to get our hands dirty and find people ourselves. It may seem a pain in the ass, but in reality, there are several ways to recruit respondents for your group. - **Incentives.** It’s often the case people want to be compensated for their time, and a small incentive will, more often than not, give them the impetus to agree to research. Whether it’s a small payment, or a shopping voucher, it’s a small price to pay to get your research over the line. If you can’t afford to offer incentives, give them access to members content on your website, or loyalty points towards future purchases. - **Be social.** Twitter, Facebook, Instagram and LinkedIn all share one trait: they house your fans (or followers) in one place, meaning you can send a blanket rallying call asking for support and take your pick. Piece of cake. - **Use your CRM.** Your CRM system should be your best friend when it comes to picking a sample, as it saves precious time. With the click of a button, you can immediately apply a filter to applicable time periods, genders, ages, etc. and contact the relevant people for your study. Also, be sure to liaise with sales teams who will be able to help, if you need support accessing accounts. - **Spread the word.** Whether it’s your family members, friends, colleagues, tell everyone you can possibly think of you’re conducting a study and need help. Share posts on LinkedIn and ask others to like and share, and before you know it, your initial post will reach 1,000s of prospective respondents. The more creative you are, the more people you’ll attract. ## Alternative access to buyer insights We’ve said it before, and we’ll say it again: when you aren’t clued up about your buyer, we can virtually guarantee the campaign you’ve worked endlessly to bring to life will die a slow and painful death. Which (surprise, surprise), customer and market research is worth its weight in gold; when you execute it properly, you’ll know your buyer like the back of your hand. However, there are other means you can explore, not necessarily to *replace* customer and market research but to *supplement* your efforts and make the result even stronger. For instance, you can unearth a breadth of information by talking with your sales department, who’ll be able to provide you with a berth of insights relating to prospects and customers, such as needs and wants, budget holders, etc. Similarly, conversations with prospects and existing customers at trade shows are useful, while a host of information can be found via digital data, as well as customer support days within your company. [How to build empathy and gain insights with a company-wide customer support dayI’ve long been an advocate for empathy-building in companies by promoting and communicating user voice as much as possible. It’s also inherent to my role to drive a customer-centric product.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceDaniella Latham![](https://www.productmarketingalliance.com/content/images/2020/02/neil-thomas-SIU1Glk6v5k-unsplash.jpg)](https://www.productmarketingalliance.com/how-to-build-empathy-and-gain-insights-with-a-company-wide-customer-support-day/) [Building business strategies around market trendsLearn the importance of market trend analysis, and how to build your product marketing strategy around your findings.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceCharley Gale![](https://images.unsplash.com/photo-1604948501466-4e9c339b9c24?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDN8fGNoZXNzfGVufDB8fHx8MTY0OTg3MDQ1OA&ixlib=rb-1.2.1&q=80&w=2000)](https://www.productmarketingalliance.com/building-business-strategies-around-market-trends/) Remember: Don’t be blinkered by the common assumption customer and market research is limited to picking up a phone and having a conversation. Sure, this is *essential*, but if you cast the net even further, your bounty will be *much* greater. [3 ways to gain a deeper understanding of your buyerWhat’s the most invaluable asset for a Product Marketer? Buyer Insights. I would trade anything for it. When you don’t know enough about your buyer, any campaign that you run would not result in desirable outcomes and move the needle towards achieving your business results.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceDeepthi Nagarajan![](https://images.unsplash.com/photo-1512314889357-e157c22f938d?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=1080&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.productmarketingalliance.com/3-ways-to-gain-a-deeper-understanding-of-your-buyer/) ## How to conduct research moving forward To learn, develop, and improve, we’ve got to take the rough with the smooth - it ain’t plain-sailing all the time. Win-loss interviews make the most of the good, the bad, and in some instances, the ugly, putting you face-to-face with leads who’ve converted and become customers, as well as the ones who for whatever reason slipped through the net. Sure, the process can be painful, and while it’s great listening to people wax lyrical about what you did well, it’s what you didn’t do so great sticks in the memory and can drive you forward in the future. Win/loss interviews hold a whole string of benefits, as far as customer/market research is concerned. Not only do you learn more about your customers, but because you’re speaking with leads who’ve gone elsewhere, you can discover where you fell short, and what competitors are offering that you aren’t. It’s human nature to like winning; nobody likes losing, particularly in a business sense. Use win-loss interviews to identify your strengths and weaknesses, assess where you can improve, before implementing a revised strategy. We’ve dug through our PMA back-catalog to present you with all you need to know about the essentials of win-loss interviews, courtesy of the trio of treats below: [How to conduct win-loss interview programsYou’ll always win some and lose some. But every lead you have is an opportunity to learn, whether they convert or not.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceKompyte![](https://images.unsplash.com/photo-1580893211123-627e0262be3a?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.productmarketingalliance.com/how-to-conduct-win-loss-interview-programs/) [Building a data-driven win-loss programWhile I’m not here to give you the magic solution, I can say that we had every single one of these challenges at Toast when I started and although we still have many of them today, we still have a successful win-loss program. So remember, there is hope.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceKelly Esten![](https://images.unsplash.com/photo-1527474305487-b87b222841cc?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.productmarketingalliance.com/building-a-data-driven-win-loss-program/) [How to conduct win-loss interviewsLooking to squeeze more out of your win-loss interviews? From who should take the call to what to ask and how to analyse your data, here are all the answers you need.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceBryony Pearce![](https://images.unsplash.com/photo-1515973069-1e40b62f107f?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.productmarketingalliance.com/how-to-conduct-win-loss-interviews/) ### Customer and market research: an alternative viewpoint There’s no doubting customer and market research’s contribution to the overarching strategy within product marketing teams, with top companies across multiple industries devoting their time to perfecting their efforts. **Bree Bunzel, APAC Product Marketing Lead at Dropbox**, gave her insights into customer listening and what CABs look like over at Dropbox. She outlined the key figures of who's involved, how often they run them, their agendas, and how they share their findings. [Product Marketing Life | Bree Bunzel, Dropbox - Product Marketing LifeNew to the world of Customer Advisory Boards? Or want to freshen up what you’ve already got? Either way, this show’s for you.We spoke to Bree Bunzel, AP...![](https://life.productmarketingalliance.com/images/small-artwork.jpg)Product Marketing LifebackgroundLayer 1![](https://assets.captivate.fm/1e6baf0f-4ad2-4bb2-a146-c28a279ce795/asset/67b2d882-b302-4e28-a217-876f8300c1e7/d50a32fc-985d-456d-994c-b892b19ad155.jpg)](https://life.productmarketingalliance.com/episode/product-marketing-life-bree-bunzel-dropbox) **Phill Agnew, Director of Product Marketing at Brandwatch** also highlighted the importance of customer and market research, stating: > "25% of the company’s marketing budget is wasted, it gets no ROI. There's another brilliant stat from HVR, they analyzed new product launches, and they found that on average 80% of new consumer product launches fail. If 25% of our budget is being wasted and 80% of new product launches fail, then clearly something is broken, something's not right." We discussed consumer psychology with him in further detail, as well as how product marketers can apply the essentials within their practice. [Product Marketing Life | Phill Agnew, Brandwatch - Product Marketing LifeWe caught up with Brandwatch’s Director of Product Marketing, Phill Agnew, about three core components of consumer psychology - distinctiveness, anchori...![](https://life.productmarketingalliance.com/images/small-artwork.jpg)Product Marketing LifebackgroundLayer 1![](https://assets.captivate.fm/1e6baf0f-4ad2-4bb2-a146-c28a279ce795/asset/67b2d882-b302-4e28-a217-876f8300c1e7/d50a32fc-985d-456d-994c-b892b19ad155.jpg)](https://life.productmarketingalliance.com/episode/product-marketing-life-phill-agnew-brandwatch) ### Examples of research questions In some instances, some product marketers understand the importance of getting feedback from their customers but don’t have access to the relevant tools to do so. If you’re not accustomed with customer and market research, don’t worry, we’ve got plenty to get you going. Our customer feedback questions master list can serve as your much-needed source of inspiration and help you as you search for the answers you so desperately crave. ![](https://www.productmarketingalliance.com/content/images/2020/07/Customer-feedback-questions-2.jpg) We’ve also got a win-loss interview question master list for you to pick and choose from: ![](https://www.productmarketingalliance.com/content/images/2020/07/Win-loss-interview-questions-2.jpg) And tons of product marketing presentations from every PMM Summit to-date. For a taster of what’s to come in our all access, OnDemand video section, check out PMMfixx: [Product Marketing Fix | PMMfixxWho needs to Netflix and chill when you can PMMfixx and upskill? We spent some time bookmarking our favorite presentations from the last 12 months’ worth of Product Marketing Summits & PMA meetups.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceProduct Marketing Alliance![](https://www.productmarketingalliance.com/content/images/2020/04/PMMFIX_1.png)](https://www.productmarketingalliance.com/product-marketing-fix/) ## Recommended research tools There’s *very little* margin for error for product marketers when it comes to market research. Thankfully, there's a whole bunch of [customer and market research tools](https://www.productmarketingalliance.com/top-12-customer-and-market-research-tools/) you can use to make the process seamless and reduce the likelihood of any mistakes. [Top 12 customer and market research toolsMarket research tools are more efficient, effective and diverse than ever before, but with all of that choice out there, picking the right one for you can be overwhelming, which is why we’ve put together a list of 12 of our product marketers’ favorites.![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceEmma Bilardi![](https://images.unsplash.com/photo-1516259680870-b878830674f9?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.productmarketingalliance.com/top-12-customer-and-market-research-tools/) --- ### Access this complete toolkit - and more - right here. 👇 [Product marketing toolkits | Product Marketing AllianceEverything you need to gear up for your next big project.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceProduct Marketing Alliance![](https://images.unsplash.com/photo-1541701494587-cb58502866ab?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDJ8fGFic3RyYWN0fGVufDB8fHx8MTYxODkwOTEwNw&ixlib=rb-1.2.1&q=80&w=2000)](https://www.productmarketingalliance.com/product-marketing-toolkits/) --- ## Want to learn more? Market research is an invaluable part of not just product marketing, but the overall organizational function. It helps us to understand what prompts the customer to purchase products within the market and, ultimately, identify how we can position our products in such a way that they stand out from the crowd. Our [Market Research Certified: Masters](https://certified.productmarketingalliance.com/p/market-research-certified) course has been designed to help you streamline your approach for success. By the end of this course you’ll: 🧠 Understand the importance and benefits of research for making the most impactful and strategic decisions. 🧐 Know about the different types of data and where best to source it. 🔬 Be aware of the best research methods available for conducting valuable data for your company. ✌️ Be able to consider the ethical implications of market research and data collection. [ Get Market Research Certified ](https://certified.productmarketingalliance.com/p/market-research-certified) Product marketing is and always will be a customer-centric role. A core part of your job is to value the voice of the customer and advocate for their wants, needs, and pain points. It’s your responsibility to make them feel heard. Therefore, customer marketing is an integral part of what you need to do to ensure that you’re staying true to this. The [Customer Marketing Certified: Core](https://certified.productmarketingalliance.com/p/customer-marketing-certified) course has been designed to give you invaluable, practical insights into streamlining your customer marketing approach so that you can ensure that: - Your customers are happy, - Your products are the best they truly can be, - Your brand reputation is consistently positive, and - That you bring in increased revenue for your organization. [ Get Customer Marketing Certified ](https://certified.productmarketingalliance.com/p/customer-marketing-certified) ### Sales-led Go-to-Market, a case study with Jarod Greene URL: https://www.gotomarketalliance.com/sales-led-go-to-market-a-case-study-with-jarod-greene/ Last updated: 2023-06-09T16:00:39.000Z Not all products are made equal, and neither are Go-to-Market strategies. You need a strategy that's tailored to your product, business model and target audience. The different styles of GTM strategy are broadly grouped as ‘motions’, with sales-led, product-led and content-led being some of the most popular. Your GTM motion is what drives your strategy, it's the force behind your customer, revenue and business growth. In this article, we explore the how-tos of a sales-led Go-to-Market strategy, including when to use one, how to use one and what it looks like in practice. Here to lend a helping hand is Jarod Greene, Vice President of Product and Customer Marketing at Highspot. Jarod leads Highspot’s GTM teams and is experienced in delivering successful sales-led strategies. But before we catch up with Jarod, let’s nail down exactly what a sales-led strategy is. ## What is sales-led Go-to-Market? Sales-led is the traditional Go-to-Market strategy, with a heavy emphasis on good ol’ fashioned selling. Instead of relying on the product to demonstrate its value, your sales strategy is the driving force behind your launch activities and the success of your product. Sales-led is a strategy that really works for products with slow time-to-value or barriers to entry that customers might need to be hand held through. A sales team is therefore crucial when it comes to demonstrating the value of your product and showing customers why they’d want to buy it. Sales-led strategy is reliant on you having done your market research properly and knowing which audiences to target. Effective sales conversions necessitate going after a buyer who will find value in your product, understanding a customer’s pain points and knowing which aspects of your product will be most relevant to them. With your sales team playing such an important role in your Go-to-Market strategy, you’ll need to make sure you’ve assembled your team properly. They’ll be the most important pieces on your chess board and you need to invest time and resources into training your sales team so they’re equipped to strategically sell your product. That means in-depth buyer personas, understanding pain points, knowing which product features address said pain points and the ability to deliver a consistent customer journey. Once again, for successful Go-to-Market your leading motion, be it product or sales, needs to be aligned with marketing so you can get that consistency in positioning, messaging and customer experience. Sales-led is going to be most effective when your sales reps can build relationships with individual clients and the way to do that is to arm them with as much information as possible. One of the biggest benefits of the sales-led approach is that your customers get hands-on experience, so make the most of that opportunity. ## Sales-led Go-to-Market, with Jarod Greene ### In what circumstances would you choose a sales-led Go-to-Market strategy? A sales-led Go-to-Market strategy makes the most sense when the product is relatively expensive and requires customers to invest in people, processes and technology to have successful outcomes. Products like this will require some guidance and expertise, and in situations where customization is required, the benefits of having sales and services teams create a competitive advantage. The product becomes something that is used cross-functionally and has the opportunity to become sticky as it supports key business processes. ### What are the benefits of sales-led Go-to-Market? The primary benefits come from the direct, personal connections you can forge with customers. You have the ability to understand customer needs at a detailed level and develop and customize your product to meet their needs and drive higher usage and adoption. You can also create the feedback loop your product teams need to develop new features and capabilities. This can create loyalty and advocacy that benefit the business and the brand for years to come. ### Are there any risks to look out for with sales-led Go-to-Market? The cost of sales is high. You need to make sure you have the resources to enable and empower your sales team so that they are equipped, trained and coached to execute consistently. Great sales people and leaders can be hard to attract and retain, so the risk that you stumble across these professionals who can balance the art and science of selling is low. This type of motion is also most at risk in down markets, where the drive to be profitable comes at the expense of people. ### Can you give an example of a time you successfully used a sales-led Go-to-Market strategy to beat out a competitor? I lead a sales-led motion at Highspot and there are now over 200 competitive enablement platforms - many of which are delivered to market through a product-led strategy. While these tools might see success in pockets of an enterprise, ultimately we find that revenue leaders want a unified view of their revenue-generating teams, and having different tools for different teams makes it difficult to understand what is working and what needs to be improved. One PLG-led solution, in particular, had good traction in a regional department, with the intention of spreading through the business. As most departments were made aware of the solution, new requirements entered into the mix. As Revenue Operations took the lead on the project and gathered requirements across all stakeholders, it was determined that the PLG-led solution would be ineffective in meeting their needs and that Highspot would address the widest range of requirements, in addition to providing the skills and resources in the discipline to help them improve sales productivity. ### How did you decide sales-led Go-to-Market was right for your company? Highspot has always been a sales-led motion, but it does not stop us from applying some product-led principles. Ultimately, we deliver the most value to customers who need to understand the enablement discipline, meaning their sales teams use and adopt the platform more often. Our customers see the investment in enablement as holistic - in that it impacts all marketing, sales and customer success teams, and that it’s critical these groups be on the same page as they execute strategy. That requires investments on our side in people and processes that understand the discipline and how to make sure our customers get the most from their investments. NB: This conversation was taken from our Go-to-Market Motions Playbook, to find out more about sales-led GTM, as well as the other GTM motions, **[download your free copy now.](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/)** [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/GTM_Motions_Playbook_2023_LinkdIn_Banner_-1.png)](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) ## TLDR; A sales-led Go-to-Market strategy puts your sales reps in the driving seat. It’s best suited for products with: - Slow-time to value. - Higher price points. - Complicated onboarding. Sales-led allows you to develop really strong relationships with your customers and deliver custom-built product packages. ### Data democratization: How to flip sales accountability URL: https://www.gotomarketalliance.com/data-democratization-how-to-flip-sales/ Last updated: 2024-08-20T16:06:01.000Z *This article has been adapted from Celine's brilliant presentation at the Revenue Acceleration Festival in November 2022\.* --- In this article, I’ll be discussing data democratization - but what do we mean by that? We mean **the action of making data accessible to everybody**. Why’s that so important? Because it's a great way to flip sales accountability, which is one of the main issues that I encounter in team, after team, after team. Who am I to talk about this? My name is Celine Grey, and I’m Director of Sales Enablement at Normative.io, and I have 25 combined years of sales experience as a sales rep, as a sales leader, and in sales enablement. I’ve built a story and examples for you in this article. In the examples, there’s a lot of generalizations simply to keep the length of this article down - we know each organization has their own specificities. ## **The optimistic and pessimistic forecasters** [![Comparison of Sam the optimistic forecaster and Kei the pessimistic forecaster](https://www.salesenablementcollective.com/content/images/2023/04/data-src-image-f09ac790-ca5e-4c27-8550-38e38f29f58b.png)](www.gotomarketalliance.com/data-democratization-how-to-flip-sales) In the sales office, let me introduce you to Sam. Sam is an optimistic forecaster, is excellent at getting his foot through the door, has a high rate of self-generated leads, and is booking a lot of demos. Sam builds good rapport with prospects, but tends to get ghosted after pitching and proposal, and his pipeline is 4x. And let’s introduce Kei. Kei is a pessimistic forecaster. They’re excellent at getting their foot through the door but are generating *half* the leads that Sam is. Their conversion rate is 85% going into demo. And they're also really, really good at building rapport with prospects. Kei converts 80% of demos into pitch and proposal, with a close rate from pitch and proposal of 70%, and their pipeline is 2.8x. > *These are two very different people.* ## **The well-intended sales manager** [![A day in the sales office. Description of Nour's responsibilities](https://www.salesenablementcollective.com/content/images/2023/04/data-src-image-3edeef4e-68c6-464d-9236-cbbb23901716.png)](www.gotomarketalliance.com/data-democratization-how-to-flip-sales) And this is Nour, and she’s Sam and Kei’s leader. Nour knows that they're different, and she’ll need to crunch individual data to find a way to individually coach everyone. Depending on Nour’s team’s size, this is going to become more and more complex. And what we see in the field ourselves is that leaders who don't have the time to dig into individual data for everybody and can’t do the whole process they knew at an individual level in a larger team. > *What happens is that suddenly, we get a blanket approach to data.* So Nour crunches the data for the team, and she asks for: - Everybody to increase the top funnel of activity by 20%. - Increase the number of leads - Everybody’s pipeline becomes 5x - And also to push late sales cycle actions with customers because it seems that we're not converting as well as we should be. Now, what happens to Sam and Kei? [![Sam and Kei's day in the sales office](https://www.salesenablementcollective.com/content/images/2023/04/data-src-image-edd9b66e-6288-4b74-a0fc-7e605d0208a2.png)](www.gotomarketalliance.com/data-democratization-how-to-flip-sales) Well, Sam is maxed out on an *already* really high activity level. The customer satisfaction decreases with Sam, maybe because he's too pushy, but also because he doesn't have as much time in order to be able to actually attend to the rapport he was creating before. And eventually, he'll find himself doing a lot more of the same thing that he was doing before, and starting to get demotivated by the lack of results. What about Kei? Kei, the pessimistic forecaster, doesn't understand why they need pipeline 5x if they hit their target with the number at 2.8x. That new requirement is now distracting them from what they do best, and they're getting quite demotivated by the lack of trust and the new requirement. ## **Accountability to drive results** So how do you drive accountability? The team has good intentions; they’re committed to following the leader and actually doing what's needed. The missing link between commitment and good intention to achieving results is accountability. And to flip the equation in a lot of organizations, the accountability for that data lies with the leader. **But we need to empower everybody in the sales organization**, SDRs, AEs, and AMs, to understand their own data - understanding it really well and how it relates to the specific activities that they're doing. They need to think about how they can optimize quick wins - the actions they can take *this* quarter that are easy to reach, that’ll get them to hit quota, for example. It’s also about activating marginal gains, which we're going to cover a little bit later in the article. Instead of just doing one big action, doing a sum of small things that together are going to mitigate the risk of one initiative not working. [![Accountability is the link that bridges intentions to achieving results.](https://www.salesenablementcollective.com/content/images/2023/04/data-src-image-72b4c610-3474-4f55-b5b2-217fea8cef34.png)](www.gotomarketalliance.com/data-democratization-how-to-flip-sales) What happens now in this scenario is the leader is going to drive accountability through trust and leading by example. Sales enablement is going to drive accountability through enabling *each rep* with the power of understanding data, how it relates to specific activities in the market and to what they do, and how they can optimize their performance. All of this is easier with a platform, and you can find these platforms on the market, but it's also something you can do easily from your CRM. ## **Creating a data playbook** The first step is for you to create a data playbook, the same way we have a territory playbook, product playbook, solution playbook, or a sales playbook. The data playbook will help ensure that accountability is driven through transparency and education with your rep. ### **Onboarding** [![](https://www.salesenablementcollective.com/content/images/2023/04/data-src-image-47ed40e0-540f-4663-80bd-2f392f0f953b.png)](www.gotomarketalliance.com/data-democratization-how-to-flip-sales) So how do you start? What you start with is the learner in mind - so you can just start with your employee's journey, and with the onboarding. During the onboarding, it doesn't really matter what level of contentment or discontent they had before they joined your company. The fact of the matter is they were in a very comfortable position where they knew the people, they knew the process, the product, and then moved over to your company. > *That sense of security is gone. There's excitement, of course, because they are excited by the new opportunity.* But at some stage, we're going to start seeing some insecurity start to kick in. So during onboarding, it’s very important for the mindset to actually be about setting clarity, providing reassurance - it should be a guided experience, right? There's some examples of the things that you could cover in onboarding on the slide above. ### **Ramp-up** [![](https://www.salesenablementcollective.com/content/images/2023/04/data-src-image-6b7ac9f9-0bc4-4dd9-bdb8-c2c8e9228ac3.png)](www.gotomarketalliance.com/data-democratization-how-to-flip-sales) The next phase is the ramp-up phase after onboarding, with a ramp-up target. We’ll assume that they would have done a self-certification, and in that self-certification, you should have a scorecard with some coaching tips on what they should do to be successful and what's missing for them to be successful, so that they have actions they can take. Then, we can educate these salespeople on the sales funnel. I have an example of a sales funnel that I'm going to share later in the article along with how your team can use it. We’re also going to start measuring ramp-up time, time to first outbound demo, time to first self-generated lead, etc. as well as time to pipeline. Because even though Kei is not creating a lot of pipeline at 2.8x, we know they are very diligent in eliminating some of their opportunities. But does it mean they’re actually eliminating things that we could potentially win? You can start digging into some of these behaviors. ### **Full ramp** [![](https://www.salesenablementcollective.com/content/images/2023/04/data-src-image-969720a9-eb5c-42bc-a91e-16c3b3d1be4e.png)](www.gotomarketalliance.com/data-democratization-how-to-flip-sales) In the full ramp-up stage, your rep identifies gaps and quick wins. They receive focused coaching, they’re able to drill into the deep end and you can look at a full set of data for them. ### **Develop** [![](https://www.salesenablementcollective.com/content/images/2023/04/data-src-image-9bf540d7-f4a6-43a2-9116-3eece49efd92.png)](www.gotomarketalliance.com/data-democratization-how-to-flip-sales) Then, your sales rep is developing and becoming more and more confident and competent in terms of data - they’ll be able to lead QBRs **independently and confidently** based on their data, and be able to reflect on what happened and what they need to do in the next quarter. They can independently act on quick wins and marginal gains, and drive consistency in forecasting and hitting quotas. ### **Progress** ![](https://www.salesenablementcollective.com/content/images/2023/04/data-src-image-69408df0-d8ea-470e-b367-0b581853b8a8.png) Finally, progress - which is often when there's a transition to a new role that can coach - however, they can expand sales reporting and data expertise. ## **Marginal gains in the sales funnel** [![](https://www.salesenablementcollective.com/content/images/2023/04/data-src-image-8e4d84c7-538f-4fe6-8cd4-c9d29263d8a9.png)](www.gotomarketalliance.com/data-democratization-how-to-flip-sales) I want to give an example of what we enable reps on early in their onboarding. The earlier they understand this, the more enabled they are to take action. Above is a typical funnel, right? So, for the sake of numbers, let's say we have 100 leads at interest, and that 90% of those convert to discovery, 94% of those convert to demo, 72% into proposal, 50% of those to negotiate, and 50% close. We’ll imagine that we’re really good at committing, so it's the same as close won. The one other figure that I'm going to calculate is what my average deal size is, right? So, let's say here, I've got 315k of revenue divided by 15 close won, that's a 21k average deal size. > *But my revenue target is 400k.* So, there are a couple of options I can look at in order to reach the 27% increase (400k versus the 350k in revenue that I'm currently doing). I could go “I need to fill in my funnel more, and have 127 interests at the same conversion rates, I'm going to get the 19 close won that I need in order to hit my target. > *There are a couple of issues with this approach. The first one is risk mitigation. If that does not work, there's no fallback.* The other thing is, what is the capacity of your team? If they are already maxed out in terms of lead generation, adding 27% more work might or might not *actually work* really well. **So, what we want is to train the reps to understand efficiency in the funnel.** **I'm going to ask them to look at 3% more at each step, which is going to be far easier to do than a straight 27% increase**. That means instead of 100 leads at interest, I want 103\. So what do they need to do in order to get three more leads? And I'm going to ask them to convert 93% of them - and increase by 3% at every single stage. By just adding 3% at every stage, which is just a little bit more, I'm going to have 19 committed deals, representing 400k in revenue. [![](https://www.salesenablementcollective.com/content/images/2023/04/Screenshot-2023-04-28-at-11.13.17.png)](www.gotomarketalliance.com/data-democratization-how-to-flip-sales) ### **Why marginal gains work** This also means that if one strategy fails, I have a fallback, and it's not going to completely fail. The other thing you can do is look at the funnel and the conversion rates. For the rep, it's great because they can look at this and go, "Hang on a minute, I do 60 proposals, but only 30 go to negotiation at 50%. What if I was converting 60%? What is the cause of me not converting my proposal to negotiation?" And so we can start looking at specific actions they can take, which can help increase output without putting an immense amount of additional work at the top. **So it's really about working smarter rather than harder.** Looking at data this way is going to help the rep spread the risk of failing, focus on exactly what they need to do, the metrics that matter, and things that are easiest to reach out to. You may have in the beginning a funnel with conversion rates that are not great in certain places, so play to their strengths, improve this, and then move forward. > *It's also a smaller step, much easier to adopt, and it does not lead to activity burnout either.* So this is why it's crucial to enable the sales team member with the data so that they can be successful. They can look at it and be in control of the decisions they make and the paths they take in order to hit targets. The idea is really that they have all these levers and all these indicators, and depending on market conditions, the state of the pipeline, the type of deals they have, the time left in the quarter to hit quota - I want them to think, "What is the lever that I can action in the timeframe that I have in the current situation that I'm in, in order to hit or exceed target?" This is why it's so important for the sales team to have that data independence that really helps them be successful, and so that they are in control of the decisions they make. ### **How this affects the organization** [![](https://www.salesenablementcollective.com/content/images/2023/04/data-src-image-d3642258-d96a-4448-a539-51d484fc9cd2.png)](www.gotomarketalliance.com/data-democratization-how-to-flip-sales) The leader, instead of having to crunch the same data for different people and have to make sense of it, can then focus that time into coaching, educating, guiding, and doing all the work in terms of nurturing the environment that the salesperson is in, in order for them to be successful and focus on their whole team to be successful. Now, in terms of enablement, we have targets as well. So for the sake of data, I've actually added this list of metrics to this article - something I get asked quite a lot. Data is like a Rubik's cube; we look at it differently - we look at the same data but slightly differently. So how do we measure the effectiveness of the initiatives we're running with a rep, based on the team funnel and the individual funnel? Above are just some examples of some of the things that we're measuring for onboarding, for everything from sales skills and knowledge to video. ## **In summary** ![](https://www.salesenablementcollective.com/content/images/2023/04/data-src-image-8c1d5b3d-cd69-4353-8658-771fe2886fdb.png) So here’s a quick summary on this: 1. **Understand success data for each role**. Start small and simple, with a sales funnel, if you don't have anything else. 2. **Map your employee journey in their role**, and identify the metrics that matter at every stage of that journey. Communicate with them and coach them on them, the same way you would train them on product and themselves. 3. **Enable sales leaders**. Build a sales leader data playbook, and increase the focus on coaching and mentoring. Coaching yields amazing results with sales teams, in addition to the engagement and contribution it creates, which leaves more time for your leader to also mentor, teach, do some strategy and leading, etc. 4. **Enable sales reps**. Create a data playbook, an SDR data playbook. You can keep it very, very simple - the simpler, the better. And then it can be embedded into one-to-one and forecast reviews, and in QBRs. Everybody will work from the same metrics, in different ways, based on what their strengths are, reaching their goals a lot quicker. So in summary, data democratization is about making data accessible to everybody, and empowering everyone in the sales organization to understand their own data, how it relates to specific activities in the market and in what they do, and how they can optimize this. This will drive accountability through transparency and education. When sales reps are enabled with data, they can be successful, they can be in control of the decisions they make and the paths they take in order to hit targets. And this means that leaders can focus on coaching, educating, guiding, and nurturing the environment that salespeople are in, in order for them to be successful, and on guiding the whole team to be successful. Thank you for reading! ### Competitive positioning and what it's and why it's important URL: https://www.gotomarketalliance.com/competitive-positioning-and-what-its-and-why-its-important/ Last updated: 2023-08-18T09:32:49.000Z Positioning is one of those foundational marketing activities that *you need to get right*. 😬 The consequences, positive or negative, flow downstream and **impact everything** from your sales reps' win rates to your development roadmap. So how do you go about *getting it right?* For starters, you need to ensure you're positioning competitively**.** In this article, we'll discuss: - What competitive positioning is. - Why it's important. - How to create a competitive positioning strategy. - The "value zones" of competitive positioning. - Some strong real-world examples. Let's get to it. 🤿 ## What is competitive positioning? Competitive positioning is *the* most effective type of positioning strategy in marketing. That’s because it takes the competitive environment, and the spaces your product is best placed to compete for within it, into full account. > **“There is no positioning without competitive positioning.”** **\~ Alex McDonnell, Competitive Intel and Product Marketing Lead at Airtable.** No product is sold in a vacuum, and it’s impossible to effectively market your product without taking into account what your customers respect, like, and dislike about competing products. When you position competitively, you stake a claim for a spot in the marketplace that’s informed by competitive intelligence on your rivals. Armed with such intel, you can maximize your own strengths in the market, while exploiting competitor weaknesses, and speaking directly to the unmet, urgent needs of your target market. ## Why is competitive positioning important? ### You can't avoid competition Competitive positioning is so important because it communicates to your customers the reasons they should choose you over your competitors, while showing an understanding of their problems and unmet needs. It’s said that nothing exists except by comparison, and (we’ll say it again) **no product is sold in a vacuum**. No matter how unique you think your product or service is, your prospects *will* find something to compare you with. It’s up to you to take charge of the outcome of this inevitable comparison (competition) ahead of time, so it comes out in your favor. Competitive positioning sets you up to do that. You have to make it clear to prospects where your product’s value is and why they can’t get similar benefits from competitor products. This makes it clear why your product is the best choice. ![](https://www.competitiveintelligencealliance.io/content/images/2023/01/mcdonnell.png) ### Ignoring competition is dangerous But it’s not just that you stand to gain by incorporating competitive positioning into your marketing strategy. You also stand to *lose* if you don’t. Hear us out. When you fail to position competitively, you risk misunderstanding your own product’s strengths in your unique competitive environment, and setting your strong product up to fail. We’ve all seen those vendors that claim to be “market leaders”, with a product that’s “best in class”. Cookie cutter claims are never backed by evidence. Gathering evidence of your product’s strengths would entail learning something concrete *about* those strengths, which you’d incorporate into your marketing messaging. When you position competitively, you **take charge of the narrative**. The process gives you an understanding of the competitive landscape, of your own strengths and weaknesses in the eyes of your customers, and the routes to greater success that are open to you. ## How to create a competitive positioning strategy Now you know what competitive positioning is and why it’s important. How do you implement it? Positioning competitively requires reconnaissance up front. You’ll need to develop a solid understanding of the **market**, your **audience**, your **competitors**, and your own **product**, as well as how all of these intersect. ### 1 - Your market If you haven’t already, you’ll need to perform preliminary duties like market segmentation, creating ideal customer personas (ICPs), and getting clear on who your target audience is. Even if yours is an established brand and product, having a single source of truth on *exactly* who you’re targeting puts everyone on the same page. When you get new leads and prospects, your team will know exactly how to move forward. They’ll know what keeps new adopters up at night, and what they’re looking to get out of your product. In turn, that means a more streamlined onboarding process, a more cohesive customer experience, and potentially lower churn rates as a result. ### 2 - Your audience Now it’s time to get more specific. Any solid strategy is built on a foundation of truth. That means learning—objectively—what your customers and prospects think about your brand, your product, and your competitors. There’s no substitute for speaking with these groups directly. In-depth, primary research is the name of the game here. Hold focus groups, customer interviews, and win/loss interviews with recent prospects on both sides of the finish line. You’re looking to understand **what these groups think** about: - What competing products do well. - Where competing products are dropping the ball. - Where your product shines. - Where your product could improve. - The needs they have that aren’t being met by existing solutions. This is by no means an exhaustive list of everything you can learn from these immensely valuable groups, but it’s a great place to get started. ### 3 - Get to grips with competitor products Ideally, you’d perform this step alongside step two but, since the customer comes first, and competitors sometimes get things wrong, we’ve placed this step third. If you haven’t already, you’ll want to identify your core competitors at this point. A near-exhaustive list is helpful, but you’ll need to spend some time tiering out these competitors so you can prioritize your efforts. ☝️ **Note:* this list should include indirect competitors and alternatives customers use to get the job done. Even if the product looks nothing like yours, you’ll learn something by studying it.* At this stage, though, you should be looking to deliver more than a tiered list of competitors and alternatives. You also need to learn all you can about competitor products. Deploy every competitive intelligence trick in the book to get your hands on as much data as you can, setting yourself up for quality analysis. Relate your findings back to what you learned in step two, the customer research phase, for a solid understanding of: - Where competitor products are weak or strong. - Where they might be outperforming your own. - Any popular features they have in the market that you do not. - Where your own implementation of certain features is strong or inventive. ### 4 - Conduct a SWOT analysis Some people roll their eyes at the thought of a SWOT analysis, so let’s put it this way: In light of your findings so far, **which of your prospects’ strongest needs are you most uniquely positioned to fill?** To answer that question, start by asking yourself: 🤔 Where are you strong where competitors are weak? 🙋‍♂️ Where do you shine in the eyes of your customers, where competitors struggle? 🧐 Which upcoming features do you have, or simple tweaks to your product can you make, that would increase your lead over these competitors? 🙅 Which competitors or alternatives are blocking certain avenues for you? When you have answers to these questions, you’ll be able to identify a vacant position in the market offering massive ROI if you can fill it successfully. In other words, you’ll have uncovered the *most competitive position* you can fill in the marketplace to maximize your revenue and growth potential. 💡 ***Tip:*** *If you need to compare yourself and your core competitors more closely across two metrics, a useful tool is the positioning map, also known as a* [*positioning matrix*](https://www.competitiveintelligencealliance.io/positioning-matrix-guide/)*.* From there, you’ll need to work on defending that spot. Winning such a unique position in the competitive landscape, and then defending it, comes down to creating a sustainable competitive advantage. ## How to defend a winning position Don’t mix up competitive positioning with the various strategies for winning a competitive advantage. Competitive positioning is the actionable process of positioning yourself in a contested marketplace and, as a process, can uncover the strategic position it makes most sense for you to try to occupy. To actually get there, and hold that spot, you’ll have to use one of the strategies outlined below 👇 (or ones like them) to beat out lower level competition and put your name on the map. Four well-known competitive strategies are: - **Product leadership:** Product leadership strategies entail focusing resources on developing a better product than your rivals. - **Cost leadership:** Cost leadership strategies entail driving down costs, and passing those savings onto customers, to sustainably, profitably attract customers with lower prices. - **Niche market advantage:** Niche market strategies involve meeting the very specific needs of a small subset of one market segment - better than anyone else is able to. - **Operational excellence:** Strategies of operational excellence involve surpassing customer expectations. Usually by offering better service and experiences than competitors. This drives customer loyalty, brand trust, and advocacy among users. [Comparative vs Competitive Advantage: What’s the Difference?Comparative and competitive advantages are economic terms that, when applied to a business, refer to a business’ ability to produce goods and services and to win against competitors over time.![](https://www.competitiveintelligencealliance.io/content/images/size/w256h256/2022/05/CIA-favicon.png)Competitive Intelligence AllianceAlex Walton![](https://www.competitiveintelligencealliance.io/content/images/2022/09/anastasiya-romanova-vGY31qO4518-unsplash.jpg)](https://www.competitiveintelligencealliance.io/comparative-vs-competitive-advantage/) ## The competitive positioning “value zone” ![Venn diagram infographic with three intersecting circles. One containing the text "what customers want", another the text "what your competitors do best", the last, "what you do best".](https://www.competitiveintelligencealliance.io/content/images/2023/01/CIA_Infographics_Positioning_Strategy_.png) Let’s dig into the above infographic a little more to drive home how competitive positioning works one last time. Once you’re done with the steps in the positioning process we outlined above, you’ll have identified a high-value position for your brand to occupy. This position should sit at the intersection of **what you do best**, with **what your customers want**, preferably while avoiding the things **your competitors do well**. In short, you want to occupy a position that sits within either the mid-value or high-value zones in our diagram. ### i) The high-value zone There’s often a temptation to assume you’re playing in the high-value zone by default. Especially if others in the organization are dismissive of your competitors. But there’s no excuse for assuming you’re strong, or that your competitors are weak, in any given area. You need to hear it from your customers. When your research and analysis says you can position yourself in the high-value zone, do so. And make the most of it. The high-value zone necessarily **shrinks as competitors imitate** you. No competitive edge can stay large for long. At least not without understanding your competitive advantage extremely well and defending it against imitation by cutting off your competitor’s avenues of attack. That means **patenting** or **trademarking** your intellectual property, or negotiating **exclusive contracts** with suppliers, for example. ### ii) The mid-value zone Mid-value zones are like **swing states**. A few votes in either direction can mean the difference between winning and losing the deal. These are massively leveraged opportunities to impact revenue, where a few persuasive points in your favor could help you win a lot of mid-value deals or a few high-value deals. It pays to invest here, but **the fight will be constant** as you and your competitors race to create the best solution and convince prospects. ### iii) The low- and no-value zones These are the zones where you’re competing with very strong alternatives where your own offering is weak, or you’re competing with a strong competitor for something the market isn’t interested in. Obviously, you shouldn’t aim to position yourself in either the low-value or no-value zones, but don’t forget about them altogether. Audit your positioning at intervals to make sure you’re not in danger of drifting into one of these zones as the competitive landscape shifts and new competitors enter the fold. [How to Perform a Competitive Landscape Analysis: 5 StepsA competitive landscape analysis analyzes your entire competitive environment to give you a comprehensive overview of your industry.![](https://www.competitiveintelligencealliance.io/content/images/size/w256h256/2022/05/CIA-favicon.png)Competitive Intelligence AllianceAlex Walton![](https://www.competitiveintelligencealliance.io/content/images/2022/12/daniela-cuevas-t7YycgAoVSw-unsplash.jpg)](https://www.competitiveintelligencealliance.io/competitive-landscape-analysis/) ## Examples of strong competitive positioning ### The Gym Group ![](https://www.competitiveintelligencealliance.io/content/images/2023/01/gymface.jpg) UK-based company The Gym Group understands the gym can be an intimidating place, especially for newcomers. Their new ‘gym face’ campaign says that, no matter how experienced a gym-goer you are, you’ll still pull a ridiculous face while you’re exerting yourself. And that’s ok. The campaign communicates inclusive values and a desire to make their gyms an accessible place for everyone: “from gym experts to gym novices, everyone’s got a gym face”. Feeling intimidated in the gym, and feeling small on your way out the door, are two strong reasons for a canceled membership. With a business model based on low prices and recurring, subscription-based revenue, The Gym Group is smart to boost the confidence of its bashful customers. ### Sabian Cymbals ![](https://www.competitiveintelligencealliance.io/content/images/2023/01/Screenshot-2023-01-11-at-16.17.41.png) Sabian, one of two Turkish manufacturers (along with Zildjian) that kickstarted modern cymbal design, leans on themes of craftsmanship and innovation tailored to the player in its positioning. This approach makes the most of Sabian’s pedigree, while speaking to the desire of every musician: one of finding their unique, creative voice. The tagline, “Your sound, your cymbals”, puts this personal approach front and center, showing a deep understanding of the musicians who make up their target audience. ![](https://www.competitiveintelligencealliance.io/content/images/2023/01/cymbals.jpg) \[Photo courtesy of Chicago Music Exchange\] ### Nextiva ![](https://www.competitiveintelligencealliance.io/content/images/2023/01/Screenshot-2023-01-11-at-16.18.44.png) Nextiva knows that pulling together every customer touchpoint is a difficult task, but the strength of its product lies in its user experience and ability to simplify what *could* be a very complex experience. Nextiva puts that experience front and center on its home page, with images of happy faces, happy customers, and a promise that its product will “simplify your business”. Some of Nextiva’s (well-known) competitors offer products with notoriously difficult set-up and poor onboarding experiences. As a result, this promise of simplification will speak loudly to visitors who’ve dealt with these competitors before. This is, at its heart, what competitive positioning is about. --- ### How to create a Go-to-Market strategy for digital products URL: https://www.gotomarketalliance.com/how-to-create-a-go-to-market-strategy-for-digital-products/ Last updated: 2023-06-06T16:00:41.000Z Many digital Go-to Markets fail. In my experience, one main reason is that organizations focus on too big a piece of the market. With baseless statements like, “We want to achieve 15% of XYZ market,” they don’t understand how market segmentation and value creation work. In this article, I’ll share my five steps to having a successful, digital [Go-to-Market strategy.](https://www.gotomarketalliance.com/the-cross-functional-gtm-playbook/) The first thing you need to let go of is the concept of a market segment as a piece of the pie. It’s not. Every market is part of small market segments. So first, let’s understand what Go-to-Market strategies really are. ## Understanding Go-to Markets An old definition explains Go-to-Market as: “channels the company will use to connect with its customers, business, and the organizational processes it develops”. But Go-to-Market strategies are far wider than that. It’s not just about the channels and product quality. It’s also about how good and how fast you are at moving merchandise. So, a more accurate definition is: *“Go-to-Market is about pushing the full value and offering to the market in a unified way and putting the client at the center.”* One analogy I like to steal is from the book, “Rich Dad, Poor Dad.” McDonald’s isn’t the best restaurant for the best hamburger. But what sets them apart is that they put their clients at the center of what they do. They optimize their internal systems, their fast food is available in the proper channels, and can be found at suitable locations at the right time. So, even if they serve an average-tasting hamburger, people will still buy it. Why? Because it’s sold at precisely the right price, time, and place the customer wants the hamburger. The same applies to the full value and offering of a good Go-to-Market. This resonates with Geoffrey More’s “Crossing the Chasm” theory, with the famous bell curve describing innovators, early adopters, reaching early and late majority and laggards in the market. It’s about “Thinking from the buyer’s perspective and not the products.’’ Buyer needs may change as the market matures; learning to innovate is essential so you don’t get left behind. Before you set your digital product in the market, you must reach that innovator’s state first. ## Five steps to a successful digital Go-to-Market I’ve launched many digital products in my career. Some Go-to-Market strategies were huge successes, while others were great learning opportunities. So, here are the five steps I advise for a successful digital Go-to-Market strategy: ### Step 1 — Define your value proposition To start, define who you are, what you do, and what desired business outcome you aim to achieve for your customers or users. This should describe the customer pain points that your product will alleviate as well as the value it creates. Writing down these questions will help you position yourself in the market and see how you compare with your competitors. Once that’s settled, you should be able to create your [value proposition](https://www.gotomarketalliance.com/how-to-build-a-value-proposition-for-go-to-market/) in one statement, like the following example: *\[Your digital product or service\] offers \[what product/service\] primarily for \[target market\] with the compelling reason of \[unique value proposition\] unlike \[competitors\].* Download our free value proposition template here. 👇 [How to build a value proposition for Go-to-MarketYour value proposition is an essential piece in the Go-to-Market puzzle. Anyone who reads it should know exactly what your business is, who it’s for and what sets it apart from your competition. The tricky part? It’s also a concise statement of no more than a few sentences.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/valuepropositiontemplate.jpg)](https://www.gotomarketalliance.com/how-to-build-a-value-proposition-for-go-to-market/) ### Step 2 — Research and find your target market and segmentation Once you’ve defined what business you’re in and what makes you competitive, it’s time to deep-dive into your target market. In this step, you’ll determine who your customers are. #### Define the target buyer First, define the target buyer for your product. Think of a specific industry, niche, or persona that’s best suited for your value proposition. #### Do you sell the complete solution or just part of it? Secondly, decide if your product or service is a complete solution for your target market or just a part of it. For example, If you’re renting out hotel rooms, is the need just a hotel room, or is the need an all-out holiday trip with restaurant advice, travel, etc.? Defining this helps you to create value later in the process. #### Who are the decision-makers? Next, get to know the key players in your target market. Does it involve an approver or decision-maker, an advertiser, or an influencer? Take the same hotel room example. Are you focusing on the person searching the internet for hotel rooms? Do you need to convince their partner and kids as well? Or maybe your rooms can be rented through a recommender such as a travel agency or an influencer. Factor this aspect into the decision-making process. #### What’s the average selling price and sales cycle? Knowing the sales cycle and average selling price or price point is essential. This will help you define and compare with your competition. For instance, if all competitors only focus on low service and the lowest price, there may be a market for a more upper-class service. Additionally, the average selling price defines the duration of your orientation and decision-making funnel. Higher prices tend to have a longer decision time than shorter ones. #### Create a list of market segments So, now that you’ve: - Decided on your target buyer. - Established if your product provides a complete solution or just a part of it. - Got to know the decision-makers for your product. - Pinpointed your average selling price. You can create your market segmentation. One example of a segmentation could be based on: country > urban core > age and demographics > family composition. For example, these could be high-income urban couples from France. Before you enter the next step, don’t just write down one of these segmentations. Write down 15–20 and try to quantify the size of each to decide which segments are most interesting to approach first. ### Step 3 — Beachhead strategy Now you’re ready to get into action. One successful Go-to-Market strategy that’s used by Apple and Microsoft is the beachhead strategy. The term ‘beachhead’ is derived from a military strategy. It means that as you’re approaching an enemy territory, you should plan and focus all your resources on winning a small border area. Then, that small area becomes a stronghold from which to advance into the enemy territory. So, in Go-to-Market terms, win a small segment before advancing to the next. In the computer business, for example, they targeted smaller segments such as programmers, students, or creatives before hitting the mass market with their products. ### Step 4 — What’s your distribution & marketing model? It’s only now that we’re ready to talk about channels. This needs to cover not only the channels through which your product or service will be sold, such as direct sales, inside sales, online sales, and indirect channels. It should also include the marketing channels that raise awareness about your offerings and create demand. #### 1\. Awareness campaigns How do you make your target segments aware of your offering when it’s just been launched? Can you find ways to target specific customers? These channels could be websites, social media platforms, radio ads, search engine advertising, whitepapers, speaking events– you name it. Other than awareness, this creates a credibility shield so people will buy your products. #### 2\. Demand generation Once you’ve created awareness about your product, it’s time to create demand. Digital marketing, email blasts, warm & cold calls, and support from partners could all help in this. The right promotion plan for initial customers is integral to getting the ball rolling. Last but not least is the distribution model. Which channels will you use to sell your offerings? These could be websites, sales agents, resellers, individual stores, etc. These should be based on where your customers are looking, the cost, and the additional brand representation. ### Step 5 — Make it a lean start-up Most Go-to-Market strategies end with a distribution model. But they shouldn’t. A strategy is a living work. Writing down and defining steps one to four will help you be more effective on your first try. But some learning cycles are still necessary to become successful. My first advice is to follow the lean start-up strategy and experiment with several variations of your offerings. The sooner you launch it to the market, the faster you will see if it’s effective and get feedback. Don’t spend too much money trying to make it perfect in this phase. Keep it small first and see what works. Then perfect it and make it bigger; a bit like the beachhead strategy, And the last tip I’d like to share is one of the ideas described in the “Lean Startup” book by Eric Ries: create a VIP treatment for your first customers. What he means by this is to make your first customers’ journey as perfect as possible. So, if you rent out a hotel, pick the person up from the airport and bring them to the hotel yourself. If you’re selling a digital service, check in with your customer personally with an email or a call to check if everything was to their satisfaction. By doing this, you’ll hear what went well, why they chose you, and what could be improved for the many customers to follow. ## Conclusion Bringing your product to the market can be very challenging, but it’s also very exciting. Often, companies have little resources but need results quickly. Even so, I’d recommend not skipping these five steps. This will help you achieve more in the future. In my experience, doing it right is just as important, maybe even more, than doing it quickly. ### The 10 most common market segmentation errors you need to avoid URL: https://www.gotomarketalliance.com/the-10-most-common-market-segmentation-errors-you-need-to-avoid/ Last updated: 2024-04-05T16:34:09.000Z Breaking your target market down into smaller, more digestible chunks is no small feat. It’s a large, time-consuming task requiring plenty of data, know-how, and patience. As a result, there are a fair few pitfalls littered throughout the segmentation process. We’ve collated a list of the ten most common market segmentation errors you’ll need to avoid if you want to create relevant, useful segments that inform your marketing strategy and drive revenue. We cover: 1. Not having enough data. 2. Not having *clean* data. 3. Segments at odds with your org’s goals. 4. Segments without longevity. 5. Segments without specificity. 6. Updating segments too infrequently. 7. Segments that rely solely on past buyer behavior. 8. Not using psychographic data. 9. Focusing only on bottom-of-funnel leads. 10. Not sharing findings effectively. Buckle up. It’s time to *chunkify*. 🍪 ## 1 - You don’t have enough data 👩‍💻 A single data point doesn’t make a trend. But just how much data do you need to come away with statistically significant findings? **The answer:** more than you might think. In fact, the more data you have the better. When you work with greater volumes of data, you mitigate the influence any one outlier can have on your findings. 💽 Imagine gathering data on just five customers to determine your customer segments, for example. That’s just not enough to start determining the shared characteristics that’ll help you segment your sample. Even 500 might not be enough to get a truly accurate picture. When you work with tens of thousands of data points, though, you start to get a *very* clear idea of how to demarcate each segment. ## 2 - You don’t have clean data 🧼 Once you’ve set up an efficient and automated data collection process, it’s easy to get overwhelmed by the sheer volume of data you’re dealing with. That’s why it’s not enough just to capture the data. You need to standardize it, sorting it into a format that’s usable - ideally right as it comes in. If you don’t, it‘ll be impossible to draw accurate conclusions. Data on market participants from source X might columnize the data differently than source Y. It’s up to you to pull your disparate data sets together and standardize them. That means across data formats and column names, but it also means removing duplicate entries. This can be a lot of work, but it’s necessary if you’re going to draw accurate conclusions about your data. Fortunately, if you’re working with tabular data, tools exist that can help you merge, de-duplicate, and perform many other seemingly time-consuming tasks quickly. Pandas is a python library that makes working with tabular data a breeze. Though the learning curve is steeper than your typical spreadsheet software, you don’t have to be a coding genius to learn it. In fact, many people find it easier than working with spreadsheets once they get over the initial learning curve. ## 3 - Your segments don’t align with your business objectives 🙅‍♂️ Remember in school when you were given back a poorly graded assignment and told you’d answered the question you *wanted* to answer, rather than the one you were *actually* asked? With large, effortful tasks like customer segmentation, it’s easy to fall into the same trap. It’s easy to lose sight of *why* you’re performing the task in the first place. By the time you near the end, you might be so motivated by the thought of handing over your final deliverable that you rush the process. While you might identify some clear, accurate, and informative market segments from your research, it’s still up to you to make sure these align with your business goals and objectives. For example, if your business is looking to break into the enterprise space, but you’ve a long history of serving SMBs, you’ll have an abundance of data from SMB-related segments, but comparatively little from enterprises. It’s up to you to put in the effort to acquire that hard-won data since it now aligns most closely with your business objectives. In other words, don’t let **survivorship bias** creep into your market segmentation strategy, where you more heavily weight readily available data versus what’s most pertinent to your business’ goals. ## 4 - Your segments don’t have longevity 📼 Every segment has a shelf life, especially in today’s markets, but that doesn’t mean you can’t craft your market segments with longevity in mind. Right now, yours might be a small outfit serving local businesses. But your executives might have aspirations to distribute internationally. That’s why it’s important to ensure you’re working the aims of your executive team into your market segmentation efforts. This way, your segments stand a chance at staying relevant to your business as it scales. ****Suggested Reading 📘•** [****How to get started with market segmentation**](https://www.competitiveintelligencealliance.io/positioning-matrix-guide/)****•** [****A beginner's guide to the positioning matrix**](https://www.competitiveintelligencealliance.io/positioning-matrix-guide/)****•** [****Your guide to implicit segmentation marketing**](https://www.competitiveintelligencealliance.io/implicit-segmentation-marketing/) ## 5 - Your market segments aren’t specific enough ☝️ Without some breadth, your market segments won’t stand the test of time. If your business scales quickly, you’ll find yourself needing to update each segment more and more frequently. The temptation here is to make your segments broader and less specific so your segments don’t become obsolete too quickly. But your segments now suffer from a different problem: they’re not specific *enough*. And if your segments are too broad from the beginning, your attempt to give them more life will fall flat. They’ll never be relevant enough to perform their function in the first place. Instead, keep segments focused on the relevant factors that drive your customer base’s purchases (whether demographic, psychographic, or behavioral). Then, just make sure these segments align with your org’s vision for the future, rather than sacrifice specificity for breadth. ## 6 - You don’t update your customer segments ⏰ Some, rather than update segments frequently, choose to never update them at all. No matter how aligned with your company vision your segments are, they’ll still need a refresh every now and then. If your segments are even a few years old, they’re at high risk of becoming out of date. One of the most common market segmentation mistakes lies in thinking segmentation is a ‘one and done’ type of task. Check back in with your segments annually. The better the job you do at creating segments that are specific and align with your business’ goals, the less work it’ll be to bring them up to date at each audit. ## 7 - You rely on past behaviors to predict future events 🔁 Many businesses rely too heavily on behavioral segmentation. Don’t get us twisted - behavioral segmentation is powerful. Geographic and demographic segmentation have their place, but they can’t really compare to behavioral segmentation when it comes to predicting buyer behavior in a way that’s *specific*. For example, while it might be necessary to segment your audience according to which continent they live on, and it might broadly affect their buying decisions, it’s much more powerful to split your audience into categories like: - Those that have signed up for your newsletter. - Those that have joined your Slack workspace. - Those that have brought a product in the past. All of these are behavioral factors, and all this data is available if you know how to track it. But that’s the problem. Since it’s readily available, businesses come to rely on it heavily and, in some cases, exclusively. Past behavior is no *guarantee* of similar future behavior. And without paying adequate attention to market and industry trends, you might miss a coming shift in buyer behavior that renders your behavioral segments useless. That’s why it’s important to incorporate other types of segmentation that can survive such fundamental shifts in the market. ## 8 - You don’t use psychographic segmentation 🧠 While many businesses put behavioral factors at the top of the hierarchy, past behaviors aren’t always reliable predictors of future behavior. Instead, understanding the fundamental emotional motivators that drive your customers’ buying decisions gives you a better understanding of how they might act no matter what’s going on in the world around them. Enter psychographic segmentation. Psychographic segmentation focuses on your target audience’s values, beliefs, and lifestyles to better understand what drives them to take action and make a purchase. The drawback? This kind of data is perhaps most difficult to come by of all. But it’d be handy to have, right? ☝️ You’ve probably heard how you’re being ****tracked online** and corporations are selling your data.All those ****privacy policies** you don’t have time to read? All those ****cookies** you accept just to get the popup off the screen?Many of these cookies track **minute* details of your behavior online, aggregate it, and analyze it for insights into **who you are*.This data (called your ****online fingerprint**) is sold to corporations looking to understand the market (and its participants - people like you) better. This is a multi-billion dollar industry, and it’s easy to see why. Of course, you don’t have to buy aggregated data from shady tracking companies to get your hands on some psychographic data. You can perform your own primary research, consisting of qualitative customer interviews, surveys, and focus groups if you wish. However you choose to acquire psychographic data, you differentiate yourself from the rest. This constitutes its own small competitive advantage, helping you reap the rewards of more accurate market segments. ## 9 - You focus only on bottom-of-funnel leads 🕳️ In a similar vein to how psychographic segmentation can get you closer to the *deeper* influences driving buyer decisions, you should also make sure you’re not only focusing on those who are close to the end of the buyer’s journey. The very language we use to describe leads (“buyer’s journey”, “buyer decisions”, “buyer behavior”) has us focused on the *end* of that journey. But there are other factors influencing buyers before they’re even aware they’re in our funnel. The solution? Include a target segment for those in lower stages of awareness. Those who might not know they need a problem solved yet. They make up a large portion of your potential future customers. If you can market to them effectively, you can tap into a commonly overlooked resource for massive revenue potential. 💡 Think about those on the periphery of your buyers, users, and decision-makers. Who has an ****influence** on their behavior?Who might be able to initiate a conversation with them that starts them on their journey to becoming a buyer?And how can you target and influence **these* people to start those conversations and exercise their influence? ## 10 - You don’t make your findings digestible 🥦 You’ll learn a lot during the segmentation process. But you need to be able to distill your findings into a format you can share rapidly with the rest of the business. That’s why it’s crucial to take things further. Don’t just create your market segments and stop there. Derive customer personas from your segments. The process makes each segment personal, distilling a group down into a single memorable avatar. This makes the key decision drivers for this segment easier to understand, communicate, and remember. This helps your segmentation efforts pay off, as every team from marketing to sales understands how to quickly bucket their new leads and ideal readers into categories with pre-defined hopes, frustrations, and values. ### Product-led Go-to-Market, a case study with Derek Osgood URL: https://www.gotomarketalliance.com/product-led-go-to-market-a-case-study-with-derek-osgood/ Last updated: 2023-06-02T16:00:44.000Z A Go-to-Market strategy isn’t one size fits all, it should be tailored to your business. Factors like business model, product type and audience will all affect how you go-to-market. The direction and style of your Go-to-Market strategy is also known as a motion, the most common being product-led, sales-led, and content-led, although there are many others. In this article, we’ll be breaking down what a product-led strategy is, how it works, and what it looks like in practice, with a little help from Derek Osgood. Derek’s the Founder and CEO of Ignition, the GTM ops platform, as well as an experienced product marketing leader. Earlier this year, we caught up with Derek to discuss how a product-led Go-to-Market strategy has helped his business succeed, and you’ll find the best bits from that conversation below. But first things first… ## What is product-led Go-to-Market? In a product-led Go-to-Market model, your product is doing the hard selling, not your sales team. Ever heard the expression show not tell? Normally we use it to talk about writing, but it’s a great way to understand the difference between sales-led and product-led GTM. With the traditional sales-led method your sales team tells the customer why the product would benefit them and why they should buy. With product-led, the product does the talking by *showing* customers the value it adds. For this reason, free trials, freemium models and subscriptions are the favored tools of the product-led organization. With these tools, customers can experience products first hand and discover their true value for themselves. This can be very effective but it relies on customers being able to get enough value out of a product to commit to a purchase. So, your product either needs to be self-explanatory or you’ll need to put some serious work into your customer onboarding to make sure new users find that value. A product-led Go-to-Market doesn’t mean you don’t have a sales team. Your product might be driving growth, but a sales team is still needed for bigger, high-cost deals and nurturing customers who aren’t quite ready to buy. While SaaS users increasingly opt for self-serve models, there will also be clients who need that human contact. Product-led is a very user experience based Go-to-Market motion. Although it's the product driving growth, customer acquisition and Go-to-Market activities, the customer journey is what’s really crucial here. The purpose of leading with the product is to take the customer on a seamless and efficient journey and extend customer lifetime value. ## Product-led Go-to-Market strategy, with Derek Osgood ### In what circumstances would you choose a product-led Go-to-Market strategy? 1. When your price point dictates it and you can’t afford to have sales touching your customers. 2. When you’re confident your product will deliver value in and of itself without needing explanation. 3. The effectiveness of your onboarding motion and where you think you’re going to see channel market fit. If you’re by and large seeing advertising working well chances are you aren’t going to want a sales-motion. That advertising will convert better if customers can quickly go through a funnel, and it's easier to do downstream optimization on growth channels. If companies can do a product-led motion they should bias that way because it's the way software buyers are moving, but over time you’ll probably end up having both product and sales-led. ### What are the benefits of a product-led Go-to-Market strategy? With product-led, there are theoretically lower acquisition costs and it allows you to create a larger customer base. You can then activate that base both from an upselling perspective down the road and from a communication perspective in creating more advocates who will go out and sell the product for you. It’s cheaper to run, easier to maintain and less enablement work is involved, although you do have to put more into customer onboarding. **Are there any risks with a product-led Go-to-Market strategy?** There are downsides. One, it can be a lower pace of learning. One of the biggest things you’re sacrificing is the live feedback on what is and isn’t working that you’d usually get because you're not having live conversations with customers and prospects. So you need to be really tight on your analytics and create other mechanisms to go and collect that feedback from customers. It also requires a lot more product resourcing, you have to be able to prioritize and reroute product resources away from new feature development to be able to continually optimize and update onboarding and product experiences and what your cross-sell looks like. The other downside is it's very challenging to effectively onboard people on a complex product and can hurt you if you have a long time to value. ### Can you give an example of a time you successfully used a product-led Go-to-Market strategy to beat out a competitor or set yourself apart in the industry? We don’t see Competitive Intel tools as competitors in most cases. However, often their sales-led motion acts as an accelerant for us to sell our broader product, because of our PLG motion. Users will come to us with a need around broader Go-to-Market, but in their initial signup discover that we support lightweight competitive tracking, and it’s a “bonus” that causes them to take action immediately on buying the other stuff. They experience that value quickly vs. the alternative of having to go jump on a sales call to buy a more robust platform for it, it just makes the purchasing process much simpler. ### How did you decide product-led Go-to-Market was right for your company? The long-term plan was always to be freemium. We believe in the value of the product and that it’ll become essential in a customer’s workflow once they start using it, which makes it well suited to a freemium model. It also offers a lot of opportunities for upselling which again makes it best suited to a freemium model. This interview was taken from our Go-to-Market Motions Playbook. To find out more about GTM motions, and read our full interview with Derek, [**download your free copy now.**](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/GTM_Motions_Playbook_2023_CTA_.png)](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) ## TLDR; A product-led Go-to-Market strategy means your product is driving your sales, growth and profit. Rather than a sales team, the product itself does the talking. It’s best used for: - Products with a price point that negates your ability to afford a sales team. - Products that demonstrate their own value. Product-led is particularly popular with B2B SaaS companies, but is beneficial for anyone with an audience that prefers self-serve business models, as there is less interaction between the customer and sales reps. ### GTM Awards nominations URL: https://www.gotomarketalliance.com/gtm-awards-nominations/ Last updated: 2023-08-15T12:55:44.000Z Here at the Go-to-Market Alliance we know there's loads of GTM pros that need to be recognized for what they do. That's why we've launched the first ever **GTM Awards** in 2023\. Whether you want to nominate your terrific team, an incredible individual or your superb self we have a category to celebrate every achievement. 🥇 So roll up, roll up because it's time to get your nominations in! 🚨Please note that nominations closed on August 4, 2023. Wanna nominate your kick-ass team? Go ahead! Wanna pat *yourself* on the back? Knock yourself out! We’ve got a whole bunch of exciting categories to choose from: - Team of the Year 2023 - Leader of the Year 2023 - Product-Led Company of the Year - Sales-Led Company of the Year - Content-Led Company of the Year - Community-Led Company of the Year - Ecosystem-led Company of the Year [Nominations have now closed](https://productmarketingall.typeform.com/to/BYLwWLAB) ## Key dates for your diary 💌 **Submission deadline: August 4th, 2023** 🏆 **Winners announced: August 30, 2023** ## 2023 Awards Categories Let's take a look at each of the awards up for grabs... ### 💡 Team of the Year 2023 We're celebrating the powerhouse that leaves competitors in the dust, this prestigious award honors the go-to-market team that has demonstrated exceptional collaboration, innovation, and execution. From strategic planning to flawless implementation, this team has shown unrivaled prowess in achieving remarkable market penetration and driving business growth. Their collective expertise and unwavering commitment make them the driving force behind the year's most remarkable go-to-market success stories. [Nominations have now closed](https://productmarketingall.typeform.com/to/BYLwWLAB) ### 💡 Leader of the Year 2023 Recognizing the visionary trailblazer who has charted a path to unparalleled success, this esteemed award celebrates the exceptional leadership that drives go-to-market excellence. This remarkable leader has demonstrated unwavering strategic acumen, inspiring their team to reach new heights and delivering transformative results. With their innovative thinking, decisive action, and ability to navigate complex market landscapes, they have propelled their org to the forefront of the industry, leaving an indelible mark on the go-to-market landscape! [Nominations have now closed](https://productmarketingall.typeform.com/to/BYLwWLAB) ### 💡 Product-Led GTM Company of the Year Celebrating the pioneer of product-driven success, this prestigious award recognizes the company that has masterfully harnessed the power of its products to drive unparalleled go-to-market achievements. This industry leader has seamlessly integrated their innovative products with strategic marketing and sales approaches, captivating customers and revolutionizing their respective markets. With a customer-centric mindset, cutting-edge technology, and a relentless drive for excellence, this company have set a new benchmark for product-led go-to-market strategies, inspiring others with their remarkable achievements. [Nominations have now closed](https://productmarketingall.typeform.com/to/BYLwWLAB) ### 💡 Sales-Led GTM Company of the Year Honoring the sales powerhouse that has conquered markets with unwavering determination, this coveted award recognizes the top company that has exemplified outstanding sales-led go-to-market strategies. This industry titan has demonstrated exceptional sales execution, market penetration, and revenue growth, setting the gold standard for sales-driven success. With its charismatic sales leadership, customer-centric approach, and relentless pursuit of results, this company has solidified their positions as trailblazers in the competitive landscape, showcasing the art of mastering the sales-led go-to-market game. [Nominations have now closed](https://productmarketingall.typeform.com/to/BYLwWLAB) ### 💡 Content-Led GTM Company of the Year We're aiming to recognize the storytelling trailblazer who has captured audiences with their compelling narratives, this award celebrates the top company that has excelled in content-led go-to-market strategies. This industry innovator has mastered the art of crafting captivating content that resonates with their target audience, establishing themselves as thought leaders and trusted advisors. Through their strategic content creation, distribution, and engagement, this company have effectively driven brand awareness, customer loyalty, and business growth, redefining the boundaries of content-led go-to-market excellence. [Nominations have now closed](https://productmarketingall.typeform.com/to/BYLwWLAB) ### 💡 Community-Led GTM Company of the Year We wanted to champion the community architect who has forged thriving ecosystems with this award. Showcasing the top company that has harnessed the power of community to drive exceptional go-to-market success. This visionary organization has fostered engaged and passionate communities around their products and services, cultivating a sense of belonging, advocacy, and collaboration. By nurturing strong relationships, empowering its community members, and leveraging the collective knowledge and support, this company has propelled their go-to-market strategies to unprecedented heights, demonstrating the transformative impact of community-led approaches. [Nominations have now closed](https://productmarketingall.typeform.com/to/BYLwWLAB) ### 💡 Ecosystem-led GTM Company of the Year This award's all about recognizing the masters of collaboration and partnership. We’re after the top company that has demonstrated exemplary ecosystem-led go-to-market strategies. These trailblazers have built robust and interconnected ecosystems around their products and services, leveraging strategic alliances, integrations, and partnerships to create unparalleled value for customers. By fostering mutually beneficial relationships, driving innovation through collaboration, and unlocking new avenues of growth, this company have redefined the possibilities of ecosystem-led go-to-market success, setting the stage for a new era of interconnected business ecosystems. [Nominations have now closed](https://productmarketingall.typeform.com/to/BYLwWLAB) ## Our judging criteria Here's what we’re looking for in our winners: - Superstars who are changing the game in GTM; - Solid bottom-line business impact that can be demonstrated - be it revenue, deals closed, lead-generation, stronger processes, or setting *other* teams up for success; - Anecdotal support from at least one other member of your/the nominee’s company; plus - Anything else you think helps you/your nominee stand out in the crowd. Happy nominating! ### Onboarding done right: How to optimize your process to reduce early-stage churn URL: https://www.gotomarketalliance.com/optimizing-onboarding-to-reduce-early-stage-churning-done-right-how-to-optimize-your-process-to-reduce-early-stage-churn/ Last updated: 2024-08-20T16:05:42.000Z *This article originates from Richard's presentation at the virtual Customer Success Festival in 2023\.* --- My name's **Richard Convery**, I'm the **Head of Customer Success** at **Virtuoso**. In this article, I’m going to be exploring a topic that I'm incredibly passionate about: optimizing onboarding to reduce early-stage churn. I've worked in the SaaS world for about 13 years now, most of which have had some form of onboarding or implementation as part of my role. For me, it's a very exciting time when you can start to form really strong relationships with customers. When you can understand the value that the customer is trying to get from your platform and help them solve problems. Here’s a breakdown of what I’ll be covering: - The importance of onboarding, - Benefits of great onboarding, - The onboarding maturity curve, - Optimizing processes, - The sales handover, and - The kickoff Let’s get started! ## **The importance of onboarding** A big thanks to some friends of mine over at GuideCX, who have provided me with some stats. 👇 [![$138 billion is lost in avoidable churn per year in the US. 23% of churn is attributed to bad onboarding](https://www.customersuccesscollective.com/content/images/2023/04/image7--2---1-.jpg)](www.gotomarketalliance.com/optimizing-onboarding-to-reduce-early-stage-churn) Did you know that $138 billion is actually lost in avoidable churn per year in the US alone? $138 *billion.* Did you also know that **23%** of all churn is attributed to bad onboarding? That's a worrying statistic, especially as onboarding is nearly always well within our control. (That's assuming that the customer is the right fit for us, so we must continuously iterate and improve to make sure that that is reduced.) There was a study undertaken by the [Harvard Business School](https://hbswk.hbs.edu/archive/the-economics-of-e-loyalty?ref=customersuccesscollective.com) that claims that, on average, a **5%** increase in customer retention results in a **25% to 95%** increase in profits. On top of that, **65%** of a company's business comes from existing customers. So there's a whole load of statistics around this, and it doesn't take away from the fact that actually what we need to do is focus on the customer and the value, and then those statistics will improve as a result. [![39% say the #1 reason for churn is not meeting expectations, according to Gainsight.](https://www.customersuccesscollective.com/content/images/2023/04/image1--4-.png)](www.gotomarketalliance.com/optimizing-onboarding-to-reduce-early-stage-churn) I wanted to share with you a stat from Gainsight: **39%** say the number one reason for churn is not meeting expectations. So let's make sure we know what the customer's expectations are, and that we help to set them from the word go. But instead of focusing on these statistics around the negative side of things, we're going to focus on the positive, how we can make positive changes, reduce churn, increase the customer lifetime value, etc. ## **Benefits of *great* onboarding** On this slide, you can see I've got benefits categorized into two categories: the “End Customer”, and the “Provider.” [![Benefits of great onboarding: the end customer and the provider.](https://www.customersuccesscollective.com/content/images/2023/04/image8--2---1-.png)](www.gotomarketalliance.com/optimizing-onboarding-to-reduce-early-stage-churn) ## **The "End Customer"** From the customer's perspective, great onboarding results in **faster time to value** because they're purchasing your tool or service for the value you provide. So the quicker you can get there, the happier the customer is. They also gain increased confidence in you as a vendor. They might have may have picked you from a long list of vendors, and you want to make sure that you help them feel like they've made the right choice, especially if you’ve got something like a trial period where they can opt out. So after the first one-to-three months, you need to instill that confidence in them. > *You're reducing the frustration of the end users.* A smooth and effective onboarding process, which includes training, will enable the customer to go faster, because there's nothing more frustrating than being enthusiastic about a product and wanting to use it, but you've come against blockers and you're not able to achieve what you want to achieve. So each customer will have improved product knowledge. But that’s not just on the areas that they've purchased. Think about this, you might have a number of different products within your suite and when the customer purchases one, this presents a fantastic opportunity for you to educate them on other areas of the business. Now those things might not necessarily be right for them right now, but actually educating them on those areas showcases your entire suite, and it plants the seed for upsell. It also gives them a vision of where they can be in the future. Set clear expectations on both sides. The customer needs to understand what the process is, where they fit into it, and where they can get the most value. You gain a solid understanding of the customer's goals, and you can work to continuously deliver them to the customer. ## **The "Provider"** Let's have a look at the vendor, about the company's benefits to great onboarding. From a monetary perspective, you get an increased customer lifetime value. Customers are gonna be happier, they're gonna stay with you longer, and they're gonna continue to spend. And that leads to cross-sell and upsell opportunities. If they see the value in what you’re doing from the outset, from the services and products you're providing, they're likely to invest more in your product, so they get more value in return. So this becomes an investment for them. It's not just a cost, it’s actually an investment. > You get improved customer satisfaction, and happy customers are more likely to tell others about your product. Whether it be within the company or online community events, happy customers are your biggest marketing assets through case studies, online reviews, and referrals. And it's a hell of a lot cheaper to get referrals and upsells through existing customers than it is to spend money on bringing leads in from elsewhere. An important one is reduced support costs. Anyone who has ever worked in a support or service desk before will understand the frustration of customers not being onboarded properly and asking very basic questions that they should have been educated on during the onboarding phase. So you have fewer questions being asked, and the questions that do come over are probably more genuine. Perhaps they found a bug in the system, or want to know how to do more complicated things and that's okay. But if we can improve the training that's delivered, the low-level support requests are going to reduce as well. Lastly, onboarding can be a real competitive advantage for you. So [do something that your competitors don't](https://www.customersuccesscollective.com/competitor-intelligence-templates/) by taking care of your customers. It's okay to bring the onboarding team to the late-stage prospect calls to give them the confidence they're going to be looked after. Show them what it's like to be a customer, talk them through the onboarding process, and have a nice little presentation that you can talk through to say, “This is what things are going to look like over the next coming weeks and months.” It's also less stressful for your team if you've got a good onboarding process. **Onboarding should be enjoyable** because, when done correctly, it's a genuinely positive stage in the customer process. They're coming into your company with a lot of momentum, which makes it the perfect chance to meet new people, build new relationships, and make people happy because you're solving their problems. ## **The onboarding maturity curve** In the image below, we've got a scale of behaviors ranging from “ad-hoc” and “defined”, to “managed,” through to “optimized” and finally, the place every CSM wants to be at, “proactive.” [![](https://www.customersuccesscollective.com/content/images/2023/04/image4--3---1-.jpg)](www.gotomarketalliance.com/optimizing-onboarding-to-reduce-early-stage-churn) Customer onboarding maturity curve (high touch) You’ve got the “ad hoc” on the left, which means you're very reactive to things, you don't have any project management, and you don't have any experience or expectation management. The customer's onboarding from sales might be poor or even non-existent, you just kind of pick things up and see how it goes. And everybody tends to get the same onboarding experience, regardless of the size of the customer, the tier, the industry, etc., all those good segmentation pieces that can come in. On the right, we're talking about the really **proactive** stuff. You've got customer-facing platforms where the customer can log in and see in real-time what's going on with the implementation. Most of this has to do with high-touch onboarding. This would be very different from a low-touch perspective. But the customer can go in and have a look at what's going on, get real-time updates, and communicate with you across those platforms. You can even embed workflows into your core application. ### **Automation in onboarding** For example, you might have **overlay software** where the customer wants to find out how to create a quote (depending on what your product does) and then the application tells them to "click *here*", "*now* click here", "type this in *here*", "click here", and hey presto! It's as simple as that. In some of these instances, you want to try to automate as much as possible without taking away the personal touch. It's okay to have automation in the right places. You've got automated sequences and workflows. So you might have emails and information being presented to the customer at the right time, be that asking for information, or it might be educating them. Perhaps they've gone to a new part of the system they've never been to before, or they haven't visited for several months. What you can do is have an automated workflow that says, “Here's some information about X, Y, and Z," it points to a video that explains what they're trying to look at. ### **Articulate value** I think is important for the teams to be able to articulate the value as well. This is something that your sales team is very good at – articulating the value and benefits of the product. In CS, I think there's a lot of focus on features and functionality. But you need to be asking why the customer bought that application from you in the first place. It's because they're trying to solve a problem – that’s the value, right? The value behind that problem. So make sure that your teams can articulate the value. ### **Centralized reporting** Finally, you've got centralized reporting. You've got so many different systems. You might have one system for reporting on system usage, you might have another system for your CRM, and with all this information all over the place, you want to make sure that your customer success managers, your onboarding consultants, and your implementation consultants, can view all of that holistically. But also, you want to be able to step back and have a look at the reporting and see what's working well, and perhaps what isn't working so well. It's okay to know that some things aren't particularly great in your process, as long as you understand it, and you make improvements. That's the first bit of the maturity curve. And I want to share something else. I came across this from Rocketlane. [![Onboarding maturity model](https://www.customersuccesscollective.com/content/images/2023/04/image6--2---1-.jpg)](www.gotomarketalliance.com/optimizing-onboarding-to-reduce-early-stage-churn) This is a lovely onboarding maturity model. It allows you to go in and assess each one of these categories. Give yourself an honest score of one to five, one-to-10, whatever it is, and assess how well you're doing in those particular areas. Then from there, what I would do is break that down. If we were to take value orientation and the second one down, do you have three-to-four metrics to determine your value creation for your customers? Answer that honestly. If you're at a three out of five, how can you make yourself a four? How can you make a five? It's not something that's just going to change overnight, it’s something that you're going to have to constantly improve upon. But you can do that for every single one of these areas. I think this is a really good tool that aids with self-reflection on the onboarding process. ## **Optimizing processes** When you're thinking about the [onboarding process](https://www.customersuccesscollective.com/a-customer-success-professionals-experience-of-customer-onboarding/), start with the customer in mind, what is the value we’re trying to deliver? What's the best experience that the customer would want? Put yourself in their shoes. Forget about what is going to be easiest for you. If the customer is buying a service from you, make sure that you can deliver that value, and make sure that the customer is going to be happy, and then work back from there. [![Optimizing processes](https://www.customersuccesscollective.com/content/images/2023/04/image3--3-.png)](www.gotomarketalliance.com/optimizing-onboarding-to-reduce-early-stage-churn) Once you've got the ideal process from a customer's perspective, you can then start to make your processes a little bit easier as well. Think about a swan crossing a lake, it looks really smooth and calm and collected on the surface. But underneath, its legs are going crazy. It's okay for your legs to go crazy, just make sure it’s going across gracefully. That's what the customer sees. What I would also do is think about how you differentiate to deliver appropriate value. I would love to provide a top-class, sit-down-and-hold-your-hand-at-the-desk onboarding experience for every single customer. But that's just not possible. We don't have all the time in the world. And we have to be fairly honest with ourselves, some customers pay more and we need to keep certain customers more than others. While that sounds bad, I think we need to be open and honest about it. So think about the different levels of value that you’re going to be providing for the different levels of onboarding and different types of customers. Finally, if you were to get an increase of **100%, 200%,** or **300%** of your customers, are each one of your processes be scalable? Where's the bottleneck? What else can you do to use automation, or whatever it might be, to help you with scaling this process? I'll just share with you a couple of free really good tools that I use. Mindomo is for mind maps, where you stick onboarding in the middle, create some branches off the side of it, and throw your ideas in there. And Draw.io, which is now Diagrams.net, is a flowchart maker. You can literally put blocks down for the process flow. So when we get a new customer, what happens? We send them an email, who sends them an email, is it sales? Is it CS? Who updates the CRM? What happens in the CRM? Is there any automation? You can map out the entire process. And that kind of brings us on to the next part where we talk about the internal processes. ## **Internal processes** Once you've mapped out your process flow, get it into your playbook using Notion or whatever it might be. Get that in a central location so that new team members know exactly what your process is, and the existing team knows what the process is, and if things change, they've got a central place to go and update it and see what the changes are. [![](https://www.customersuccesscollective.com/content/images/2023/04/image5--1-.png)](www.gotomarketalliance.com/optimizing-onboarding-to-reduce-early-stage-churn) And when you're building out these processes, play devil's advocate – think about which of these processes could fail at a certain point. Give this process to somebody else, and ask them to take a look. Can they see any examples where a certain customer would fall through the cracks? Because that's a terrible thing, you forget about a customer for a couple of weeks, especially during the onboarding process. Yeah, it's bad news. In terms of business systems, I think all your business systems should be there to support the process. It’s there to work for you, not for you to spend all your time entering [data](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/). It's a really easy way in a number of business systems to start to automate some things, be it emails, contract creation, or notifications to your team of onboarding projects that are coming to an end or renewals that are coming up. I always make sure that every time I have a call, I always just pop it in our CRM. I forget things, as everybody does, but you stick things in the CRM, you've got a full history as to what's going on, and you can remind yourself of the conversations that have been had. It leads on to the reporting bits, the reporting bit is fantastic from a management's perspective. Reporting isn't the most exciting thing in the world. But honestly, managers, leaders, and members of the [C-suite](https://www.customersuccesscollective.com/why-should-customer-success-be-represented-at-c-suite-level/) depend on that reporting. They need to know that things are going well, and that the onboarding process is going working as it should. That's one side of things – making sure that the business is ticking along. But then there's also the reflective element, i.e. which areas of the onboarding process are taking longer than others. ### **Continuously review** So if you were to get, for example, a new member in the onboarding team, put them through the onboarding process, as if they were a customer. Get them to experience it like a customer would and get their feedback. You're bringing them on because they've got experience, so use that experience. Talk to them about how onboarding worked at their last company. Ask what went well. What did they enjoy delivering? And perhaps ask what didn't go so well, and find out what changes they’d have made since. ## **External processes** When it comes to welcoming the customer, make sure you know who's sending out communications. It doesn't matter if it's gonna be the salesperson who wants to continue a conversation, or if it's the implementation consultant who wants to step in and set up the first call, it doesn't really matter. But make sure that the email or whatever is going out is consistent for everybody. You include key information that you want to convey, and possibly even collect. [![Optimizing processes: external processes](https://www.customersuccesscollective.com/content/images/2023/04/image2--3---1-.png)](www.gotomarketalliance.com/optimizing-onboarding-to-reduce-early-stage-churn) And it brings me down to the information-gathering section. You might want to use things like Google or Microsoft forms if you've got some standard key bits of information that you want to gather from your customers, it might be tax code, it might be charge-out rates, or whatever’s going to help you set up the customer system and get them going quicker. **Think about standardizing some of that information gathering here.** For me, [customer success plans](https://www.customersuccesscollective.com/why-its-time-for-you-to-start-using-customer-success-plans/) are a really big one, and sometimes you might write this up in an onboarding plan as well. Make sure you understand the value, what are the values that the economic buyer at your customer sites is wanting to get. It’s really, really key. In the past, I’ve spent time focusing on what the person in front of me is asking. And it's great, we're getting really good direction, and we’ve got a great relationship. But lessons learned, you step back, the economic buyer, the person who's got the power to influence whether this is going to renew or whether it's going to continue, turned around and said, “Okay, well, I purchased this because I wanted that and you're doing some really good things over there. But you're not delivering on that”. That person there, that's somebody you really really need to listen to and make sure that you’re continuously having that in your mind and also pushing back on your customer. Then everything from delivered training to overlay tools is all about education. You have to think about what the best combination of training tactics is. How to **educate customers and improve** [**adoption**](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/). And you need to consider that people learn in different ways. So make sure you diversify your material between written explanations, video walkthroughs, activities, ask-the-expert sessions, and all those kinds of things. ## **The sales-to-customer-success handover** When you're looking at the sales-to-customer-success handover, I'd consider a few things. [![The sales-to-customer-success handover](https://www.customersuccesscollective.com/content/images/2023/04/image9--2-.png)](www.gotomarketalliance.com/optimizing-onboarding-to-reduce-early-stage-churn) You've got to ask why did you win the customer over, what was the customer's criteria, and what was delivered. Then you've got to ask what has the customer purchased. What's the next value that can be delivered to drive growth, the financial terms and when is the customer going to start with you. It very much depends on your organization and what the product is. But straightaway, **I want to know who the customer is**: - What do they do? - What industry are they in? - What do they sell? - What makes them tick? - What's the size of the company? - Is there room for trying to gauge the size of the growth opportunities here as well? - Who are the key contacts? - Who's going to be the advocate? - Who's responsible for the success of your product on the customer side? - Who's the technical lead? - What problems has the customer got? - How big are those problems? - Are there any compelling events? And **from the sales process perspective:** - Why did we win? - Who are we up against? - Why did they pick us over the competitors? - Is there something that we do better than the others? - Are there certain bits of functionality or features that give us added value? - Was there a proof of concept? - What was covered? - What do we deliver? - What was the customer looking for? - What were they trying to prove? And then some of the **other transactional bits:** - What was purchased? - What could they purchase next? - What's the next value? - What's the next thing? - Where else do we take this? - Are there any risks that we need to be aware of? And I think it's worth mentioning that it's okay to show your personality, really being enthusiastic on the calls. Being enthusiastic and showing your personality is not unprofessional. And I say it because a lot of the times in the past I've seen people be fairly robotic with things, and I don't know if that's because they're nervous. But it's okay to show your personality. ## **The kick-off** And then lastly, kick-off, these are the things that are kind of introductions and expectations. It's okay if a customer comes to the kickoff call without any expectations. But ask them what their expectations are on the call and make sure you meet them. Things like an introduction to your company, and maybe even an assistant demonstration might be relevant if the people on the call have not been involved in the person-of-contact process. [![The kick-off](https://www.customersuccesscollective.com/content/images/2023/04/image10--1---1-.png)](www.gotomarketalliance.com/optimizing-onboarding-to-reduce-early-stage-churn) Otherwise, the two most important things for me are goals and objectives. What are their goals? And by when? Think about the lines of communication. Do you want to create a [Slack channel](https://www.customersuccesscollective.com/customer-success-community) or a Teams channel to communicate with them? If they've got a question about finance, about support, about product, about whatever it might be, tell them who they need to talk to, and how they can contact them. ## **Final words of wisdom** Before I finish up, I wanted to share a brilliant question I’ve been asked a few times as I think this is a perfect way to end this article: > **“Do you have any tips for managing onboarding where third parties are involved, like partners or service providers?”** Firstly, I would treat them as if they were just another consultant. They're just an extension of your team. Provide them with all the material they need, or the training. Just involve them as if they're part of your team. Sometimes you might want to enforce a process on them. But you're bringing them on as a consultant or as a third party because they've got expertise in these areas. So it's okay to let them have a bit of creative freedom as long as you give them some guidelines and some boundaries. Make sure that there’s an easy way for regular reporting and updates to come to the client and yourself, so you still maintain a level of control. At the end of the day, they're still *your* customer. Thanks for reading this article! ### Enriching personas with jobs-to-be-done URL: https://www.gotomarketalliance.com/enriching-personas-with-jobs-to-be-done/ Last updated: 2024-02-22T18:00:49.000Z ***Article written by Georgia Diaconsescu, Product Marketing Manager at What3Words*** My name's Georgia Diaconescu and in this article, I'm going to talk about personas with jobs. I'm going to share the conclusion right off the bat - personas have a job. I’ll share an actionable nine-step plan & learnings around enriching personas with jobs-to-be-done. ## My background I've worked both on B2B and B2C - spoiler alert - if you're in B2B, you're still selling to people so personas are still important, and they still have a job. As you can see below my career is a whole mix of things like augmented reality, beauty and luxury - FinTech as of two months ago - but the one thing they have in common is personas that have a job. ![](https://fast.wistia.com/embed/medias/uweorq6tnl/swatch) [**Download the deck >**](https://speakerdeck.com/productmarketing/georgia-diaconescu-monese) --- This is one of my favorite gifs of all time because this little kid has essentially one job, and she failed at it. I absolutely love it. ![Personas have a job.](https://www.productmarketingalliance.com/content/images/2022/10/Screenshot-2022-10-24-at-16.15.48.png) ## The blind men and the elephant Before I dive into everything I want to want to cover, I'm going to start with the old Buddhist story of the blind men and the elephant. Try to imagine six blind men being invited in a courtyard and they all have to describe what they see. They're asked to perceive an elephant. Remember, they're blind so they don't really know it's actually an elephant. Each of them is trying to reach out and understand through their perception what exactly it is they have in front of them. One of them touches the ear and thinks, "I think this is a fan. It's pretty windy around here". Another one touches the tusk and thinks "I'm pretty sure this is a spear" and another one touches the tail and he's like, "Trust me, guys, it's a rope". ![The blind men and the elephant.](https://www.productmarketingalliance.com/content/images/2022/10/Screenshot-2022-10-24-at-16.17.01.png) None of them actually came to a conclusion. That leaves them really, really confused. ### What went wrong here? They're all focused on their own experience, focused on their own perception of what was going on around them. Isn't it how value proposition brainstorms work? ## Value proposition brainstorming Doesn't everybody love a good brainstorm? You just have an empty wall, a bunch of post-its, and let's just think of a value proposition. That doesn't work. This is because what gets us in trouble is not really what we don't know, it's what you know for sure that just ain't so. This quote is often misquoted to Mark Twain but when I Googled it, I realized it's actually Lev Tolstoy. But it proves the point that you always need to double-check what you think you know: ![Quote from Lev Tolstoy.](https://www.productmarketingalliance.com/content/images/2022/10/Screenshot-2022-10-24-at-16.18.05.png) Maybe that's why seven out of 10 businesses fail in the first 10 years. It's a really powerful statistic and I had the privilege of working in two unicorns, one of them wouldn't really call itself unicorn, but it's on the way and one of them failed spectacularly because they didn't really nail the value proposition. They didn't really know what job they were actually doing for their customers. **Personas are great: a single perspective amongst many** This is not an article about how you should ignore your personas. I think personas are great. But they're a single perspective amongst many. **Users are dynamic** In this article, I'm here to encourage you to enhance all the awesome work you're doing with personas with another framework to recognize the fact our users are dynamic, and they're always on a journey. Personas tend to be a little bit static, they tend to capture what a user or consumer feels and does and is at a certain point in time in their life. The conclusion is personas have a job. ## Jobs to be done Going back to the framework that I want to talk about - jobs to be done. It's a framework that's been pioneered by two different people, Clay Christensen is one of them, developed it in more detail for Harvard Business School, he wrote The Innovators Dilemma. Basically what jobs to be done says is your customers are not there to buy your product, I'm so sorry. They're hiring your product to get a job done and they fire it if you don't. ![Jobs to be done says is your customers are not there to buy your product, I'm so sorry. They're hiring your product to get a job done and they fire it if you don't.](https://www.productmarketingalliance.com/content/images/2022/10/Screenshot-2022-10-24-at-16.19.29.png) Let that sink in for a second. ### What are jobs? Jobs are actually functional actions with social and emotional components. Two things to remember here are: 1. They're stable over time, they don't really change as much. 2. They're solution agnostic so technically, a job can be satisfied in a multitude of ways. **Sharon & Jay** Let's take an example, Sharon and Jay need to get somewhere on time. If you look at Sharon and Jay, you'd probably think they're pretty different personas, they probably come from different backgrounds, they're obviously different ages. Maybe personas are not really going to help us identify what we need to do here. They both use the same product, Google Maps. So you have different personas, same job, same product. Their job to be done, essentially, is to get somewhere on time and Google Maps is just one way of achieving that. **Roman citizens** What do Roman citizens in second century BC have in common with you reading this article? Their job is to be entertained and that is definitely my job here. **Writer/Instablogger** What about a writer or an Insta blogger? Their job is to express their creativity and there are multiple ways of doing that. **Personas change but the job is the same** What I'm trying to get at is that personas change but the job stays the same. ## Two components of value props Now each value proposition has two components. It has: 1. A beneficiary aka a persona, and 2. A job. ### Beneficiary The beneficiary or the persona gives us a lot of really interesting insights, demographic data, geographic data, psychographic, all that. ### Job to be done But the job to be done gives us a clearer picture around the behavioral insights, the buying patterns, the experience, and the end goals. ![Combine the beneficiary (persona) with job to be done.](https://www.productmarketingalliance.com/content/images/2022/10/Screenshot-2022-10-24-at-16.40.47.png) So please complement the two. ## Journey map This is another framework that's really interesting because just taking a step back from jobs to be done, your product managers will pretty much know what this framework is, they're going to be very grateful to have you talk to them in very similar methodologies. ![Journey map framework.](https://www.productmarketingalliance.com/content/images/2022/10/Screenshot-2022-10-24-at-16.39.56.png) The persona gives you an X-ray of who you're actually targeting, the jobs to be done will describe what needs to get done, what their end goal is, and then you can contextualize that and loop that over the entire customer journey. To summarise that, the jobs give you the functional outcome your persona is after, personas give you the human dimension, who you're building products for and who you're actually communicating to, and journeys give you the context and that is really, really important. That gets you thinking. Jobs actually help you reframe your market and your competitors. I'll give you an example. Yesterday I was super tired and my Slack exploded midway through the day. People started messaging me, "I don't know what we're doing with this, what do you think about that?" My job at the end of the day was to change how I feel. There are very different ways to do that. I could either go buy myself something nice, I could buy myself maybe some makeup just to feel a bit better, whatever, I could buy a McDonald's meal, which is exactly what I did, or I could just sort out my finances. **Jobs reframe your market & competitors** Hopefully, at this point it's coming across that you can satisfy the same job with multiple products or in multiple ways. I want to encourage you to not think of your competitors in the way you define them. Think of your perceived competitors, because that's exactly how your personas are going to see it. ## How did we approach this? For one of the products, which I cannot disclose, we approached it in a pretty expensive way. We did 3,000+ interviews, four markets, 75 needs that we highlighted, and a gazillion insights. In this article, I'm hoping to share something you can take back to your team, it won't cost a lot, please partner with your Insights Manager with your research team, and try to put that in motion. Cost-free, relatively, but it's going to be really effective, I promise. **Beauty consumers don’t want AI chatbots** We found that beauty consumers don't want AI chatbots - we were really heartbroken. Their job to be done was actually to look the way they want. Equally, for our app users in the FinTech space, they don't want credit products. They want to afford what they need, or what they want. That changes things because you can tackle that problem in very different ways and communication can follow the lead on that. ### Map out each stage and each step of the job ![Map out each stage and each step of the job.](https://www.productmarketingalliance.com/content/images/2022/10/Screenshot-2022-10-24-at-16.39.17.png) Step by step, we mapped out each stage and each step of the job, when a customer starts to think, "I need to do something. Let me figure out what solution I have". They define the problem, they prepare for it, they execute on it, they monitor to see if everything went well, they modified and they concluded. So to give you an example, yesterday, when I was looking for McDonald's, I tried to find "Well, I'm not feeling so well. I just want something nice to eat. Something that I can eat by myself and my boyfriend will not judge me". I defined that, I prepared, went on Uber Eats, I executed it, I monitored, I checked every five minutes to see where my order was, I modified it and told the guy, "Please call me when you're downstairs" and then I concluded which was eating the food and watching some Netflix. ### Calculate the opportunity score for each job step For each of these stages, you put out the steps. One of the steps, as I said, was researching what options I have, what are the nearest restaurants or whatever. Moving forward for each of those steps, you calculate an opportunity score. ![Calculate the opportunity score for each job step.](https://www.productmarketingalliance.com/content/images/2022/10/Screenshot-2022-10-24-at-16.38.46.png) Essentially, each step has a nugget of opportunity for you. Through questionnaires or through interviews, you can assess the importance and the satisfaction. - How important is it for that person to get that thing done? - How satisfied are they with their current solutions? That's how you identify a satisfaction gap. Your opportunity score becomes the importance plus that satisfaction gap. Just to give you a preview, if the score is smaller than 10, don't bother. And if the score is higher than 10, you should probably start paying attention to that. That's really going to be powerful when you talk to your product manager and you do this together to identify what features should be next. ### Select areas of opportunity The third one is selecting areas of opportunity. For us, we identified the ones with the hearts are actually the ones that had the higher score, which is incredibly important. ![Select areas of opportunity.](https://www.productmarketingalliance.com/content/images/2022/10/image-1.png) We identified at this point where we can shine best, where we can excel, what the customer cares about most. ### Organize the opportunity in themes We then organized the opportunity in themes. In our case, we had something around self-perception, techniques, planning, personalization, deliberation, you name it, you'll figure it out. ![Organize the opportunity in themes.](https://www.productmarketingalliance.com/content/images/2022/10/Screenshot-2022-10-24-at-16.34.16.png) You'll see the themes that have the heart you put them in little themes together with your teams. ### Ideate around the themes with product and other teams ![Organize the opportunity in themes.](https://www.productmarketingalliance.com/content/images/2022/10/Screenshot-2022-10-24-at-16.29.53.png) Then you start ideating into those themes with your product, commercial team, and whoever else you think is necessary over there. For those that work in B2B that might look a bit different. For B2C we love partnering with our Insights Managers and with our market leads. Once you have those themes and ideas, you can map them as to how hard they are to execute, and how much impact they actually have. ### Identify your competitive edge Where do you excel? The beauty comes together in identifying your competitive edge. When you start doing that in parallel with your competitors, it's not just a simple table anymore, you actually see it contextually across the entire journey, where you can add the most value, where you can actually shine, where you can differentiate. It's a really interesting exercise. Of course, you can do it in tandem with those questionnaires I was talking about earlier but you can also do it internally, you can get a lot of insights already available for that. ![Identify your competitive edge. ](https://www.productmarketingalliance.com/content/images/2022/10/Screenshot-2022-10-24-at-16.45.17.png) ### Select 3 underserved value propositions to test out with your personas Then you basically select three underserved value propositions from all of those where you shine, where your score is higher, you test it out with your personas, and you'll be surprised to see the kind of insights you find. We found really interesting stuff around that. ![Select 3 underserved value propositions to test out with your personas.](https://www.productmarketingalliance.com/content/images/2022/10/Screenshot-2022-10-24-at-16.44.44.png) ### Craft your messaging and test, test, test Then you craft your messaging based on the insights you get the persona as you alter a little bit your value proposition, you see how that trickles down and your positioning as I showed you with the competitors, and then craft your messaging test, test and again, I say test. ![Craft your messaging and test, test, test.](https://www.productmarketingalliance.com/content/images/2022/10/image-2.png) ### (Re)plan your go-to-market strategy Then you start replanning your go-to-market strategy, you probably already have one but just to give you an indication, there are two dimensions here: 1. Getting the job done better than your competitor or 2. Getting it done pretty much the same. But also being able to charge more or less. ![(Re)plan your go-to-market strategy.](https://www.productmarketingalliance.com/content/images/2022/10/Screenshot-2022-10-24-at-16.21.41.png) When you get the job done better, and you charge more, you basically just go for a differentiated strategy. So you win your underserved customers only. Obviously, the winning solution is to get the job done better and charge less, because that's when you actually dominate the market and you win everybody. That's not always the case, that shouldn't be the strategy for everybody and that's totally fine. But it has proven to be incredibly effective in terms of building that bridge of communication with product management, and also setting expectations. ## The balance between personas and jobs Have you ever had this happen to you where a product manager comes to you like, "We're not really talking enough about our products" And we're like, "Really? Tell me how it's different. Tell me what can I possibly do at this point? You're doing the job exactly the same way as your competitor, what are we gonna do?" You need to do something on the product side and this is a great conversation starter between you and the product, where you don't pass the hot potato anymore, you actually start building solutions, you actually start understanding what you can do in the short term versus the long term. Why is it important to find the balance between personas and jobs? ### Personas > Jobs **BIC pens for women** I don't know if anyone remembers the Bic pens for women? If you don't, go on Amazon and look it up, it's hilarious how many people mock it. If anyone reading is from Bic I love you guys, I'm so sorry, you've been doing a great job for all these years. This one has been spectacular. If you go there, essentially, you see a product designed for women, a pen that is pink for some reason. But all I need to do is get something written down. That's all I need to do. There's no need to emphasize that I'm a woman and make the pen pink for me. It's fine. I can write with a blue pen. This is what happens when you overemphasize the personas and you forget about the functional side. You overemphasize the unimportant and you're at risk of having something that's quite biased and quite prejudiced. (Genuinely go on Amazon and check this out, I laughed for half an hour.) Equally, with jobs on the other side, if you forget the emotional and the social needs, and become too functional and too cold that's also a risk you want to stay away from. Because then you're literally undifferentiated, and it just becomes a really sad story. This is the outline. ## Key takeaways Do your business-as-usual work on personas, but enrich it. 1. Map out each stage and each step of the job 2. Calculate the opportunity score for each job step 3. Select areas of opportunity 4. Organize the opportunity in themes 5. Ideate around the themes with your team 6. Identify your competitive edge. Where do you excel? 7. Select 3 underserved value propositions and test them with your personas 8. Craft your message and TEST 9. (Re)Plan your GTM strategy Thank you. [**Download the deck >**](https://speakerdeck.com/productmarketing/georgia-diaconescu-monese) ### Combining competitive intelligence and win-loss analysis, with Jonah Lopin and Ken Allred URL: https://www.gotomarketalliance.com/podcast/combining-competitive-intelligence-and-win-loss-analysis-with-jonah-lopin-and-ken-allred/ Last updated: 2023-09-12T11:45:37.000Z You’ve tuned into a very special episode of GTM-FM. It’s the season finale, and we’re welcoming not one, but TWO guests to the pod. Here to discuss the power of combining competitive intelligence with win-loss analysis are Jonah Lopin, CEO of Crayon, and Ken Allred, CEO of Primary Intelligence. Before founding Crayon, Jonah was VP of Customer Success at HubSpot having joined the company in its very early days. Having spent 10 years honing his skills in sales management, Ken founded Primary Intelligence in 2000 to solve the problems he’d faced in the sales industry. Fast forward to 2023, and Primary Intelligence and Crayon have just launched an integration between their two platforms. So, who better to debate the merits of competitive intelligence for win-loss than these two tenured Founders and CEOs? --- [‎GTM-FM on Apple Podcasts‎Business · 2023![](https://t3.gstatic.com/faviconV2?client=SOCIAL&type=FAVICON&fallback_opts=TYPE,SIZE,URL&url=https://podcasts.apple.com/us/podcast/gtm-fm/id1629395489&size=128)Apple Podcasts![](https://is2-ssl.mzstatic.com/image/thumb/Podcasts122/v4/84/6f/0f/846f0f85-a40a-428a-a10b-4e5771c0dcf9/mza_6691777692131485979.png/1200x630wp.png)](https://podcasts.apple.com/us/podcast/gtm-fm/id1629395489) [GTM-FMWelcome to the official Go-to-Market Academy podcast.Join us as we get up close and personal with guests from across the C-suite and business leaders to uncover their secrets for Go-to-Market success.![](https://ssl.gstatic.com/images/branding/product/2x/podcasts_48dp.png)Google PodcastsGTM-FM![](https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcRvZGy_qyUpxXD7JyCXMoKgWny26b3GflhHhC8r_YJvfYW7FPI)](https://podcasts.google.com/feed/aHR0cHM6Ly9mYXN0Lndpc3RpYS5jb20vY2hhbm5lbHMveHQ4NXJtbW9hai9yc3M) --- In this episode we cover: - How can companies benefit from combining win-loss analysis with competitive intelligence? - What does implementing these combined functions look like in practice? - What’s the impact of leveraging competitive intelligence from buyers vs other sources? - What does the future look like for competitive intelligence? - Best practices for combining competitive intelligence and win-loss. ### Prioritizing personas as an investment in building a comprehensive lifecycle framework URL: https://www.gotomarketalliance.com/prioritizing-personas-as-an-investment-in-building-a-comprehensive-lifecycle-framework/ Last updated: 2024-08-20T16:05:22.000Z *Adria Fischer, then Director of Customer Marketing at Sovos, made this presentation at the Customer Marketing Summit in September 2021\.* [*Watch presentations OnDemand*](https://www.productmarketingalliance.com/customer-marketing-summit-september-2021/) *now.* My name’s Adria Fischer and I'm the Director of Customer Marketing at Sovos, a leader in the tax and regulatory compliance industry. We’re a global company specializing in solutions for the complexities of digital tax transformation, with complete and connected offerings for tax determination, continuous transaction control, tax reporting, and more. I've been working in marketing for over 15 years, and I've had the good fortune to work at some great companies including Time Warner Cable, Comcast, WGBH, as well as Kronos, which is now UKG before joining Sovos, half a year ago. So, I've held a variety of roles in marketing, including program management, customer reference management, competitive intelligence, and product marketing before joining the ranks of customer marketing about four years ago. That said, I found my place when I entered the world of customer marketing. It's been a wonderful journey for my career so far, and I'm loving the growth that's happening in this field, as there are so many opportunities. It’s a really exciting time for anybody who wants to learn more or pursue this area, and this session emphasizes that the key to engaging customers is an investment in developing robust and dynamic customer personas, specifically focusing on how your personas interact with your business, your product or your service, as well as how they engage, knowing what they need, and more importantly, why they matter. ## What is the role of a customer marketer? I believe the role of the customer marketer is to gather insights and extrapolate why each persona matters. After all, every persona matters, whether they’re an end-user or a decision-maker. Continuously researching, interviewing, and validating your personas is essential to developing meaningful and relevant multi-channel content. It also ensures that the content you create is going to resonate, and that you're delivering the right message to the right person at the right time using the right tactics. One of the first projects I undertook when I transitioned to customer marketing was developing my company's customer personas. I didn't know it at the time, but it would become a pivotal project in my career. As time went by, my name became increasingly associated with customer persona work that I'd done; I was often brought into conversations to provide guidance on how to use them, and also approached by other customer-facing teams who wanted to learn more. Ultimately, I was called in as the SME (Subject Matter Expert) when it came to the organization's customer personas. Doing the research and analysis to develop the customer personas laid the groundwork for validating future decisions around release readiness, events, strategies, and many other programs. A solid understanding of the customer personas enabled my team to create segmented programs and more tailored learning paths and user events, which provided greater value and more relevant content. In this article, I’ll focus on: - [What personas are](https://www.productmarketingalliance.com/prioritizing-personas-as-an-investment-in-building-a-comprehensive-lifecycle-framework/#what-is-a-persona), - [The difference between user and buyer personas](https://www.productmarketingalliance.com/prioritizing-personas-as-an-investment-in-building-a-comprehensive-lifecycle-framework/#how-are-user-and-customer-personas-different), - [How to keep your personas current](https://www.productmarketingalliance.com/prioritizing-personas-as-an-investment-in-building-a-comprehensive-lifecycle-framework/#how-to-keep-your-personas-current), and - [Persona mapping](https://www.productmarketingalliance.com/prioritizing-personas-as-an-investment-in-building-a-comprehensive-lifecycle-framework/#persona-mapping). ## What is a persona? A persona is defined as a fictional character created to represent a user type that might use a site, brand, or product in a similar way. Personas are used to consider the goals, desires, and limitations of buyers and users to help guide decisions about a business's service, product, or interaction. Put simply, the purpose of any persona, whether this is buyer or customer personas, is to help you understand a particular personas needs, experiences, behaviors, and goals. I’m also an advocate of making the distinction between all three types of personas within your organization because they each serve their own purpose. Buyer personas are going to be focused on pain points, or daily frustrations and challenges, as well as what type of information they lean on during the buying process. Additionally, they’re also an important tool for how to effectively position your solution or service during the buying stage of the life cycle. Moreover, when a supplier purchases the product or service, they become a customer. ## How are user and customer personas different? I've often seen confusion around user and customer personas; after all, the customer uses the solution or service, so why would they not simply be a user persona? Generally, user personas are created by user experience or user research teams for design and engineering purposes. On the other hand, customer personas are a tool that should be created and used by marketing, specifically customer marketing. User personas as created by a user experience team often get into demographic details like age, type of employment level of education, income, hobbies, interests, etc. As one Director of UX explained to me years ago, the details matter for user personas because they're a tool for engineers, who may benefit from a better understanding of the person who is going to be on the receiving end of their coding and design. In simple terms, user personas are a means to humanize why feature X matters, or why button A should be located where it is. We also have customer personas, and these focus on how customers interact with the solution, the product, or even the business, as well as how they engage, what they need, and most importantly, why they matter to your company or organization. Finally, customer personas matter because a lot of customer marketing is focused on communicating the right information, to the right person, at the right time, in the right way. To share relevant information with the appropriate audience, we need to first identify who that audience is, what information they need to consume, why they need to consume it, and the correct time to communicate that information to them. Customer personas help us align the appropriate information with the correct person, so communications and content are meaningful, tailored, and timely. ## How to keep your personas current Well-developed personas are foundational for creating segmented and personalized communications, programs, and content that resonate and are impactful. Let's assume I've convinced you to develop and create customer personas. Perhaps you've been using the buyer personas product marketing created, or the user personas someone handed you when you first joined customer marketing, and within the last few minutes, you slammed your fist down and said, “no more not gonna stand for this. I need the right tools to be the best customer marketer I can be. I'm going to start by developing a set of customer personas.” Generally speaking, there are four steps to get started as with any project: 1. Identify, 2. Research 3. Analyze, then 4. Turn your work into a usable tool. I'm going to give you some tips on how you can keep your customer personas current and become a priority for your organization, and a key component during planning. ### 1) Identify your customer personas If you're starting from scratch, I recommend partnering with someone on your operations team who has access to your customer database and knows how to create or pull reports. It’s even better if they're an Excel wizard and can help you categorize and segment the various data points. [![When you're trying to keep your personas current, first of all, you need to identify your customer personas.](https://www.productmarketingalliance.com/content/images/2021/12/How-to-keep-personas-current.png)](www.productmarketingalliance.com/prioritizing-personas-as-an-investment-in-building-a-comprehensive-lifecycle-framework/) A good place to start is pulling data based on job titles, functions, or departments. It’s also useful to have a conversation with your sales engineers or your sales teams to find out who they present to during demonstrations. Sales engineers or pre-sales often use demo scripts based on which role and user type they're presenting to during the buying cycle. This team is a great resource to better understand which departments and job functions matter after that buying decision to see the buying decision stage. Another good starting place is to pull together all the personas that exist across your organization including buyer and user personas. From there, you can categorize and start identifying, it's equally important to look for the gaps. It's possible that there's a persona that hasn't been accounted for because they only interact with one department, or they’re perhaps only involved in one stage of the life cycle. Additionally, you might find that you've identified some personas that are overlaid. At my last company, we had a persona that one of my colleagues coined ‘the data ninja’. This was a persona that could have been just as easily a manager or an administrator for the system, or even a decision-maker, it was all about somebody who just loved data and reporting and had very little to do with what their day to day role was and how they interacted with the solution or the business. ### 2) Conduct research Step two is research. By this time, you should have a good idea of how many personas you have as well as who your customer personas are - but what do you know about them? You need to do the research to understand your personas in greater detail, and interviewing is a great way to do this. Start by listing all the questions you want to ask. For example, when I’ve done interviews with customers at Sovos, these are some of the questions that I start with: [![You need to do the research to understand your personas in greater detail, and interviewing is a great way to do this. Start by listing all the questions you want to ask.](https://www.productmarketingalliance.com/content/images/2021/12/Interview-questions--1-.png)](www.productmarketingalliance.com/prioritizing-personas-as-an-investment-in-building-a-comprehensive-lifecycle-framework/) If your list of interview questions adds up to twenty or more, it's a good idea to start with a person you know will be receptive to answering a long list of questions. If you can find one of your personas within your organization or your inner personal circle, this is a perfect entry point to formulate and test your interview questions. Moreover, starting with peers or colleagues helps you refine that list of interview questions. It’s better to learn which questions don't garner that much information or even feel redundant with a person who's going to be patient with you, rather than a customer whose time you might want to use more wisely. For example, in my last role, we’d identified the IT administrator as one of the customer personas. I happen to be married to a person who has worked in IT his entire career, so I approached him to be my first interviewee. The interview helped me figure out the best way to phrase questions to gather the most insight and information. I also reached out to coworkers who worked in the same departments as our customer personas. For example, if your customer is in payroll, HR, finance, or the legal department, there's a good chance you have a colleague you can interview. The likelihood is they'll give you a lot of great information and insight because it might be one of the few times someone's coming to ask them: - What do they want to know about from their vendors? - What information do they want to receive? Here are some additional words of wisdom from my college journalism professor: “Never underestimate the power of being silent during an interview.” Interviews are about the person you seek information from and are an opportunity for them to share their story and experience, so listen carefully and let them speak. Resist the urge to complete their sentence or finish their thought or even jump in when they pause. A pause just means they want to give you the most thoughtful response possible. I also highly recommend creating an interview template, so you're consistent with each interview. If others on your team are handling interviews, everyone is working off of the same script. You're also going to want to save your interview notes in a shared repository or some type of folder. Trust me when I tell you that you'll want to reference them from time to time. ### 3) Analyze By the end of step one, you have the shell or skeleton of your persona, and now it's time to start adding the guts - having multiple complete interviews for each persona is going to be critical to creating thoughtful and comprehensive analysis. [![By the end of step one, you have the shell or skeleton of your persona, and now it's time to start adding the guts - having multiple complete interviews for each persona is going to be critical to creating thoughtful and comprehensive analysis.](https://www.productmarketingalliance.com/content/images/2021/12/Analyze-and-make-it-a-tool.png)](www.productmarketingalliance.com/prioritizing-personas-as-an-investment-in-building-a-comprehensive-lifecycle-framework/) During your interviews, you're going to start seeing trends and similarities for how your distinct customer personas interact with your products or services: - How do they prefer to receive and can consume information? - What kind of information do they care about? Therefore, you'll have well-developed personas and distinct customer personas when you can answer these three questions: 1. How does this persona interact with our product or solution? 2. How does this persona prefer to engage with us? 3. What does this persona need to know? If you can answer all of those questions, you're on your way to knowing and understanding why that persona matters. ### 4) Make it a useable tool Step four is to convert your research and analysis into a tool you can reference and make your customer personas tangible. Give them the same treatment that's been given to your buyer and user personas in terms of presentation quality, and using a visually appealing and well-organized template. The first document I created for our customer personas help five boxes: - Who I am, - How I interact, - How I engage, - What I need, and - Why I matter. You can find templates galore with a search on the web or partner with your creative team to create a unique PowerPoint template. For customer personas, it's always been my preference to not add a picture. I believe that customer personas are representative of hundreds, thousands, perhaps even millions of persons, and you need to care about what's on the inside and how they interact with your solution. Limiting your persona to a single face or gender may create unintentional bias. Here’s an example of a really basic template that addresses those key components: [![Example personas template.](https://www.productmarketingalliance.com/content/images/2021/12/Personas-template.png)](www.productmarketingalliance.com/prioritizing-personas-as-an-investment-in-building-a-comprehensive-lifecycle-framework/) ## Persona mapping 1. Start by identifying your customer personas, 2. Research your personas using interviews, 3. Analyze your findings to start building out your personas, then 4. Turn your work into a tool that can be used by you, your team, or even better the customer-facing teams at your company. [![Persona mapping.](https://www.productmarketingalliance.com/content/images/2021/12/Persona-mapping.png)](www.productmarketingalliance.com/prioritizing-personas-as-an-investment-in-building-a-comprehensive-lifecycle-framework/) With your customer personas developed, the next step is to map them along the customer journey or life cycle. To begin mapping, you need to know what's happening in each stage or phase, then the real value of the customer persona work takes focus because your research and your deep knowledge of the customer personas will make you an expert for knowing where each of your personas is involved, and more importantly, how they're involved. It takes an understanding of what's happening to each persona across the lifecycle to create compelling persona-based messaging and engagement programs. I highly recommend going through the journey mapping exercise one persona at a time. For example, the chart above is an example of persona mapping for an administrator persona. Everything I know about how the administrator persona is involved in what's happening for that persona is through research and interviews. It's after the clear understanding of what's happening and what needs to be communicated to that persona during that lifecycle stage that you can begin to determine and strategize how to best engage and how to best engage them. For me, that's the fun part, so let's take this a step further. During the onboarding stage, one of your touchpoints is a welcome message to your new customers to express excitement and enthusiasm with optimism for a successful partnership. With your customer persona work mapped to the customer lifecycle, you know both the decision-maker and administrator can play a role during onboarding. How you engage and what you communicate to those personas is likely to differ significantly. The welcome message for the decision-maker may emphasize the trust that was built during the buying and consideration stage. You may also know your decision-maker is likely to be at an executive level and not directly involved in the implementation of the product or solution. In that case, a personal letter from the VP of Sales or General Manager is an appropriate tactic. On the other hand, your administrator persona is going to play a critical role during implementation and throughout onboarding. You need to set expectations with an overview of the project timeline, project resources to get the project team ready or present a checklist of things to do in advance to get that first project kickoff meeting ready. Embedding customer personas into your customer lifecycle is how you go from good to great. It's one thing to understand the touchpoints that are imperative throughout the journey, to understand the value and importance of knowing which customer personas fit into the various stages along the lifecycle; you need to communicate to them effectively to deliver your desired message. This is how you become great. Taking it to that level of detail ensures that you are sending the right message, to the right person, at the right time, and in the right way. From here, you can focus on how to engage your personas. [![Putting the persona first: Identify the persona before program, strategy, and design; add personas to marketing briefs; create content with a persona in mind - emails too; create persona-based tracks at events; apply your persona work to all communications; add a personas field in your customer database.](https://www.productmarketingalliance.com/content/images/2021/12/Putting-the-persona-first.png)](www.productmarketingalliance.com/prioritizing-personas-as-an-investment-in-building-a-comprehensive-lifecycle-framework/) The more you know about your personas and what makes them tick, the more capable you become of delivering a great experience. You'll be able to elevate the moments that matter and the milestones that mean something to them. Knowing what matters to your personas, and how they prefer to be engaged is critical as it helps determine the elements and tactics for your customer programs, as well as where to allocate budget and resources. The ‘How’ can be a fun process too, where any idea is discussed, new ideas are explored, and discussions of new ways to present information are brainstormed. Additionally, it's not just about your product or service. When you prioritize personas as part of your customer marketing, engagement, planning, and strategy, you become better positioned to recognize, acknowledge, and celebrate significant yet sometimes elusive key moments that delight your customers. Whether it's an obscure holiday that only that persona might know about, or an event that's specific to that persona, or just knowing that being thanked and appreciated during a busy time of year or a certain time of year is how you make a difference and become memorable. ## In summary Make persona marketing a priority by putting it as the first step when you begin your planning processes and identify the intended persona before you plan, strategize, or design a program, campaign, or event. Also, be sure to add personas as a field to your marketing brief so your content briefs and design communications are created with a specific persona in mind. It’s also beneficial to partner with other customer-facing teams to develop a communication strategy that is centered on the persona. Even better, work with your operations team to embed personas as a field in your customer database. This makes creating segmented lists infinitely easier when you want to send a communication directly to that persona, and your hard work shouldn't be left to sit on a shelf gathering dust. Always keep your personas current with continuous research and interviews. You can do this by creating a goal to conduct a certain number of interviews, possibly even making it a quarterly goal, and then you're going to want to validate your hypotheses to ensure you're hitting the mark with each persona. For example, does one form of communication perform better than another? Do you receive higher response rates during a certain time of year, day or week? Be sure to update your research and documentation routinely so your personas stay relevant and current. ### Five ways to protect your business in an unpredictable world URL: https://www.gotomarketalliance.com/five-ways-to-protect-your-business-in-an-unpredictable-world/ Last updated: 2023-05-25T16:00:12.000Z If there’s anything we learned from the Covid-19 pandemic it’s change can happen at any time, and it pays to be prepared for the unpredictable. With the likelihood of global crises increasing, it's essential to future-proof your business. Reacting after a problem happens isn’t good enough, you need to take preventative measures to give your company the best chance of riding out any upcoming storms. And it's not just pandemics you have to contend with, the marketplace is changing just as rapidly as the climate. New technologies are springing up all the time (ChatGPT anyone?) and you don’t wanna be late to the party. 👀 So, what can you do to keep your business afloat and not just survive, but thrive, in an uncertain world? Well, The Alliance was founded in the Fall of 2019, and we managed to come out the other side of the pandemic even stronger and more successful than we went in. So, here are our five top tips for getting through a global crisis… 🌍 ## How to ensure your company survives a global crisis 1. **Look backward** It might sound counterintuitive, but the old adage ‘history repeats itself’ is pretty accurate. While they might feel especially pronounced right now, a lot of the challenges we’re facing as an industry have happened before. First off, identify the problems you could potentially face in the next one, five, or 10 years. Then track down case studies of companies comparable to yours and see how they’ve handled similar problems. YouTube is rife with videos analyzing how companies survived and thrived or crashed and burned in response to things like Covid-19, the 2008 economic crisis, or the 1987 Stock Market crash. By reviewing what’s gone well, and what’s been a spectacular failure in the past, you can start to lay down plans for the future. And start building contingency plans for how your business would handle problem X or Y. So if a problem arises, you don’t have to scramble to find a solution, you’ve already thought it through and come up with a strategy. [Everything you need to know about Go-to-Market strategyGo-to-Market is the strategy that takes you from the first spark of an idea, to a successful product or feature launch and beyond, to the market success of your product. Put simply, it’s the process of launching a new product.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/03/gotomarkethub.jpg)](https://www.gotomarketalliance.com/the-go-to-market-hub/) **2\. **Be agile in your work processes** It’s really easy for companies to get stuck in their ways. ‘This is the way we’ve always done things, so this is how we’re going to keep doing them’. In a market (and world) that’s constantly evolving, clinging to tradition simply won’t work. You have to be open to new ways of working and willing to respond to changes rather than just persisting with failing tactics in the hopes they’ll eventually pay off. It's important to listen to your employees in these situations. If they’re telling you they’ve been trying one strategy for a year and they've seen no progress, it’s time to review your processes. They’re also the ones on the frontline of your business, so they’ll probably be the first to notice signs that a shift in the market is coming. As well as paying attention to your employees, pay attention to what’s going on around you. When new technologies spring up or big shifts happen, don’t stick your head in the sand and insist it's ‘just a fad’ or ‘it’ll pass’. When these things happen, learn about them and work out how to make them a strength rather than a weakness. For example, at The Alliance, we now have a ChatGPT strategy to ensure our content can cut through the noise of AI and still find our audience. Instead of clinging to our old way of working, we pivoted so we could get ahead of ChatGPT rather than waiting around for it to eat into our organic traffic. **3\. **Maximize the value you offer** At The Alliance, we don’t just have one revenue stream or one source of value for our customers and target audience. Our content is varied, from blog posts and podcasts to YouTube videos and reports, we don’t limit ourselves to any one medium. Our events are also varied as we offer both in-person and online events. Without giving away trade secrets, we do our best to deliver value, but also to deliver it via the channels most convenient for our audiences. That means if we fall short of a target in one area one week, we’ll make it up somewhere else. Put simply, we haven’t put all our eggs in one basket. So if another pandemic happened, we’d really miss our in-person events, but we have options. (Btw, you should check out the Go-to-Market Festival happening this summer. 👇) [#GTM23 | GTM AllianceThe enterprise Go-to-market (GTM) summit, built by the largest community of GTM leaders.![](https://storage.googleapis.com/acara-assets-production/production/organizations/63c5b0f7729d92433016f919/1673902678612-GTMiconloo.png)GTM Alliance![](https://storage.googleapis.com/acara-assets-production/production/organizations/63c5b0f7729d92433016f919/1673902612637-GTM23-Summit-Generic-Meta-2023-1.png)](https://events.gotomarketalliance.com/) If you can’t diversify within your business, you can build out a ‘partnership’ or ‘ecosystem’ Go-to-Market strategy to add value to your offering. This will allow you to capture a larger target audience and ensure you have options if the worst happens. **4\. **Develop good relationships with your customers** Having good relationships with your customers is one of the best ways to protect your company against the future. It has three main benefits: - Listening to your customers can help you predict future trends and get ahead of them. - A strong customer feedback loop allows you to improve your products and be at the top of your game. - If your customers are loyal advocates of your brand they’ll stand by you when times are tough. Let’s break each of those down a bit. Your customers aren’t just looking at your company. They’re looking at your competitors and they’re looking at the overall market. So they know what they want out of a product and what the industry benchmark is. Listening to customers and collecting their feedback gives you a competitive edge and helps you predict upcoming challenges. As for customer loyalty, this will in part come from listening to your customers and taking actions that demonstrate you’ve listened. Customers will respect you more if they can see you acting on their feedback. The best things you can do to make customers advocates of your brand include practicing authenticity, acknowledging and resolving customer pain points, and delivering as much value to your customers as you can. If you do this, customers will commit to your brand and be motivated to support you throughout tumultuous periods. **5\. **Be frugal** When times are good, don’t overspend on the assumption times will always be good. You shouldn’t spend money on your projections for the future, stay within your means. If you overextend yourself and the market turns suddenly, it’ll cut you out below the knees. And this applies to resources and staff as well as the budget. If you’re a scale-up company and growing fast you might be tempted to bring a lot more staff in. Make sure you’re not hiring people just for the sake of it. Only hire staff you actually need. You don’t want to end up in a situation where you hire a huge number of employees only to have to make them all redundant six months later. Plus, recruitment is an expensive and time-consuming process. So it's not just about hiring the right number of employees, it's about keeping the ones you have. If your company has a high staff turnover rate you’re going to be expending resources you don’t have regularly to replace the people that are leaving. Make sure you’re investing time and energy into a good workplace culture so that the employees you have want to stay. That way you can save money on recruitment and your staff are more likely to stick around when times get tricky, rather than jumping ship. Your employees are your most important asset, so if you’re going to invest somewhere you should start with them. [Create an effective Go-to-Market strategy in five stepsThe goal of a GTM strategy is to provide your target audience with a compelling and distinctive value proposition in order to improve the customer experience and acquire a competitive advantage.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceHarshit J![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/5stepsgtm.jpg)](https://www.gotomarketalliance.com/create-an-effective-go-to-market-strategy-in-5-steps/) ## TLDR; If you want to futureproof your company against the uncertain and volatile times ahead: 1. Learn from the past. 2. Be agile in your processes. 3. Maximize the value you offer customers. 4. Develop good relationships with your customers. 5. Be frugal in all areas of your business. ### Pricing and packaging: Working as a cross-functional team URL: https://www.gotomarketalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/ Last updated: 2024-08-20T16:05:00.000Z Hey there! My name is Andrea Bailiff-Gush, and I’m the Head of Product Marketing at a startup called AppOmni. I think we all have superpowers as product marketers and my superpower is cross-functional collaboration, which is a big part of what we're going to focus on today as we dive into how to price and package a product, make it a strategic revenue driver in your organization, and get a seat at the table when pricing decisions are being made. [![Profile for Andrea Bailiff-Gush](https://www.productmarketingalliance.com/content/images/2023/04/Screenshot-2023-04-20-at-16.29.42.png)](www.gotomarketalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/) In this article, I'll be focusing on: - What pricing and packing is - B2B pricing and plans - Why product marketing needs to be involved in pricing decisions - The pricing dream team - How to build a pricing team - Pricing team objectives - How to communication pricing decisions internally - How to make pricing strategy a strategic revenue driver ## What is pricing and packaging? The Go-to-Market process should be familiar to all of us as product marketers. First, the product is developed, and we start working on persona research and messaging. Then we think about the timing of the launch, we size it, we plan a launch event, and we do pre-launch marketing to seed the market. Then comes the lightning strike moment: the product launch. After that, we move to sustaining the launch and ensuring the enthusiasm it generated doesn’t dip. [![Graphic of the post-launch process](https://www.productmarketingalliance.com/content/images/2023/04/Screenshot-2023-04-20-at-16.32.41.png)](www.gotomarketalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/) So where does the pricing come into this process? We tend to assume that it comes near the end of the process – when we’re working with sales, getting ready for enablement sessions, and thinking about how to put the new product into our CRM. However, pricing should be part of the first phase of our go-to-market process because it’s an incredibly strategic and important element. It involves thinking about the target audience, use cases for the product, and the problem that the product solves – all of these factors go into how a product is priced and packaged. ## B2B pricing and plans There are a lot of different ways to approach pricing in B2B. Here are a few pricing models you might want to consider: - **Pricing based on value:** This involves sitting down with prospects or customers and conducting willingness-to-pay surveys. - **Pricing based on competition:** In this approach, you conduct a competitive analysis and determine whether to go higher or lower than your competition. - **Cost-plus pricing:** Thisinvolves looking at the cost of the product and adding a percentage on top of that to ensure a healthy margin. - **Dynamic pricing:** The idea here is that you increase the value of your offering and adjust the cost over time as the customer relationship grows. [![Pricing techniques in B2B](https://www.productmarketingalliance.com/content/images/2023/04/Screenshot-2023-04-20-at-16.36.04.png)](www.gotomarketalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/) There are also a few different ways to approach your plans: - **Free trial:** The idea here is to give users access to your product for a short amount of time – just enough for them to see the value – before getting them into a paid plan. - **Tiered:** This is the good/better/best or basic/advanced/professional approach. This model can help you build the right packages for different segments, for instance, SMB mid-market, and enterprise. - **Pricing per user:** (Or per license, per app, or per organization) In short, there are all kinds of different strategies and models involved in pricing and packaging. You just need to find the one that’s best for your customer base and your company. [![Pricing matters for several reasons. Firstly, it influences how a business will be sustained, keep the lights on, and continue to delight its customers. Secondly, it impacts how a company is perceived and compared to its competitors. Finally, it proves how a company can meet customer expectations and encourage customer growth over time.](https://www.productmarketingalliance.com/content/images/2023/04/Screenshot-2023-04-20-at-16.43.32.png)](www.gotomarketalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/) Pricing matters for several reasons. Firstly, it influences how a business will be sustained, keep the lights on, and continue to delight its customers. Secondly, it impacts how a company is perceived and compared to its competitors. Finally, it proves how a company can meet customer expectations and encourage customer growth over time. ## Why product marketing needs to be involved in pricing decisions In my experience, pricing has usually been led by product and sales. Product builds its roadmap and then gets together with sales to think about the price before validating it with customers and prospects. Then they come to marketing and tell us what the price is going to be and make sure we build that into our go-to-market strategy. It’s an absolute mess. Imagine being a customer and coming across positioning and messaging for a product that doesn’t align with its price. Imagine how jarring an experience that would be. That's why it's so important for product marketers to be involved in pricing decisions. We're perfectly placed to take the target market, competitors, and positioning and messaging into consideration as the decision is being made. ## The pricing dream team Below, I've put together a quick visual of what I call the Pricing Dream Team. It consists of four key perspectives, and I've intentionally arranged them horizontally because each of them contributes equally to pricing decisions. Let's examine each role and the value they bring to the table. [![Graphic of the ideal pricing team.](https://www.productmarketingalliance.com/content/images/2023/04/Screenshot-2023-04-21-at-10.21.32.png)](www.gotomarketalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/) We’ll start with product management – one of the usual suspects involved in pricing decisions. They define the product roadmap and initiate pricing discussions for new features. Product managers are also often involved in customer and sales calls, so they can gather valuable market feedback. On top of that, they’re key players in packaging the product and determining how to best bundle different features and functionalities to solve customers' problems. Sales and customer success are other essential parts of this dream team. They can validate prices with customers, prospects, and sales reps. They’re also thinking about pricing levers, which are strategies or techniques that can be used to close deals. For example, if reps are struggling to get a deal over the finishing line, they might throw in more seats for free or offer a discount – that’s a pricing lever and you need to consider it in your pricing models. The second half of the Pricing Dream Team consists of roles you might not generally associate with pricing decisions. There’s finance, which plays a significant part in ensuring the company can cover costs while setting prices. They’re also responsible for measuring and modeling gross profit and ARR, making sure that the product's pricing is going to help the company meet its financial goals. Last but not least, product marketers bring their expertise to the table. We’re responsible for naming packages and features and making sure those names are consistent across the product portfolio. We also conduct competitive analysis, which is crucial for keeping a finger on the pulse of the market and understanding how much competitors are charging – the last thing we want is to launch a product and then have a competitor come out with a much cheaper alternative. Product marketers also do win-loss analysis, examining new deals and renewals to understand if pricing influenced the outcome. Finally, we assess customers' and prospects' willingness to pay. This essentially means sitting down with customers and prospects, presenting a feature or doing a demo, and asking what they would be willing to pay for this product or feature. ## How to build a pricing team So how do you form a pricing team? How do you persuade people who are already juggling multiple projects and deadlines to get involved in pricing? It’s a challenge for sure. To address this challenge, you have to be strategic and use all of your people skills. Take the time to get to know your colleagues and understand their responsibilities. Building relationships and sharing your plans will go a long way to helping you assemble your pricing team. Another tactic is to start by examining your company's structure. In a startup, it's pretty easy to decide who you want on your pricing team – normally it’s the most experienced or knowledgeable person. In larger companies, you might need multiple pricing teams for different segments or solutions. No matter what size your company is, forming a strong pricing team takes strategic thinking and people skills. ## Pricing team objectives Okay, so you did an awesome job of recruiting people to your pricing team; now you just need to decide on your objectives. What value are you going to provide to the organization? Of course, you're supporting profitability for the business. Here are a few ways you’re going to do that: 1. Creating a pricing scheme that supports upsell opportunities 2. Validating pricing for every new feature and functionality as part of the go-to-market strategy 3. Evaluating the current pricing and packaging strategy ## How to communicate pricing decisions internally Now you’ve formed your team and you’ve got some processes in place, it’s time to roll them out internally. You need people to understand that the pricing team plays a strategic role in the company. If you have regular all-hands meetings in your company, see if you can get on the agenda to introduce your pricing team, share how you can help each team solve their problems, and make sure everyone knows that all pricing decisions have to come through your team. You’ll also need to be sure to create ongoing feedback loops between your pricing team and other teams. To get buy-in, you have to recruit an executive sponsor. Typically, that's your boss. I report to the CMO, so that’s my executive sponsor. If you meet weekly as a pricing team, you should meet monthly with your executive sponsor to present your pricing recommendations and get an agreement from them. You'll also want to show any analysis on pricing and packaging decisions and recommendations and tie them to the company's objectives. ## How to make pricing strategy a strategic revenue driver So, how can you make sure that your pricing strategy moves the needle for your business? First, you need to incorporate pricing into your go-to-market process; it should come into the first phase. Throughout this process, make sure you lead with data by conducting willingness-to-pay surveys and analyzing customer feedback to understand their pain points and needs. Next, think about how to package your product. That’s going to help determine your price point. Pricing is not static, so it’s essential to reevaluate your pricing regularly. After launching a product, I always ask our revenue operations team to create a dashboard in Salesforce that I can use to track new deals, revenue contributions, and other relevant metrics. This is the kind of information you want to be able to show your boss. It’s also a good idea to create a pricing roadmap that aligns with your product and marketing roadmaps. This is going to help you plan for upcoming features and functionalities and it’s going to allow you to schedule reevaluations of your current packaging and pricing structures. As you do all this, it’s vital to consider the impact of pricing decisions on other teams and ensure that they have enough time to implement any changes. Typically, revenue operations and enablement teams are going to be most affected. Be sure to provide them with all the necessary information upfront and coordinate with their list of responsibilities. Contracts are also crucial to consider, especially when you’re changing a package or plan. Think about customers approaching renewals or opportunities in the final sales stages and how any drastic changes might affect them. Additionally, don't forget to update your website if you have pricing information displayed there. Finally, invest in training to ensure your sales reps fully understand any new pricing models or features and how they are priced. By giving due consideration to these factors, you’ll create a more seamless process for pricing decisions, ultimately leading to a more effective pricing strategy that benefits both your organization and your customers. ## Final thoughts If you remember anything from this article, make it these points: - Harness the power of the Pricing Dream Team – product marketing, sales, and finance. - Consider pricing from the moment of the product’s inception, not as an afterthought right before your launch event. - Be aware of what competitors are charging. - Make sure you run willingness-to-pay surveys. - Cover your costs. - Gain the support of executive sponsors and the leadership team. - Consider how any pricing updates will affect other teams. - Remember to update your sales tools. - Pricing is a living breathing thing so continue to evaluate and optimize. ### Create an effective Go-to-Market strategy in five steps URL: https://www.gotomarketalliance.com/create-an-effective-go-to-market-strategy-in-5-steps/ Last updated: 2023-05-23T16:00:59.000Z ## What is a Go-to-Market strategy? A Go-to-Market (GTM) strategy is a plan that outlines how a business will introduce a new product or reintroduce an existing product into a new market. The goal of a GTM strategy is to provide your target audience with a compelling and distinctive value proposition in order to improve the customer experience and acquire a competitive advantage. A business plan that specifies a sales strategy, pricing strategy, and marketing plan is typically included in a GTM strategy. A company's entire marketing plan includes a GTM strategy. A GTM strategy focuses on a single product launch and is led by a smaller product marketing team, whereas a marketing strategy covers the whole brand of a firm. ## 1\. Customer analysis The most essential objective is to identify the appropriate target audience and determine their requirements and challenges. For this analysis, you should use a consumer insight tool, [competitive analysis](https://www.linkedin.com/pulse/5-reasons-perform-competitive-analysis-harshit-jain/), and email marketing. Creating a buyer persona allows you to target and shape your marketing communications for a specific set of people. To learn more about your clients, you may utilize blogs, forums, social media channels, or surveys. ## 2\. Selecting the best marketing channel for your company To get the most return on investment, you'll need to find out which marketing channels will produce the best results. This may be done using the ICE framework: - Impact: How many consumers will you be able to reach through your selected marketing channel? - Confidence: Are you certain that this channel will provide you with the best results? - Ease: Is this channel providing a high ROI in a short period of time? There are a variety of marketing channels that are available, including social media and content marketing, SEO, paid advertising, sales and business development, email marketing, and offline marketing. Learn more on marketing strategy [here](https://www.linkedin.com/pulse/5-bulletproof-strategies-improve-your-marketing-harshit-jain/). ## 3\. Create a content marketing plan If you adopt an inbound marketing approach to develop demand for your product, content marketing is an excellent technique to attract your target consumer. Your content marketing team's mission is to develop captivating content based on your value matrix and buyer journey phases. How well your team employs search engine optimization (SEO) is just as crucial as the material itself. The easier it is for potential clients to find your goods, the higher your SEO ranking. ## 4\. Metrics can help you improve your sales process To boost your sales team's performance, choose a way to track their development. Use KPIs like discussion rate, sales volume, and time to make sure you're on track and identify where your sales staff needs to improve. Use analytics to look for methods to reduce your customer acquisition costs, increase your profit per customer, and shorten your sales cycle (the amount of time between first contact with a prospect and a closed deal). ## 5\. Align the firm with the introduction of a new product The minutiae of day-to-day revenue operations can easily overshadow planning for a product launch. But when is a better moment to enlist the help of all other departments? What other option is there to control the launch's expectations? Aligning the company implies that everyone is aware that the product is about to be released and is prepared when the big red launch button is pressed. ### Overcoming buyer indecision, with Matt Dixon URL: https://www.gotomarketalliance.com/podcast/overcoming-customer-indecision-with-matt-dixon/ Last updated: 2023-09-12T11:47:54.000Z In an oversaturated product market, your prospective buyers have more choice than ever before. Getting a customer to actually make a decision, never mind the decision to buy from you, is challenging. So how can you overcome that indecisiveness and actually make sales? Well, our guest this week literally wrote the book on it. Several books to be exact. Matt Dixon, Founder of DCM Insights and co-author of bestsellers including *The Challenger Sale* and *The Effortless Experience*, is here to help you overcome buyer indecision and find new ways to drive growth. --- In this episode, we’re covering: - How do we define customer indecision? - Which indicators of customer indecision should you look out for? - What is the JOLT Effect framework? - How can we use customer indecision to improve Go-to-Market? - Matt’s advice for getting started with customer indecision. [‎GTM-FM on Apple Podcasts‎Business · 2023![](https://t0.gstatic.com/faviconV2?client=SOCIAL&type=FAVICON&fallback_opts=TYPE,SIZE,URL&url=https://podcasts.apple.com/us/podcast/gtm-fm/id1629395489&size=128)Apple Podcasts![](https://is2-ssl.mzstatic.com/image/thumb/Podcasts122/v4/84/6f/0f/846f0f85-a40a-428a-a10b-4e5771c0dcf9/mza_6691777692131485979.png/1200x630wp.png)](https://podcasts.apple.com/us/podcast/gtm-fm/id1629395489) [GTM-FMWelcome to the official Go-to-Market Academy podcast.Join us as we get up close and personal with guests from across the C-suite and business leaders to uncover their secrets for Go-to-Market success.![](https://ssl.gstatic.com/images/branding/product/2x/podcasts_48dp.png)Google PodcastsGTM-FM![](https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcRvZGy_qyUpxXD7JyCXMoKgWny26b3GflhHhC8r_YJvfYW7FPI)](https://podcasts.google.com/feed/aHR0cHM6Ly9mYXN0Lndpc3RpYS5jb20vY2hhbm5lbHMveHQ4NXJtbW9hai9yc3M) ### Go-to-Market best practices: Navigating the web URL: https://www.gotomarketalliance.com/go-to-market-best-practices-navigating-the-web/ Last updated: 2024-08-20T16:04:27.000Z Hi, we’re **Amanda Ellsworth, Senior Product Marketing Manager at Workiva**, and **Ernest Anunciacion, Senior Director of Product Marketing at Workiva**, and we’re super excited to chat with you today about something that we are very passionate about: Go-to-Market (GTM) strategy. First off, we're going to define what a GTM strategy is, and then we want to give you some tangible best practices that you can take back to your organization. The areas that we'll focus on are effective product launches, leveraging data (one of our favorite things), a persona-based approach to messaging, and finally, the soft skills that drive GTM strategy. In this article we’ll focus on: - What Go-to-Market strategy is - Go-to-Market launch best practices - The intricacies of Go-to-Market - Why the data doesn’t lie - How to nail the persona-based approach - How to build a persona kit ## What is a Go-to-Market strategy? Go-to-Market strategy has a ton of different definitions. Thankfully, Product Marketing Alliance is here to help us level set: > *Go-to-Market strategy is a plan which details how a company can promote a product to gain the interest of customers and gain a competitive advantage over other companies in their market.* Essentially, it's the way that we talk about our products and services, our value proposition, and – crucially – what differentiates us from our competitors. Unless you're in an arbitrage situation where there's no other product that does what yours does, it's very important to nail that differentiation down and nail it down in a way that resonates with the market you’re going after. Another core part of that definition is the word *plan*. It's one thing to have your Go-to-Market strategy, but how are you going to achieve that strategy’s goals? Think about the company you work for. It more than likely has a mission statement, maybe it has some values, and it most definitely should have some strategic objectives, but for them to have any meaning, you have to think about how you’re going to achieve all of those things. Not to get all Simon Sinek on you right now, but the Go-to-Market strategy is all about the *why.* Why do you do what you do? Why do you exist? And then it’s about the *what*. What do you do that's different from the rest of the market? [![Go-to-Market strategy is all about the why. Why do you do what you do? Why do you exist? And then it’s about the what. What do you do that's different from the rest of the market?](https://www.productmarketingalliance.com/content/images/2023/04/Screenshot-2023-04-06-at-17.20.33.png)](www.gotomarketalliance.com/go-to-market-best-practices-navigating-the-web/) Now, you might be wondering about the web we mentioned in the title. Well, we’re not talking about the world wide web. When friends and family ask, “What do you do in product marketing?” our go-to analogy is that we are the spider in the middle of a complicated web. There's no part of the organization that we don't touch. When it comes to GTM strategy, we're working with sales to improve sales enablement, messaging, and positioning. We're working with marketing to drive demand generation in the campaigns they’re going to run. We work with our pre-sales engineers; they’re responsible for our product demos, so we want to make sure the messages and frameworks we put together are woven into their talk track when they're showing our prospects and customers our awesome products. Now, when you’re working with all these teams, it can feel like you’re being stretched in all directions. If that sounds familiar to you, just know that you’re not alone. Navigating this web is one of the hardest parts of our job. This is where our best practices are really going to help you. ## Go-to-Market launch best practices Let's talk about launches, a key aspect of your Go-to-Market plan. Especially when you work for a tech company, it's really important to have a well-defined dev-to-launch process. So, we work closely with our R&D team to define best practices for each phase of this process and look at how we can most effectively take our products and services to market. Now for a closer look at each of those phases. [![Graphic outlining best GTM practices.](https://www.productmarketingalliance.com/content/images/2023/04/Screenshot-2023-04-06-at-17.22.21.png)](www.gotomarketalliance.com/go-to-market-best-practices-navigating-the-web/) ### Phase one: Why does this matter? First and foremost, it all comes back down to that *why*. Why should the customer care about this? What value are they going to gain from this? We’ve got to be able to monetize that. It's one thing to keep customers happy, but how are we making money off of it? ### Phase two: Prioritize it The next thing is prioritization. And it's not just prioritization in terms of the product roadmap but in terms of business priorities. Are we looking to elevate our win rate? Are we looking to increase the number of bookings? Is it about customer satisfaction? We work with so many different parts of the business with so many conflicting priorities, but we need to make sure that everybody's on the same page. ### Phase three: Make a plan and collaborate Once we've gotten through those first two steps, it's all about the planning. Maybe you’ve heard of the six Ps. For PG purposes, we'll keep it to the five Ps: *proper planning prevents poor performance*. You’ve got to put your game plan together and make sure that everybody's clear on their roles and responsibilities. ### Phase four: Communicate often Once you have that plan in place, it's about communication. Think about all those stakeholders in the web and remind yourself that over-communication is never a bad thing. The last thing we want is for any stakeholder in our Go-to-Market process to get an unpleasant surprise, so we’re constantly giving them updates. By the way, communication can take many different shapes and forms, so we always encourage our team to leverage all the channels they can. We’re doing meetings and Zoom calls, sending email follow-ups, and hitting people up on Slack channels. The important thing is to share your message consistently and keep everyone up to date on the status of your plan. ### Phase five: Optimize and test Finally, it’s time to go to market and test our strategy. One of the beautiful things about being in software is that if we fail at something, we will fail fast and will hopefully fail forward. We take learnings from that, and we apply them to the next thing we do. Often, companies get into the sunk cost fallacy. It's like, “Well, we invested so much time in this – we can't just get rid of it,” but that’s not always true. You’ve got to be able to test, move fast, and then move on. ## The intricacies of Go-to-Market Everything from revenue marketing to our product marketing, demand generation, campaign management, digital strategy, and content starts with our Go-to-Market plan. It’s a very complicated cycle, which you can see mapped out below. [![Everything from revenue marketing to our product marketing, demand generation, campaign management, digital strategy, and content starts with our Go-to-Market plan.](https://www.productmarketingalliance.com/content/images/2023/04/Screenshot-2023-04-06-at-17.24.03.png)](www.gotomarketalliance.com/go-to-market-best-practices-navigating-the-web/) We're going through this cycle right now at Workiva, and it covers everything from what went well and what didn’t go so well in the last cycle to what our goals are for the upcoming cycle. That all then feeds into the messaging component. That messaging goes into our marketing strategy, which is a lot more campaign-driven and tactical. We also look at where we’re going to invest our dollars in terms of sponsorships, webinars, and partnerships. Next, we move on to the tactical plan, where everything from whitepapers to ebooks has to have a creative brief. And then finally, we deliver that launch. ## Why the data doesn’t lie An important part of what product marketing does is capturing and owning data. We need to use that data to understand the business. Where are we at in terms of bookings? What does the pipeline multiplier look like today? What's the average deal size for our particular solution? We need to support all of that and help us plan for the next cycle. During this phase, we want to highlight both quantitative and qualitative data. This is where gathering feedback comes in. One of the best things about being in product marketing is the interactions that we have with customers and with prospects. [![Graph showing the sources of quantitative and qualitative data.](https://www.productmarketingalliance.com/content/images/2023/04/Screenshot-2023-04-06-at-17.25.21.png)](www.gotomarketalliance.com/go-to-market-best-practices-navigating-the-web/) Now, if you’re in a super small startup, you might not have access to any data yet. That’s not a great position to be in – you feel like you’re going into all your strategies blind until you’ve got your data set up. If that’s where you’re at, it is completely okay to use different kinds of data. Go back to basics and look at things like how many leads your website brings in. That will give you a starting point for a hypothesis. You can start building on that and then hopefully bring in someone with data expertise to build out a data system for you. ## How to nail the persona-based approach We all know that messaging is probably the most important and hardest part of our job. To help you navigate this challenge, we want to share how we’re approaching messaging at Workiva. Not too long ago, we transitioned from a solution-based (i.e. one-product purchase) approach to a segment-based approach with our messaging. What we found is that while this was in some ways great, it wasn’t getting us in front of that sweet, sweet person who was going to, quite frankly, sign the check. The segment-based approach wasn’t working for us, so we decided to switch to a more persona-based approach. This allows us to cast a wider net among the potential stakeholders within an organization and catch the ICPs we're looking for. Now, we've all built personas – you have a little picture of a person, you give them a name, and you try to get your teams to connect with that emotionally. We're shifting away from that type of persona because we want to decrease the bias it creates. We've all had our own unique personal experiences, and so has our customer. Traditional personas tend to ignore that. Your personas don’t need names; they don’t need photos. Just get down to the brass tacks of the buyer’s psychology, what they care about, what's in it for them, and what their objectives and long-term goals are. Another important thing to note is that personas are ever-changing. You need to regularly test your hypotheses and optimize your personas accordingly. ## How to build a persona kit Let’s take a quick look at the persona kit we’ve been developing, which is divided into three main sections: ### Section one: The fundamentals of the anchor persona - Persona heat map - Demographics - Emotive attributes - Behavioral attributes - Purchasing technology We then use all of this data to build our messaging in the next section of the persona kit. ### Section two: Messaging to the persona - Core messaging theme - Value framework - Buyer journey messaging We then bring those two parts together and, through the GTM plan, get into the tactical nuts and bolts: ### Section three: Selling to the persona - Sales enablement - Prospecting kit - Links to updated resources This is where we build guides for sellers and campaign managers to leverage and help drive lead flow. We’ve found this kit to be invaluable in making our work and the way we navigate the GTM web more straightforward. # The soft skills that drive GTM strategy There’re so many ways to describe product marketers. We’re the pitchers, quarterbacks, conductors, nuclei, coaches, the *brains* \- we’re the spiders at the center of the web. What all these analogies are getting at is that we straddle departments and we have to coordinate all their GTM efforts. A great way to approach this is to treat each department like a different persona. If you’re talking to the VP of Sales, think about what their pain points are. What's keeping them up at night? Are they getting pressure from the top because the numbers aren’t where they need to be? Do they have disgruntled employees who aren’t making their commission? Whenever you go into GTM conversations, think about who you’re talking to. [![Important skills that drive Go-to-Market strategy.](https://www.productmarketingalliance.com/content/images/2023/04/Screenshot-2023-04-06-at-17.29.05.png)](www.gotomarketalliance.com/go-to-market-best-practices-navigating-the-web/) That’s just one example of a soft skill that’s going to help you drive your GTM strategy forwards. Let’s take a look at a few more. - **Humility:** Launches won't always go the way you want them to. We've all been there. Maybe you expected your launch to produce certain results but it didn’t. Be humble and own that, but don't beat yourself up. It’s okay. You're going to learn from this. - **Executive presence:** You will have to interact with your executives. At some point, they will see your work so it’s important to be able to articulate the data, understand the business objectives, and bring that story together. - **Inquisitiveness:** We don't know everything, which is why it's important for us to be inquisitive, leave our egos at the door, and learn from other people. Once we bring everything we’ve learned together, we'll be able to tell the most complete and compelling stories. Those are just some of the most important soft skills that we’ve identified over the course of our 20 years of product marketing. ### Build your own positioning statement with our free template URL: https://www.gotomarketalliance.com/build-your-own-positioning-statement-with-our-free-template/ Last updated: 2024-06-21T13:55:27.000Z Positioning plays a big part in your Go-to-Market strategy, so getting it right is crucial. One of the key assets you’ll build for your positioning strategy is your positioning statement, an internal tool that communicates exactly what your product is, its value and how you’re going to sell it. Positioning statements are concise, educational and contain a lot of information in a very small space. That’s really hard to get right, but we’re making it easier. Use our **free positioning statement template** to: - Save time. - Save resources. - Deliver excellent results every time. Get your copy here. 👇 ### 13 SaaS marketing metrics to track in 2023 URL: https://www.gotomarketalliance.com/13-saas-marketing-metrics-to-track-in-2023/ Last updated: 2024-04-02T08:46:53.000Z How can you know whether developers are engaging with your product? And if they aren’t, what can be improved? Fortunately, you can answer these and other similar questions with SaaS marketing metrics. So, in this article, we’re looking at the metrics you can use to measure the success of your SaaS marketing efforts, as well as why you should track them. 👇 This list isn’t exhaustive but, if you want to track your SaaS marketing success, it’s a great place to start! ## **1\. Trial-to-paid conversion rate** Trial-to-paid conversion rate is a SaaS marketing metric that measures the percentage of trial users who convert to paying customers. To calculate this rate, you need to divide the number of users who converted from the trial period into paying customers by the total number of users who started the trial period. For example, if 100 users started the trial period and 20 of them became paying customers, the trial-to-paid conversion rate would be 20%. By tracking this metric, you can evaluate the effectiveness of your trial strategy and make adjustments to improve your conversion rate. This can include optimizing the onboarding process, improving the user experience, or offering incentives to encourage users to convert to paying customers. A higher trial-to-paid conversion rate can help increase revenue and reduce customer acquisition costs. A good trial-to-paid conversion rate depends on various factors, including the industry, product, pricing, and target audience. However, as a general benchmark, a conversion rate of 20% or higher is considered good. --- [The B2D guide to product positioningIn this B2D guide to product positioning, we’re giving you strategies to help you position your tech product so you get the results you’re looking for.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceTeresa Garanhel![](https://www.developermarketing.io/content/images/2023/01/DMA_Meta_product_positioning.png)](https://www.developermarketing.io/the-b2d-guide-to-product-positioning/) --- ## **2\. Monthly Recurring Revenue (MRR)** Monthly Recurring Revenue is a key metric used by SaaS companies to measure their predictable monthly revenue. MRR represents the amount of revenue that a SaaS company expects to receive each month from customers subscribed to its services. MRR takes into account the recurring subscription fees that customers pay on a monthly basis, as well as any upgrades or downgrades they make to their subscription plans. It doesn’t include one-time fees or charges. To calculate MRR, you need to multiply the total number of customers by their average monthly subscription fee. For example, if a SaaS company has 1,000 customers who pay an average monthly subscription fee of $50, the MRR would be $50,000. It’s important for you to track MRR because it provides a clear picture of your revenue stream, helps you forecast revenue, and allows you to identify trends in your customer base. Additionally, by monitoring MRR growth over time, you can measure the success of your marketing efforts and identify areas where you need to focus to see a boost in revenue. ## **3\. Customer Acquisition Cost (CAC)** Customer Acquisition Cost is an important metric for companies that offer subscription-based services, including SaaS companies, because it helps them understand the cost of acquiring new customers and evaluate the effectiveness of their marketing strategies. To calculate CAC, you must divide the total cost of marketing for a given period by the number of new customers acquired during that same period. For example, if you spent $10,000 on marketing in a month and acquired 100 new customers, your CAC would be $100. The CAC metric can help you evaluate the efficiency of your customer acquisition strategy and make informed decisions about your marketing investments. A high CAC may indicate that you’re spending too much money to acquire new customers, which could lead to profitability issues. A low CAC may indicate your efforts are effective in acquiring new customers at a reasonable cost. By tracking SaaS marketing metrics like this one, companies can optimize their strategies to reduce customer acquisition costs and improve the return on investment (ROI) for their marketing initiatives. ## **4\. Churn rate** Churn rate is a metric that measures the percentage of customers who discontinue their subscription to a service or product during a given time period. In short, churn rate helps you understand how many customers you’re losing and why. To calculate churn rate, you need to divide the number of customers who cancel their subscription during a given period by the total number of customers at the beginning of that same period. For example, if you had 1,000 customers at the beginning of the month and lost 50 customers during the month, the churn rate would be 5%. A high churn rate can be an indicator of customer dissatisfaction, product issues, or ineffective marketing strategies. It’s important to track churn rate and understand the reasons behind it so you can address any issues and improve customer retention. Improving customer retention and reducing churn rate can have a significant impact on your revenue and profitability, as it’s generally less expensive to retain existing customers than to acquire new ones. By monitoring and improving churn rate, you can increase customer satisfaction, reduce customer acquisition costs, and grow your business. --- [SaaS churn rate guideCustomer retention is essential in the world of SaaS. While it’s inevitable some customers will call it a day and unsubscribe, you still want to keep your churn rate super low. It’s a matter of saving revenue. If your churn is high, then it’s bad news.![](https://www.customersuccesscollective.com/content/images/2021/06/icon_yaJ_icon.ico)Customer Success CollectiveAlex Morris![](https://images.unsplash.com/photo-1555421689-491a97ff2040?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.customersuccesscollective.com/saas-churn-rate-your-guide/) --- ## **5\. Customer Lifetime Value (CLV)** Customer Lifetime Value (CLV) is a SaaS marketing metric that measures the total amount of revenue a company can expect to earn from a single customer over the course of their relationship. It’s fair to say that CLV helps you understand the long-term value of a customer and make informed decisions about customer acquisition and retention. To calculate CLV, you only have to multiply the average revenue earned per customer by the average customer lifespan. For example, if you earn an average of $50 per month per customer and the average customer stays for 24 months, the CLV would be $1,200. With CLV, you can evaluate the profitability of your customer base and make informed decisions about your marketing investments. You can also better allocate resources towards customer acquisition and retention efforts that generate the greatest ROI. ## **6\. Conversion rate** Another SaaS marketing metric is conversion rate, which refers to the percentage of website or app visitors who take a desired action, such as signing up for a free trial, creating an account, or buying a subscription. For instance, if 100 people visit a SaaS platform’s website and 10 of them sign up for a free trial, the conversion rate is 10%. It’s important to track this metric because it directly impacts revenue and growth. Improving the conversion rate can lead to a boost in the number of users, subscriptions, and ultimately, revenue. ## **7\. Customer satisfaction** Customer satisfaction is all about how happy and satisfied people are with your product (and how well it meets the needs of developers’ expectations and needs). Customer satisfaction in SaaS marketing is typically measured through surveys or other feedback mechanisms that allow customers to share their opinions and experiences with the product or service. SaaS companies use customer satisfaction data to identify areas for improvement and to prioritize product development initiatives. Maintaining high levels of customer satisfaction is important as it leads to increased customer retention and advocacy. Satisfied customers are more likely to renew their subscriptions and recommend the product or service to others, which can ultimately drive growth and revenue. --- [How to build trust with developersMany companies are now investing a lot of time and effort in building compelling community programs and scaleable advocacy programs for continued success.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceJennifer Hooper![](https://www.developermarketing.io/content/images/2022/06/pexels-fauxels-3184418.jpg)](https://www.developermarketing.io/the-importance-of-building-community-trust-and-advocacy/) --- ## **8\. Active Users in a Month (MAU)** This metric measures the number of unique users who engage with a SaaS product in a given month. Monthly Active Users, or MAU, helps you to gauge the overall adoption and engagement of your product, and it’s often used with other SaaS marketing metrics, such as Daily Active Users (DAU) and MRR to offer a complete picture of the health and performance of your product. By tracking MAU over time, you can spot patterns and trends and use that data to inform product development and marketing strategies – with the end goal of driving user growth and retention. ## **9\. Rate of activation** The rate of activation refers to the percentage of users who have signed up for the service and have actually started using it. This metric is important because it helps you understand how effective your onboarding process is and how engaged your users are with the product. A high rate of activation indicates people are finding value in the product and are likely to continue using it, while a low rate may indicate that there are barriers to adoption or that the product is not meeting users' needs. SaaS companies often use a variety of strategies to increase activation rates, such as offering free trials, providing tutorials and educational materials, and optimizing the user experience to make it easy and intuitive to get started with the product. This allows developers to get a ‘aha!’ moment and grasp the value of your product. ## **10\. Net Promoter Score (NPS)** If you want to measure both customer satisfaction and loyalty, then the Net Promoter Score is exactly what you’re looking for. It’s calculated based on the answer to a single question: “How likely are you to recommend our product to a friend or colleague?” People are asked to rate their likelihood on a scale of 0 to 10, with 0 being ‘not at all likely’ and 10 being ‘extremely likely’. Based on their responses, customers get put into three different groups: - Promoters (score 9-10): people who are enthusiastic about your product and likely to recommend it to others. - Passives (score 7-8): customers who are satisfied but not particularly enthusiastic or loyal. - Detractors (score 0-6): people who are unhappy with the product and may even spread negative word-of-mouth about it. Once you have this, you subtract the percentage of detractors from the percentage of promoters, and the resulting score can range from -100 (if everyone’s a detractor) to +100 (if everyone’s a promoter). NPS can also identify areas for improvement, as a low score indicates issues with the product, customer support, or other elements of the developer experience. --- [The importance of developer advocatesWhether your target audience is engineers or software developers, advocates can help you get the word out about your product. Here, we answer your most commonly asked questions about developer advocacy, so take a look.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceTeresa Garanhel![](https://www.developermarketing.io/content/images/2022/12/alex-kotliarskyi-ourQHRTE2IM-unsplash.jpeg)](https://www.developermarketing.io/the-importance-of-developer-advocates/) --- ## **11\. Top of the funnel leads (TOFU)** It might share an acronym with a delicious food, but TOFU is all about potential customers who are at the beginning of the buying journey and just starting to explore solutions to their problems. These top of the funnel leads may be aware of their issues, but haven’t identified a potential solution yet. TOFU leads are typically generated through marketing efforts such as [content marketing](https://www.developermarketing.io/7-top-tips-for-creating-great-content-for-developers/), social media advertising, and search engine optimization (SEO). The goal of these marketing efforts is to attract potential customers to your website or landing page and provide them with valuable information that addresses their [pain points](https://www.developermarketing.io/how-to-nail-pain-points-for-your-target-developers/) and helps them understand the benefits of the SaaS product. Once a TOFU lead has expressed interest in your SaaS product, they can be moved further down the funnel through targeted marketing and sales efforts such as email campaigns, webinars, and demos. The ultimate goal is to convert these leads into paying customers. ## **12\. Lead Velocity Rate (LVR)** When coming up with this list of SaaS marketing metrics, we couldn’t leave out Lead Velocity Rate, which measures the rate of growth in new leads over a specific period of time, usually a month or quarter. To calculate LVR, you subtract the number of leads in the previous period from the number of leads in the current period, then divide by the number of leads in the previous period and multiply by 100 to convert it into a percentage: (Current period – previous period) / previous period) x 100 = LVR percentage LVR is important because it provides insight into the effectiveness of your lead generation efforts! A high LVR shows you’re successfully attracting new potential customers and growing your customer base, while a low LVR can indicate issues with your marketing or sales strategies. ## **13\. Viral coefficient** This is a metric used to measure the rate at which a product is being shared or referred by its users to new potential customers. It’s a way of quantifying how well a SaaS product is able to grow through word-of-mouth and social sharing. There’s a formula to this: Average number of referrals per user x Conversion rate of referrals into users = Viral coefficient For instance, if your product had an average of 10 users, each user referred 2 new users, and the conversion rate of those referrals was 25%, the viral coefficient would be 2 x 0.25 = 0.5\. This means that your product would generate 0.5 new users through viral marketing. To increase the viral coefficient, you can implement referral programs, encourage users to share the product on social media, or create features that incentivize people to share. --- [Top 11 developer communities every developer marketer needs to know aboutWith so many fantastic communities out there, which one should you be spending time and energy in? Which dev community will help you learn more about your audience or find developer advocates that can champion your product?![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceTeresa Garanhel![](https://www.developermarketing.io/content/images/2023/01/william-white-TZCppMjaOHU-unsplash.jpeg)](https://www.developermarketing.io/top-11-developer-communities-every-developer-marketer-needs-to-know-about/) --- ## **Wrapping up** And here you are, a list of SaaS marketing metrics that can help you understand whether people are engaging with your product or satisfied with the service you’re providing – there are many more you can consider, depending on what you’re looking to measure, but these are a great starting point! --- For **more information on key metrics** you should keep an eye on, check out these articles: - [What are the top product marketing metrics you should be measuring?](https://www.developermarketing.io/what-are-the-top-product-marketing-metrics-you-should-be-measuring/) - [The customer health score: How to master this metric](https://www.developermarketing.io/the-customer-health-score-how-to-master-this-metric/) - [7 easy developer marketing metrics that reveal your campaign’s success](https://www.developermarketing.io/7-easy-developer-marketing-metrics-that-reveal-your-campaigns-success/) - [Top 7 DevRel metrics that measure the success of your marketing efforts](https://www.developermarketing.io/top-7-devrel-metrics-that-measure-the-success-of-your-marketing-efforts/) ### What are the top product marketing metrics you should be measuring? URL: https://www.gotomarketalliance.com/what-are-the-top-product-marketing-metrics-you-should-be-measuring/ Last updated: 2024-04-02T08:48:28.000Z Product marketing metrics are crucial for companies and teams to measure their performance and progress towards their goals. They help you figure out whether you’re on the right track, what’s working well, and where you might need to make some changes to improve your approach. Some product marketing metrics and KPIs include win/loss ratio, conversation rates, and onboarding data, so check out what you should be measuring! 👇 - [Micro and macro goals](https://www.developermarketing.io/what-are-the-top-product-marketing-metrics-you-should-be-measuring/#micro-and-macro-goals) - [What is product success in developer marketing?](https://www.developermarketing.io/what-are-the-top-product-marketing-metrics-you-should-be-measuring/#what-is-product-success-in-developer-marketing) - [Product success metrics in dev marketing](https://www.developermarketing.io/what-are-the-top-product-marketing-metrics-you-should-be-measuring/#product-success-metrics-in-dev-marketing) - [What are product marketing metrics?](https://www.developermarketing.io/what-are-the-top-product-marketing-metrics-you-should-be-measuring/#what-are-product-marketing-metrics) - [13 product marketing metrics you should track](https://www.developermarketing.io/what-are-the-top-product-marketing-metrics-you-should-be-measuring/#13-product-marketing-metrics-you-should-track) ## **Micro and macro goals** If you’re launching a new marketing campaign, you must set micro and macro goals. That way, you can figure out which goals you need to focus on first and which ones are more like bonuses. For instance, you might set a goal to get a certain number of likes or comments on social media (think [LinkedIn](https://www.linkedin.com/company/developer-marketing-alliance/), [Twitter](https://twitter.com/DevMarAlliance), [YouTube](https://www.youtube.com/@developermarketingalliance/videos), [Facebook](https://www.facebook.com/people/Developer-Marketing-Alliance/100076199373736/), etc.). This is a smaller goal that’ll help you achieve the bigger goals that your company’s set, such as gaining new customers or getting more developers to buy your product. Setting goals like this will ultimately help you to track important metrics in your business, like conversion rates, growth rates, customer churn, customer acquisition, market share, and more. You’ll have more tangible results to show for all the hard work you’ve put into your marketing efforts. And, when you can show you’re making progress towards your goals, it’ll encourage your team and your stakeholders to keep working together to improve your marketing strategies. ## **What is product success in developer marketing?** Product success refers to achieving your desired outcomes for a product aimed at developers. These outcomes could be related to user adoption, engagement, revenue, and other metrics or KPIs. In [developer marketing](https://www.developermarketing.io/), product success is often measured by how well the product meets the needs of developers and how effectively it addresses their pain points. Things like strong documentation, user-friendly APIs, responsive customer support (and developer experience), can help make the developer’s job easier. Something else to consider is that product success is tied to the overall success of the developer ecosystem. A successful product will not only benefit the developers who use it, but also help to build a thriving [developer community](https://www.developermarketing.io/everything-you-need-to-know-about-developer-communities/) around it – which can lead to greater innovation, collaboration, and growth. ## **Product success metrics in dev marketing** Here are a few product success metrics to help you evaluate how successful your product really is: - **Go-to-market initiatives** – this can include win rates, conversion rates, and analyst reports. - **Sales enablement** – which includes asset utilization, deal cycles, and win/loss ratio. - **Marketing support** – such as site traffic, campaign performance, and MQLs and SQLs (Marketing Qualified Leads and Sales Qualified Leads, respectively). - **Product adoption** – like onboarding data, [feature adoption](https://www.developermarketing.io/how-to-announce-new-features-to-drive-product-adoption/), and churn rates. - **User adoption** – which you can track via number of downloads or product sign-ups. - **Engagement** – the level of engagement users have with your product can be measured by the amount of time spent on it, the frequency of use, and the number of actions taken within the product. To measure the success of your product, define clear goals and metrics before launching it, and then track them over time. Otherwise, it’d be impossible for you to tell whether the product’s meeting the needs of your developer audience. --- [The complete guide to developer personasDo you know your developer audience’s pain points? Are you aware of what makes them tick? Developer personas help you personalize your segment of the market and gain a deeper understanding of developers’ needs, traits, behaviors, experiences, goals, etc.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceTeresa Garanhel![](https://www.developermarketing.io/content/images/2023/01/DMA_Meta_Hub_Gradient_Personas.png)](https://www.developermarketing.io/the-complete-guide-to-developer-personas/) --- ## **What are product marketing metrics?** When marketing a product, you must have a way to measure how well it’s performing! Product marketing metrics can help with that. There are five main categories of metrics you should pay attention to: - **Leads**: they help you see how well your org is doing in the market and can help you find potential customers. - **Revenue**: helps you analyze your sales and product revenue so you can figure out how to make more money. - **Conversion**: which refers to how often visitors to your website actually end up becoming paying customers. - **Engagement**: it measures how often people interact with your product, as mentioned above. - **Traffic**: how many people are visiting your site? How are they interacting with it? This can help you see the parts of your website that work well and the ones that need improvement. ## **13 product marketing metrics you should track** ### **1\. Sales effectiveness** This might not be the first KPI that comes to mind when you think about product marketing metrics, but it’s nonetheless important. Sales reps benefit from the assets created by product and developer marketing managers, so it’s critical to keep track of how well they perform. So, certain sales enablement tools can help you to measure the amount of times these assets are used, and you can also get feedback from your sales team. Ask them which assets help them the most or which doc has helped sway a developer in your favor, for example. In our [Tools of Choice report](https://www.developermarketing.io/developer-marketing-tools-of-choice-report/), we go over a few sales enablement tools handpicked by developer marketers all over the world, including: ![](https://www.developermarketing.io/content/images/2023/03/Screenshot-2023-03-08-at-09.19.48.png) ![](https://www.developermarketing.io/content/images/2023/03/Screenshot-2023-03-08-at-09.19.39.png) ![](https://www.developermarketing.io/content/images/2023/03/Screenshot-2023-03-08-at-09.19.31.png) ![](https://www.developermarketing.io/content/images/2023/03/Screenshot-2023-03-08-at-09.19.22.png) ### **2\. Brand awareness** As always, [brand awareness](https://www.developermarketing.io/bulletproof-brand-awareness-for-developer-marketers/) is a key goal for many businesses, and you can measure it by: - Conducting **surveys** to get a sense of how many people are aware of your brand and how well they know it. - Tracking your **social media metrics**, such as likes, shares, and mentions, which gives you an idea of how well your brand is resonating with your [developer persona](https://www.developermarketing.io/the-complete-guide-to-developer-personas/) and audience. - Analyzing **website traffic** for insights into the direct traffic or branded searches you’re getting, which indicates people are familiar with your brand and actively searching for it. - Monitoring **search engine metrics**, like search volume and keyword rankings, to get a feel for how often people are searching for your brand and whether they can easily find it. ### **3\. Product adoption** How can you tell if your product is attracting and retaining users? By measuring it with: - **User sign-ups**: the number of people signing up for your product. It gives you an idea of how many developers are interested in trying it out. - **Active users**: the number of users actively using your product; i.e., developers who find your product useful and continue to use it over time. - **Time spent on the product**: the amount of time developers spend in your product, which helps you determine their levels of engagement. - **Referral rate**: the number of developers who refer your product to other users. It also helps you to see how happy your customers are with your offering! - **Feedback**: if developers are giving user feedback (how they’re using the product, what they like about it, the tweaks they’d love to see, etc.), then it’s fair to say they’re engaged with your product. Additionally, feedback gives you the areas for improvement so you can increase product adoption rates. ### **4\. Win rates** The win rate is a way to see how many sales your team has successfully closed. It's calculated by taking the total number of closed deals and dividing it by the total number of prospects in the deal stage, whether they ended up being a won deal or not. This helps you track how well your team is doing at closing deals. **Win rate = Won deals / All deal stage prospects** ### **5\. Conversion rates** This measures the number of visitors who complete the desired goal on a website, which can be “making a purchase”. To calculate it, you divide the number of conversions by the total number of visitors to the website. This helps you understand how effective your website is at converting visitors into customers. **Conversion rate = Number of conversions / Total number of visitors** ### **6\. Asset utilization** Asset utilization refers to the efficiency with which a company uses its assets to generate revenue – it measures how well a company is using its resources to create value. It’s calculated by dividing the revenue generated by the assets used to generate that revenue. A high asset utilization ratio indicates that a company is effectively using its assets to generate revenue, while a low ratio may indicate that the company is not using its assets efficiently. By monitoring asset utilization, companies can identify areas where they can improve efficiency and maximize their return on investment. **Asset utilization = (Total assets at the beginning of the period + total assets at the end of the period) / 2** ### **7\. Deal cycle** A deal cycle refers to the average number of days or months it takes to close a deal. It includes the series of stages that a sales opportunity or deal goes through from the initial contact with a prospect to the final closing. It typically includes stages such as lead generation, qualification, needs analysis, proposal, negotiation, and closing. The length and complexity of the deal cycle can vary depending on the industry, the size and complexity of the deal, and the sales process of the organization. Tracking the deal cycle can help sales teams understand where a deal stands in the process and what actions need to be taken to move it forward. This helps to improve the efficiency and effectiveness of the sales process. **Average deal cycle = Total number of days it took to close every single deal / Total number of deals** --- [5 essentials for a killer developer marketing programHow do you market to an industry that doesn’t like being marketed to? Here are 5 essentials for a killer developer marketing program that actually work.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceDeveloper Marketing Alliance![](https://images.unsplash.com/photo-1633613286991-611fe299c4be?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDh8fGZpdmV8ZW58MHx8fHwxNjQ1ODEzMTgx&ixlib=rb-1.2.1&q=80&w=2000)](https://www.developermarketing.io/5-essentials-for-a-killer-developer-marketing-program/) --- ### **8\. Win/Loss ratio** Win/loss ratio is a metric used to measure the effectiveness of a sales team in closing deals. It compares the number of deals won to the number of deals lost by the sales team over a given period of time. To calculate the win/loss ratio, the total number of deals won is divided by the total number of deals lost. For example, if a sales team won 20 deals and lost 10 deals, the win/loss ratio would be 2:1 or 66.7%. The win/loss ratio provides insight into the sales team's performance and can help identify areas for improvement. A high ratio indicates that the team is effective in closing deals, while a low ratio suggests that the team may need additional training or support to improve their performance. By monitoring this metric, sales managers can make data-driven decisions to improve their sales strategy and increase revenue. **Win/loss ratio = number of won deals / number of lost deals** ### **9\. Site traffic** Simply put, site traffic is the number of people being driven to your website. There are many metrics you can use to tell whether site visitors are engaged with your content, including bounce rate, clickthrough rate, engagement rate, etc.). ### **10\. MQLs and SQLs** An MQL is a potential customer that the marketing team thinks would be a good fit for the company and passes on to the sales team as a lead. To measure this, you simply count the total number of MQLs generated in a specific period. Once the sales team has vetted an MQL and determined they're a good fit, they become an SQL. You would measure this the same way by counting the total number of SQLs generated in the same period. In short, MQLs are potential customers that the marketing team thinks would be a good fit, and SQLs are potential customers that the sales team has determined are a good fit and are ready to be guided through the rest of the sales process. ### **11\. Onboarding data** How long does it take to complete the developer onboarding process? What’s the customer response rate? And their engagement rate? Answering these questions helps you to measure how successful your onboarding process is! ### **12\. Feature adoption** We already mentioned product adoption, but there are also many different metrics to measure feature adoption, such as the time it takes to adopt it, the depth of adoption, the duration of the adoption, etc. ### **13\. Churn rate** Another metric to keep in mind is churn rate; i.e., how many developers leave your business or stop using your product in any given period. You calculate this by dividing the churned customers by the number of total customers. **Churn rate = Churn customer / Total customers** ### Win against competitors by knowing your customers URL: https://www.gotomarketalliance.com/win-against-competitors-by-knowing-your-customers/ Last updated: 2024-08-20T16:04:15.000Z > *“Anytime you find someone more successful than you are, especially when you’re both engaged in the same business – you know they’re doing something that you aren’t.”* **\- Malcolm X** Business competition can be fierce, especially in fast-moving markets where customers often shop around. Competitors are not always there to pull you down the ladder, but to serve as a dynamic tool to help you evolve as a business, and it can prove to be a constructive teacher to improve your business strategies. Here are ten steps you can use to keep ahead of your competition and bolster your competitive intelligence to strengthen your product marketing strategy. ## **Know your customers** Most product marketers know their customers’ purchasing patterns, which is certainly helpful to track. But there is so much more information you can use to continue refining your marketing plans. By knowing your customers, you can build a relationship between them and your company, extending the customer lifecycle beyond only a couple of purchases, reducing churn, and boosting customer retention. Customer expectations can change dramatically, so find out what matters to your customers now - is it lower product price? A more premium service? Product feature updates? Another great tip is to comb through the comments section in your competitors’ websites and social media pages to get to know their audience better. Here you’ll find golden nuggets of information about your shared audience that can help evolve your own approach. ## **Know your competition** In order to stand out in your market, you need to know who your competition is and what they are doing vs. what you are doing. And it is most important to begin by examining the marketplace. First, take a hard look at the things your competitor DOES do and ask yourself: - Does that company have intimate conversations with customers that lead to conversions? - Do they have a unique angle to tell their story from? - Are they providing a solution for customers that you aren’t? Second, look to see what your competitor DOESN’T do, and then try to fill in that part of the market. This will help you identify the areas you need to compete in and give you a platform for differentiating yourself. Knowing your competition like the back of your hand should be a priority and if you don’t know, **start learning today**. Learning your competitor’s products and services isn’t about stealing their ideas, but instead knowing what you are up against. It’s important to pay attention to what is working for them – and what isn't. You can gain some insight and ideas of how to improve upon your own product or service by looking at what they provide and how popular it is. ## **Differentiate yourself** It’s essential to give your customers good reason to come to you rather than a rival. To provide this reason, you first need to know what differentiates you from your competitors. Once you know this, you can use it to your advantage when competing in the market. This can be achieved by developing a unique selling point (USP) that taps into what your customers *really* want. It should be clear and obvious - no-one should have to ask what makes you different. The goal is to offer something that sets you apart and can be seen as better than your competitors in at least one way. Building solid buyer and/or user personas from the outset can help you shape and steer what you want your USPs to be. Maybe you are cheaper, or you offer more value, or you provide a different service. Either way, you need to have that one thing that sets you apart. You can also be unique in how you market yourself. You have to be if your product or service is exactly the same as your main competitors. Think about ways to market differently and be innovative in how you communicate with your customers so you can stand out that way as well. ## **Perfect your marketing strategy** It is not enough in today’s competitive market to have some business cards, pamphlets, and a generic website. You need to develop your online and offline presence in a way that makes you stand out from the crowd. It’s no good just shouting the same things into background noise - you need your voice to be heard over it. Make more effort to tell people who you are, what you sell, and why they should buy from you. It doesn't have to be expensive – cost-effective promotional ideas include everything from leaflet drops to campaigns on social media. ## **Target new markets** When you have one market locked down, selling into new markets can increase your customer base and spread your risk. This is important in learning how to handle competition in business as new markets can lead to faster and better growth. You should ask: *Are there other potential customers similar to your existing target market? Could you reach a wider audience by selling online or overseas?* Make sure you tailor your offer to each different market segment. This idea goes hand-in-hand with finding something unique about yourself. If there isn’t anything unique in your offerings or abilities, look for an underserved group. The old saying, “the riches are in the niches” applies here. Find something people need and be that. Starbucks didn’t invent coffee but it did brand a lifestyle and coffee-house experience into that cup. To find these target markets, you need to analyze your customer data to determine the typical demographic information of your audience, their geographical location, their spending habits, and other relevant patterns. For a marketing campaign to thrive, it needs to be strategic and highly focused. Hone in on a specific target market for each of your core services or product niches, and develop strategies that cater to each niche individually. ## **Look after your existing customers** The customer is king! As product marketers, we know that but how many of us *really* create strong processes around it? New markets are exciting to enter, and when your company is ready, new markets can lead to a big payoff. However, don’t forget the customers who are already loyal to your company, as they are your competitors' target market. They might have become brand advocates but now the work is in keeping it that way. To begin with, use customer feedback surveys to gather this information. Learn how your competitors offer to support their customers and weigh yourself accordingly to discover the scope of improvement. Customer support and satisfaction is the door to a profitable business as it helps businesses win their customer trust and maintain loyal relationships. One option you have to continue supporting existing customers is product development. Introduce new or better products to existing markets. Continue development on your existing products, like your bestsellers, in order to renew your commitment to current customers to the best of your abilities. Through product development, you can expect to outperform competitors and keep your customers happy. ## **Find and solve customers' pain points** One likely way to beat your competition is to address the needs of your shared target audience better than your competition can. Ask open-ended questions to find exactly what your customers want while using your products or services. Certain trigger questions that identify pain points may be especially effective to ask your customers. These questions include: - What is your company's biggest obstacle to growth? - What is your biggest personal obstacle? - What matters the most to your supervisor? - Which tasks occupy most of your time? - What are your complaints? - What might account for any recent business or customer losses? After you identify a customer's pain points, you can attempt to solve them by discussing their issues using terminology that they use themselves. Once you have a clear picture of the issue, the next step is to ascertain who at their company can solve those pain points and who is authorized to purchase your products and services. ## **Explore partnership opportunities** For businesses, partnership opportunities are very popular right now. Most businesses are reaching out to others in the hopes of tapping into a new market or demographic. These symbiotic relationships help both partners by providing some sort of opportunity that was not otherwise attainable. When considering partnerships, think of what your company needs to succeed more and then act on that opportunity. Starbucks has partnered with Earthwatch since 2001\. One of the goals of this partnership was to introduce Starbucks employees to the scientific research behind coffee beans – benefitting Earthwatch’s goals. Additionally, Starbucks was able to increase employee engagement through this partnership. This partnership helped Starbucks develop its ethical approach to coffee while assisting Earthwatch in spreading sustainable and scientific practices. ## **Set competitive pricing** One of the easiest ways to beat your competition is to offer more affordable pricing. To determine the ideal price point, you need a clear picture of what your competition's goods or services are priced at. Research which competitors offer the best value. Then you need to determine if what you are offering brings more value to the table and thus should be priced higher. However, if beating your competition is your primary pricing concern, opt for a competition-based pricing strategy. Using this strategy, you ignore product costs and consumer demand. Instead, you focus on the existing market rate for your products or services. You then set your price to fall within the range of prices that your competitors offer. The best pricing strategy isn't always about lowering your prices. Since the market is segmented by lower, middle, and upper-tiered customers, you need to figure out which group your audience is and price from there. ### What is in-app messaging, and when is it used? URL: https://www.gotomarketalliance.com/what-is-in-app-messaging-and-when-is-it-used/ Last updated: 2024-04-02T08:45:03.000Z With sales and marketing teams continuing to use in-app messaging to engage with their customers, this prompts two questions: A) Why is it useful, and B) Why is it important? When executed properly, in-app messaging can significantly improve the user’s experience; [messaging](https://www.productmarketingalliance.com/how-to-nail-your-product-messaging/) that’s contextual and personalized. This not only improves your chances of converting a lead into a customer, but it can also [increase your customer retention rate](https://www.productmarketingalliance.com/what-it-means-to-have-a-high-customer-retention-rate/). And given how difficult it is to [reactivate churned customers](https://www.productmarketingalliance.com/how-to-reactivate-churned-users/), you need to move heaven and earth to keep your existing customers happy. However, the benefits of in-app messaging stretch much further than offering your customer a personalized experience. We’re going to focus our attention on: - [What in-app messaging is](https://www.productmarketingalliance.com/what-is-in-app-messaging-and-when-is-it-used/#what-is-in-app-messaging) - [When in-app messaging is used](https://www.productmarketingalliance.com/what-is-in-app-messaging-and-when-is-it-used/#when-is-in-app-messaging-used) - [How push notifications and in-app messaging differ](https://www.productmarketingalliance.com/what-is-in-app-messaging-and-when-is-it-used/#how-are-push-notifications-and-in-app-messaging-different) - [How to drive feature adoption using in-app messaging](https://www.productmarketingalliance.com/what-is-in-app-messaging-and-when-is-it-used/#how-to-use-in-app-messaging-to-drive-feature-adoption) - [How to improve your messaging](https://www.productmarketingalliance.com/what-is-in-app-messaging-and-when-is-it-used/#how-to-improve-your-messaging) --- ## What is in-app messaging? Also known as in-product messaging, in-app messaging is used by companies to communicate directly with their customers via their company website or mobile app. Companies incorporate messaging into their website and app in such a way that it’s difficult for the user to miss, therefore improving [user engagement](https://www.productmarketingalliance.com/12-top-customer-experience-engagement-tools-for-product-marketers/). --- ## When is in-app messaging used? There are several instances where in-app messaging may be used. ### Product tours Companies use in-app messaging in their products to support users who may be using the platform for the first time and highlight features they can use to get the most out of their experience. ![Slack are one of many companies who use in-app messaging for product tours. ](https://www.productmarketingalliance.com/content/images/2021/08/Slack-product-tour.png) Image courtesy of Slack ### Upsell prompts You can also use in-app messaging to persuade your users to upgrade their [freemium account to a paid subscription](https://www.productmarketingalliance.com/developing-a-product-marketing-strategy-for-a-freemium-product/). For example, Spotify freemium users are faced with a prompt to upgrade their account when they skip a certain number of songs. And in this case, in-app messaging appears to be working; Spotify is the world's most popular audio streaming subscription service with [365m users, including 165m subscribers](https://newsroom.spotify.com/company-info/#:~:text=About%20Spotify&text=Today%2C%20Spotify%20is%20the%20world's,m%20subscribers%2C%20across%20178%20markets.), across 178 markets. ![Spotify freemium users are faced with a prompt to upgrade their account when they skip a certain number of songs.](https://www.productmarketingalliance.com/content/images/2021/08/Spotify-upsell-prompt--1-.png) Image courtesy of Spotify. ### Chatbots [Chatbots](https://www.productmarketingalliance.com/chatbots-for-sales-enablement/) are arguably the most recognizable form of in-app messaging, with many companies embedding the feature into their website. While the tools can sometimes be impersonal, they do provide users with around-the-clock access to support. ![Chatbots are arguably the most recognizable form of in-app messaging, with many companies embedding the feature into their website.](https://www.productmarketingalliance.com/content/images/2021/08/Dominoes-chatbot.png) Image courtesy of Kevit Technologies. ### Product notes The hard work doesn’t end when the product hits the market. Companies are constantly looking for ways to improve their offering and make it more appealing to their target market. In-app messaging often appears in the form of a pop-up to deliver product notes to the user and inform them about new product features, bug fixes, or improvements to previous versions of the product. ![In-app messaging often appears in the form of a pop-up to deliver product notes to the user and inform them about new product features, bug fixes, or improvements to previous versions of the product.](https://www.productmarketingalliance.com/content/images/2021/08/Salesforce-product-notes.png) Image courtesy of Salesforce. ### Splash screens Pages outlining new features are used to outline new features when the user opens an application or logs into a website. This is often accompanied by an appropriate CTA to divert the user to the feature itself. ![Pages outlining new features are used to outline new features when the user opens an application or logs into a website.](https://www.productmarketingalliance.com/content/images/2021/08/Instagram-splash-screen.png) Image courtesy of Instagram. --- ## How are push notifications and in-app messaging different? Push notifications and in-app messaging are similar, in that they’re both forms of direct messaging channels. However, they’re both used differently. While push notifications are used to bring users back to the product, in-app messages are used to educate the user about features and encourage them to use them when they’re using the app. Additionally, users can receive push notifications even when they’re not in an app, whereas in-app notifications can only be sent to a user when they’re using the product. --- ## How to use in-app messaging to drive feature adoption Product launches aren’t for the faint of heart; blood, sweat, and tears go into ensuring your offering is met with acclaim, and the process relies on old-fashioned teamwork. While marketing may write awesome collateral, and sales reps will rehearse sales scripts until they’re blue in the face in a bid to deliver new customers, in-app messaging plays a critical role in helping you appeal to your active users. The customer experience can be improved tenfold with the implementation of in-app messaging, but there are a variety of strategies you can apply to leverage the process. ### Use targeting and segmentation To establish who your feature announcement (and subsequent messaging) is aimed at, you need to ask yourself the following questions: - Is it aimed at established users, new users, or both? - Does it apply to a variety of personas or one in particular? - Is it for freemium or paid users? If they’re a paying customer, what plan are they on? Targeted messaging is important because it allows you to communicate with people who are relevant to your campaign. If you apply a general approach and send messaging that’s not relevant to a proportion of your database, you’ll run the risk of alienating a portion of your customer base, prompting unsubscriptions from future correspondence, or more importantly: [customer churn](https://www.productmarketingalliance.com/your-ultimate-guide-to-churn/). **Action point #1: Write tailored messaging for each segment.** ### Generate excitement amongst your audience When you’re [launching a new feature](https://www.productmarketingalliance.com/the-art-of-not-launching-a-product/), you need to make your user [personas](https://www.productmarketingalliance.com/personas-refresher/) sit up and take notice. It's fine to bend the rules and disrupt the customer experience - albeit momentarily - to make sure you grab their attention. In your announcement, include essential information that answers the following questions: - How does the feature improve user experience? - How will it help your customer fulfill their goals? Use the following methods to create a feature announcement that’s striking and informative: Use a brief, succinct title and use enticing words to attract the attention of your target audience. For example, ‘introducing’, ‘new’, etc. If possible, include images of the new feature being used; this will give your user an indication of what they can expect when the feature is launched. However, don’t give too much away - leave your customer wanting more. Be strategic with your use of a CTA; use a link that takes your user straight to the new feature. Don’t use convoluted, drawn-out content. Get straight to the point, highlight the value of your new product feature from the offset and reiterate why it’ll make your user’s life easier. **Action point #2: Write strategic content that highlights your value to the customer.** ### Include feature tours and walkthroughs Despite the time, resources, and effort involved when introducing new product features, some companies use messaging that’s so subtle that it slips under the radar, and this can dilute the impact of the release. Be careful not to fall into the same trap. You need to use messaging that can’t be ignored and demo your product feature in a clear way with minimal disruption to the customer experience. For example, instead of linking to a blog post in which you explain the intricacies of your new feature, keep your user in one place and embed an in-app walkthrough to ensure the user can discover your new feature without deviating to a new area of your site. Unsure what to include in a tour or walkthrough? Ask your customer success team to request feedback from a prospective user during a live demonstration and use the feedback to ensure your subsequent feature tours and walkthroughs include appropriate material that answers the questions flagged by your user. **Action point #3: Always liaise with your colleagues to establish what your customer *really* wants.** ### Personalize your messaging Every day, we're bombarded with marketing messaging from companies vying for our attention. Sometimes, messaging can be impersonal, and this can lead to a lack of engagement. When you’re writing in-app messaging, let your personality show and be personable: include your name, a profile picture, and use emojis to make your writing shine. After all, we guarantee users want to feel like they’re speaking with a person, not a robot. **Action point #4: Inject personality into your copy.** ### Always plan ahead In-app messaging isn’t all about the here and now. You need to consider how leads who haven’t yet converted into fully-fledged customers will perceive your new product feature. For instance, if the feature is an underlying feature that isn’t core to your product, resist the urge to introduce the feature to new users until they’re familiar with the main aspects of the product. You don’t want to overcomplicate matters and inundate your user with features at the same time. Chances are, you’ll confuse them and they could potentially churn. That said, if the newly developed feature applies to your main use case, refer to it in your onboarding process. **Action plan #5: Don’t neglect future customers.** --- ## Action point overview **Action point #1:** Write tailored messaging for each segment. **Action point #2:** Write strategic content that highlights your value to the customer. **Action point #3:** Always liaise with your colleagues to establish what your customer really wants. **Action point #4:** Inject personality into your copy. **Action plan #5:** Don’t neglect future customers. --- ## How to improve your messaging Messaging is the method behind the magic. It’s the message your product sends to potential customers and a crucial part of any product marketing plan of attack. While it may seem straightforward, sometimes, the simplest things are the trickiest ones to get right. If your messaging skills are mediocre, suffice it to say, it’ll be detrimental to the quality of your in-app messaging. Sign up for our [**Messaging Certified: Masters**](https://learn.gotomarketalliance.com/training/c9aa4384-c55b-11ec-bd4c-020df940d6b7/overview) course to gain the best possible knowledge on the strategy. The certification is taught by **Bryony Pearce**, **Head of Marketing** here at **Go-to-Market Alliance**. By the end of the **Messaging Certified: Masters** you’ll: - Know how to build foundations for solid messaging and customer engagement, - Be able to get maximum impact from your messaging frameworks, - Be a pro at drafting, layering, and reviewing your messaging, - Understand how to work more effectively with copywriters, - Know how to validate your messaging with prospects and customers, and - Understand message synching and why it matters. [ Get Messaging Certified ](https://learn.gotomarketalliance.com/training/c9aa4384-c55b-11ec-bd4c-020df940d6b7/overview) ### How GTM teams can partner with sales enablement URL: https://www.gotomarketalliance.com/extending-the-olive-branch-how-gtm-teams-can-partner-with-enablement/ Last updated: 2024-02-16T08:30:07.000Z Every sales enabler’s dream is to walk into an organization and find that every department and executive knows, undoubtedly, how to [partner with sales enablement](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/). Errrr… let’s leave the dream world and get to reality though. All too often, enablement teams come in with content blazing, finely-tuned presentation skills, and processes ready to scale at large; only to quickly realize that most internal teams, including department heads, are still struggling to understand how to partner with sales enablement. [Enablement maturity takes time](https://www.gotomarketalliance.com/what-is-a-sales-enablement-maturity-model/) and commitment from internal stakeholders. It takes a true team to carry out what's necessary for the sales enablement ecosystem to flourish. How does your organization compare? There are a few telling signs of a dysfunctional sales enablement system: - Does the sales enablement team always seem late with content? - Does the sales team frequently miss the momentum created by marketing campaigns? - Does enablement seem to be off on their own island? - Do you see a lack of adoption around marketing materials, sales content, even sales tools? - Do you know what projects sales enablement is working on, on any given day? *(A “no” here indicates dysfunction)* If you answered “yes” to at least two of these, you have a **dysfunctional sales enablement system**. But fear not, my courageous leaders! This sales enabler is going to give you a few tips on how to start knocking down those silos and making sure your sellers and the enablement team are besties! --- ### Tip #1: Hulk smash those silos - stat! Silos are the kryptonite to your sales enablement superheroes! This mentality needs to come from the top down. Marketing, operations, product, sales, sales/revenue enablement all need to know what each other had for lunch! Ok - maybe not that much info, but you get my point. If this isn’t happening, key in on the kinks in the chain. Do they need a tactful explanation of the vision and strategy of the organization's enablement team? Perhaps they have too much on their plate; as an enabler, how can you help [bridge the gap](https://search-api.swiftype.com/api/v1/public/installs/pc/JEMZqZ2ZK5wsvcUwtFSB.json?%5Fst%5Ftracking%5Bdoc%5Fid%5D=61a7473628ccbc83f2b9b0b2&%5Fst%5Ftracking%5Bquery%5D%5Bq%5D=marketi&%5Fst%5Ftracking%5Bquery%5D%5Bpage%5D=1&%5Fst%5Ftracking%5Bquery%5Ftype%5D=autocomplete&%5Fst%5Furl=https%3A%2F%2Fwww.salesenablementcollective.com%2Fbuilding-a-bridge-between-product-marketing-and-sales%2F)? As a marketing, ops, or sales leader, ask yourself why you're resistant to this shift. If you aren’t resistant but aren't doing anything to help bridge the gap, then you are culpable. Get in there and make some waves. Help to [improve the two-way communication](https://www.salesenablementcollective.com/why-every-enablement-team-needs-a-communications-manager/), schedule time with your team to discuss what enablement is and what they can expect, give enablement the support and forum they need. Enablers - take the bull by the horns. Identify the root issue, tactfully have a conversation with the resistant team member(s) regardless of the reason, and execute the plan to unclog the bottleneck. ## Tip #2: Share, share, share, and share some more! This is something actionable to help break down the silos. In my experience, something that I like to do is have a separate sales enablement calendar and share this with all stakeholders, including the sales teams. In this calendar, I have all of my projects i.e. training sessions, workshops, marketing campaign drops, demo certifications, new hires onboarding, and so on. Sharing this calendar helps to keep the entire team up to date on what they can expect to receive, whether it’s a desk drop, a workshop, or if their demo re-certification is coming up. Another actionable thing you can do is to create a project tracker. A tracker I like to use contains the title of the project, a short description, status of the project (not started, in-progress, completed, and overdue), the priority level of a project, deliverables, dependencies, first draft due date, final due date, link to the document, and any important notes. This tracker is shared with all relevant leaders. In addition to the tracker, I have a tab that documents all projects I have completed and another tab that shows what is in my project pipeline. Finally, I like to send out a weekly executive summary containing sales enablement projects completed and what can be expected the following week. I also like to send out data around how certain sequences/templates in Outreach are performing, call recording tool data with call score improvements, competency improvements/lacking, and other areas of opportunity for additional coaching. This summary will go to all relevant leaders. --- [ ![](https://www.salesenablementcollective.com/content/images/2021/03/03-SEC-7.png) ](https://www.salesenablementcollective.com/stay-inspired-sign-up-to-our-newsletter/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20RevPulseNewsletter%20Ad) --- ## Tip #3: Enablers, marketing, and sales leaders go together like peas and carrots! I’m hoping you're getting the theme here, but I like to create actual tips you can start today if needed. If you don’t have a weekly standing 30-minute meeting with Marketing & Sales - get it on the calendar, like, now. I’ll wait. It's up to enablement to guide [these conversations](https://www.salesenablementcollective.com/cross-functional-collaboration-making-sales-enablements-voice-heard/). A couple of things to make sure of prior to your meeting: - Create an agenda and attach it to the meeting invite. - Be prepared to take notes from other department leaders on the status of projects. - Use this time to dig into any gray area that may not be apparent on docs/calendars shared with you. - If there are items that need a definitive answer in your agenda, say so. Always set the goals of the meeting and ask others to list theirs if they have them. - Make sure that you are checking the marketing/sales trackers & calendars daily so there is no wasted time in having others explain something that is already documented. ## Tip #4: The sales teams are your #1 priority! There is nothing more valuable to an enabler than getting in the trenches with the team and battling it out. Keeping your ear to the ground and 100% visibility is key to a respected sales enablement leader. This is also important to continue to break down those silos. When you know what is happening on the ground, you can provide vital intel to executive leadership. The more you know, the more they leverage you. In the office environment world, it used to be much easier to be visible. Now that we are all remote, it takes extra effort and getting creative to let the sales teams know you’ve got their backs. Much in the same way that the sales teams try to find creative ways to engage with their buyers, we have to do the same with them! Of course, this depends on your personality but a few things I like to do to keep things fresh and effective: - After reviewing a call, I like to record a video of my feedback. Videos strike a deeper connection and elicit strong emotional responses that make people want to perform better and that goes a long way in earning their respect. - Alternatively to video, I will sometimes record audio messages if I need something quick. Let’s be honest, we are all quite “Slacked Out” and anything you can do to break the monotony is going to stand out in their mind. - Some organizations may want sales managers to do this but if the sellers aren’t getting the information on a monthly basis, it’s cool to hear how much they love getting a monthly analysis of their call reviews, where they’ve improved, activities to help them in areas where they need improvement, and what you admire about them! It’s so simple but it’s really all in the way it’s delivered. *With over 10+ years of sales experience, Crystal Nikosey has built enablement functions from scratch, created onboarding, coaching, and training programs and the processes and metrics that drive them.* *She takes a holistic and human approach to enablement by using technology to improve learner engagement and identify potential risk of burnout but also building in empathy and compassion to all enablement programs.* --- ### Establishing and developing product messaging URL: https://www.gotomarketalliance.com/establishing-and-developing-product-messaging/ Last updated: 2023-07-25T16:49:53.000Z Once you have established the positioning and messaging of your product, it’s easy to close the task, share the findings with your team and look forward to the incoming flow of leads inspired by your brand and products. Not so fast! While the positioning will likely remain unchanged for a long time (as long as the business strategy remains the same), the messaging should be constantly evolving to reflect a dynamic market. Here are some factors to consider when reviewing and updating your product messaging. ### Customers The first step to tailoring your message to your audience is to create a [buyer persona](https://www.productmarketingalliance.com/how-to-create-buyer-personas/). This helps you identify useful insights about ideal customers, including how they communicate, which methods of marketing communication they prefer, and how they consume information. It gives you a clear picture of the customers’ communication preferences and behaviors, and, therefore, helps you to identify the most efficient and effective ways to reach them. Put simply, a message based on a buyer persona will reach potential customers faster and increase the chances of them making a purchase. ### Touchpoints However, the persona is not sufficient for powerful and engaging storytelling. We must dig deeper. [The customer journey](https://www.productmarketingalliance.com/messaging-and-positioning-for-2020-the-customer-journey-as-a-continuum/) drives more insights, revealing the customer’s real path within sales, marketing, and customer support. Mapping the customer journey will show you where and how your customers interact with your marketing channels, such as through a website or social media page. Moreover, it reveals points of difficulty or frustration that the customer may face throughout the whole communication process. It is important to remember that your positioning and messaging will rely on your persona’s behavior stages and the touchpoints. Go through each of them regularly to see *when* and *how often* your customer interacts with your brand and products. Have they stumbled upon your website or social media after searching on Google for a solution to a query? Or have they found an article about your company on TechCrunch and are now browsing your website? The customer’s initial exposure to your brand during the searching stage is tremendously important to the rest of their journey, so make sure your messaging is clear and tailored to the customers’ needs. Again, nothing lasts forever. Today, customers want a personalized approach to communication with the company. As the persona changes, the touchpoints should be revised. Keep track of changing trends and platforms; once a channel becomes obsolete and therefore removed, find out which other channels could be used to replace it. If, for example, the pandemic has caused problems with offline expos in B2B business, try online events instead – just don’t forget to adjust your messaging! However, the persona may change with time. New generations, global or local events, new products, or substitutes in the market may alter the customers’ mindset and require you to alter your messaging accordingly. This may entail refreshing or completely redesigning your initial approaches. Here is an example: Coronavirus has influenced our buying behaviors significantly. We’ve seen a shift to digital purchasing, essentials, and more conscious consumption. On top of that, there is still [a significant variance](https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/a-global-view-of-how-consumer-behavior-is-changing-amid-covid-19) in consumer sentiment and behaviors across countries. If the pandemic has affected your customers and forced them to change their purchasing habits, make sure you have adjusted your messaging accordingly. Keep an eye on any significant changes to ensure the messaging and values of your brand are up to date. ### Platforms and Content Having evaluated touchpoints with your audience, make sure your messaging styles are tailored to suit various digital platforms. [Each channel](https://www.productmarketingalliance.com/tailoring-your-text-to-suit-different-platforms/) is unique and requires different styles. Websites, Google Ads, blog posts, and newsletters all have different functions and their own communication styles. Plus, various social media platforms have content requirements. The easiest way to learn about different types of content is by looking at examples. Study their audience, check requirements, and rely on best practices. ### Events Last but not least, global and local events influence messaging. Business doesn’t exist in a vacuum, it is affected by the current situation in social, economic, and political life. A product marketing manager should narrow their focus on changing events at least once a week to stay up to date. Other strategic elements, such as customers, touchpoints, and content, should be revised quarterly. Real-time marketing should oversee all relevant changes to the industry, business, and customers. Use real-time marketing to keep on top of current events and tailor a relevant marketing message to customers. Showing empathy, consistency, and passion in a time of need is not just a smart move but a necessity to build a valuable relationship with your customers. ### More tips **Consistency** is your holy grail. We don’t trust businesses with an inconsistent image and voice. **Tone of voice** is your best friend. Choose what to say and how to say it to create the right impression. And don’t forget — be consistent! **Test**, test, and test again. You won’t know exactly what will work and what won’t until you start to speak to your customer. Keep testing to find the approaches and practices that yield the best results. Digital platforms are changing rapidly, offering new functionalities and opportunities for businesses to connect with their audience. For example, Facebook added WhatsApp [in-chat Shopping](https://techcrunch.com/2020/10/22/facebook-adds-hosting-shopping-features-and-pricing-tiers-to-whatsapp-business/) alongside [Facebook Shop](https://techcrunch.com/2020/08/25/facebook-shop-instagram-live-shopping/). It’s important to adjust your messaging as these platforms evolve. You should also be mindful of which platforms are suitable for your brand. If you feel that some platforms don’t share your brand’s values, don’t hesitate to remove it from your channel list. ### How to build and structure a high-performance enablement team URL: https://www.gotomarketalliance.com/how-to-build-and-structure-a-high-performance-enablement-team/ Last updated: 2024-08-20T15:57:03.000Z *Phil Burrows, Director, Digital Sales & Marketing at Verizon, gave this talk at the Sales Enablement Summit in March 2022\.* --- I'm Phil Burrows, and I run all of the digital marketing and e-commerce functions at Verizon for our fixed wireless access portfolio. This includes all of the 5G home products, our LTE home products, and emerging broadband products as well. In this article, I'll take a look at the following topics: - Defining sales enablement at Verizon - Driving customer value in a crowded market - How sales enablement is structured at Verizon - Key skills to look for when hiring in enablement - Driving cross-functional collaboration - Fostering career growth in enablement - Top advice for starting a role in enablement 👇 ## **Defining sales enablement at Verizon** Somebody reached out to me at Verizon the other day and said, “Hey, it looks like you have enablement in your title. Let's talk.” So we got on the phone and he said, “What platforms do your agents use? I'm trying to sell robotics.” And I said, “I don't have any agents.” This proves the point that in a bigger company like Verizon, enablement is defined in so many different ways. I think for us, it's a hybrid of a few things: it's digital, it's demand generation, and agile marketing. > *Our overarching goal is, how do we drive more revenue through our digital properties or digital e-commerce funnels?* And alongside that, things like customer experience and how you personalize your marketing all collide together. So for us, it's really defined as multiple different things that come together to say, “How do we drive more value for the company and for the customer?” ## **Driving customer value in a crowded market** A key problem that the sales enablement team is currently trying to solve is in regards to being in a crowded market. In general, with telecommunications, mobile services, and home internet services, it’s a crowded space. **Therefore, you always have to be driving value for your customer.** For us, top line growth, revenue growth, and sales growth is a big thing. But when you unpack that further, it's about how you look at the dollars you're spending and your marketing investment. How do you make that more meaningful for the company and for the customer? So a big focus for us is the demand that we have to our site. We have a whole data team that looks at how that’s performing. Is it pulling through with the customer audience like we thought it did? Where do we need to optimize that? Another arm that we've stood up is what we're calling real-time marketing, and that's taking the mantra of agile product marketing to test and learn. We've got a whole team that's dedicated to going in market every single week, testing new audiences and new creative, and then really scaling that. > *So for us, it's, how do we get more with less, get more efficient, drive cost savings back into the business, and also drive more value for our customers?* ## **How sales enablement is structured at Verizon** My team is currently about 15 people and still growing, and we've got it divided into four functions. **The first function is what we call demand activation**. So that's really the partnership that we've got with our media partners that are driving volumes to our site, looking at that, analyzing it, and saying: - “Is it performing how we expect it to perform?” - “Where do we need to optimize?” - “Where do we need to shift dollars into other creatives and other tactics in order to get the outcomes that we want?” **The second is really that sales enablement**. And what that is, is in our commerce experience, it's one thing to get customers to our site, engage with us, and like the product, but it's another thing to actually pull them through the ordering experience and get them to become an actual paying customer. So we've got a team that's laser-focused on all of those changes that need to happen, making it more efficient and more seamless, and getting folks from sale to *actually installing* or setting up in their house. And then we've got two other functions within that. **We’ve got an operational group that's looking at performance assurance** because that's the biggest thing that gets lost when you talk about digital. Digital is a business and we have to run it like a business as well. Then we've got **another team that's focused on real-time marketin**g, which is a pod of about three dedicated leads. And then there are 20 agile leads from across the business that all input in that. Our goals are sales and revenue, but if you unpack that further, the team needs to deliver at different steps in the customer journey. So the way I've organized my team is really around those core sub-KPIs. So for the demand team it's: - How do you engage them on the site? - Are we pulling them through? - Are we getting them to actually engage in our service? - And are we doing it in a cost-effective way? The sales enablement team's goal is: - How do we get that customer from that moment all the way through the funnel? So they're almost like complimentary KPIs, which is what I call them. **If one team isn't doing their job, the next team can’t do their job either.** But all of those boats need to rise in order to accomplish the end goal, which is getting net ads for our business. ## **Key skills to look for when hiring for enablement** Enablement is very much still being defined. Every enablement team has a different shape, size, and goal at the end of the day. So for us, I think our best opportunity was, “how do we get diverse talent that has agility to lean into digital, but also has product experience where they manage the customer lifecycle?” **I think that's an important piece. It's not just about selling, it's how we're driving value back to the business.** It's one thing to sell and drive your costs up, but if you're not doing that efficiently, it's not sustainable. So I try to look for folks that are creative, business-driven, and from all different walks of life because they're able to help each other and we're able to be more agile that way. ## **Driving cross-functional collaboration** Anyone that's in the digital business has to partner with so many different teams in order to make things happen, at the end of the day. We have a value proposition team and a product marketing team that really sets up the offer that we're going to go to market with. It's up to us then to say, “How are we seeing consumer behavior and how are we going to go and market to them?” **Another group that we work very closely with is customer experience.** And so we've got two sides of that within Verizon. We've got a dedicated team, that's omnichannel customer experience, looking at all of our touch points across all of our channels and products to say, “How do we have a consistent macro experience?” **But then we've also made that an innate part of what’s at the core of everything we do**. And that's been a challenge to actually quantify that, so we've tried to embed that within the team. So if we're saying, “Hey, we're going to drive more revenue by increasing conversion,” naturally the customer experience shouldn't get worse doing that. So we've baked that into all of our teams and how we're structuring them. > *When it comes to managing relationships with different members of different teams, I think you get a lot more ideas, but it can slow down agility sometimes.* I think that having the right structure in place within your own existing teams in those clearly defined roles across the board is super important, because it's easy to get focused on one small problem. We try to work on what the different roles are, the specific roles, and what the natural collaboration points are, but also what the hand-off points are and where the team just needs to go and carry out their specific functions. I don't think we fully solved it yet. But for us, especially with COVID, it's been helpful in the sense that the team’s been able to really rally behind a lot of the challenges that we've had to pivot on. So there's been a benefit there as well. ## **Fostering career growth in enablement** When it comes to facilitating personal and career growth amongst my team members and driving that forward, it’s still evolving, and I'll give an example too. One of the big focuses for us as we're doing this agile marketing is bringing on the right marketing technology to enable that. The challenge though, and I see this in a lot of organizations, is that you'll bring on marketing technology, you've got a set group of power users that use it, and they're the only people that know how to use it. **So then you're limited by one point of view, but also people aren't getting to learn and train and get this in their hands and use this tech in their day to day.** So what we've tried to do in our organization is say: “How do we look forward to all of the stuff on the roadmap or on our marketing technology - but also where we need to head up the business? Do we have the right training? Do we have the right scope for the talent for them to be successful?” So we've had a big focus with a lot of our real-time marketing leads, in getting certified and agile (in Lean Six Sigma, for example). We've got people that are super, super smart that know the business, but coming into roles and becoming scrum masters is a different arm in enablement. So we've got to make sure we support them in the right way. It's an ever-growing thing, but it’s about making sure that you've got that right line of sight, 6-12 months ahead, so they're not figuring it out on their own as they go. **Verizon does a great job of having a robust amount of training, but specifically within my team, agile is becoming huge for us.** In the industry, a lot of stuff has been built and hard-coded for so long. The whole genesis of what I’d say real-time marketing is, revolves around, “how do we take the behavior of the customer at that moment in time and dynamically serve them the right message, the right offer, and the right experience to get them into the sales funnel?” With that comes that agile mindset, and a lot of people don't have that training. I didn't have that training initially either. I stepped into this role over the years and kind of morphed into it. So we've got a lot of training around that and we look at different certifications and our employees as well to make sure that they're tackling that. ## **Top advice for starting a role in enablement** For anyone who’s looking to move into an enablement role and push their career forward within this function, **I’d say be flexible, be open minded, and be creative.** I think the other thing too is to be business minded. And that might sound obvious, but one of the things we've seen on our digital transformation and digital marketing journey is that we've looked at digital as this shiny object in the corner and said, “Look at how we're growing.” What we haven't done is asked: - “How does that actually impact the much broader business? - How can that reduce cost from our overall expense across the channels? - But also, how can that start to enable efficiency in all the other channels?” It's not just about the commerce experience, it's about, how do you use those tools to make your front line and your distribution more effective, etc? So I’d say, be open minded and be creative in this space because it's still evolving and it takes many different shapes and forms. Thanks for reading! ### How to align your product and marketing teams URL: https://www.gotomarketalliance.com/how-to-align-your-product-and-marketing-teams/ Last updated: 2023-05-11T16:00:56.000Z When you think about [Go-to-Market strategy](https://www.gotomarketalliance.com/the-go-to-market-hub/), it's easy to think of it as linear. Product comes first and then marketing. But in practice, Go-to-Market is much more of a back-and-forth process. Product and marketing teams both need a lot from each other to successfully carry out their roles. To get the right product, positioning, messaging, and pricing strategies for your next Go-to-Market cycle, you’ll need alignment between these two essential teams. But achieving alignment is rarely straightforward, especially in larger companies where teams can easily become siloed from one another. So, how can you achieve that closer alignment between product and marketing? In this article, we’ll be covering: - Why alignment between product and marketing is important. - How you can get better alignment between product and marketing. - What product and marketing should be aligned on. So buckle up, we’ve got a lot to get through. 🚘 💡 By aligning product and marketing, you’ll be able to build products that better resonate with your target audience, deliver stronger positioning and messaging and contribute to a consistent and compelling brand narrative. Our top tips for doing this? Align early, ensure transparency, and set shared goals. Keep reading for the details.👇 ## Why alignment between product and marketing is important There are so many reasons you need this alignment, but we’ll stick to the top contenders. 1. Designing a product that **resonates** **with your target audience**. Your product teams shouldn’t design new products in isolation. When it comes to deciding which direction your company will take next and which products you’re going to build, there are a lot of competing priorities. Being at the cutting edge of tech. Staying ahead of competitors. Meeting the priorities of important stakeholders. And so on. But what really matters the most is what your customers want. When you’re designing your next product, your starting point should be who your target audience is and what their needs are. What problems do they need you to solve? What can you offer them that a competitor can’t? That’s not information that your product team will automatically have. They’re an internal team. But do you know who does have that intel? Marketing. Marketers are in a unique position as a team. They can have a relationship with customers that doesn't revolve solely around profit. Marketing doesn’t generate profit in the obvious way sales do, which means they can develop more sustainable relationships with your target customers. And they can use the information they gain from these relationships to help direct your priorities when you design your next product. They know which aspects of their marketing most resonates with your audience. They hear what your customers' pain points are. This information is essential for identifying a gap in the market you can fill and achieving product-market fit. If your product and marketing teams work closely together, you can establish a feedback loop that allows your product team to have all the info they need to design products that are in demand. 2\. Creating targeted and effective positioning and messaging. Your marketing, or[ product marketing team](https://www.gotomarketalliance.com/the-eight-product-marketing-metrics-you-need-to-improve-your-go-to-market-strategy/) if you have one, are responsible for designing your positioning and messaging strategy. They’ll build this strategy to target specific buyer personas and audience segments. To do this effectively, your marketing team must really understand the product they’re selling. Say your product is a mug that self-heats coffee and keeps it warm. Your marketing team is producing positioning and messaging which targets busy people who are on the go a lot and rarely have time to stop and boil a kettle. But if they don’t know the mug can be controlled from an app on your phone, they may not think to target tech heads who like to link all their gadgets to their phone, regardless of how busy they are. Or perhaps, they don’t know the cup has a new patented leak-proof technology that would appeal to new mums who don’t want to risk spilling hot drinks around their kids. Those are two different customer segments that might have been missed without alignment. This is a very simplified example, but it depicts what happens when your marketing team doesn't understand your product and emphasizes how they could easily miss opportunities when crafting the positioning and messaging. The marketing team knowing what they’re marketing might seem obvious, but you’d be surprised. It’s easy to miss details or skip steps when you explain something you know inside out to a newbie. We all do it. That’s why you need a conscientious alignment strategy between product and marketing to make sure assumptions aren’t made and details aren’t overlooked on either side. 3\. Delivering a consistent brand narrative We likely all know by now that in the modern world, selling products is as much about storytelling as anything else. Consumers don’t just buy products, they buy into brands and the narrative you’re selling them. Your brand story is all about where the company comes from, why you started it, what your company values are, and what you’re offering your customers. And we become loyal customers of brands who effectively sell us a story we believe in (anyone familiar with this blog will know I’m somewhat irrationally obsessed with UK clothing brand [Lucy & Yak](https://lucyandyak.com/)). We make decisions, often subconsciously, about who we buy from based on how the brand aligns with our values. If you want to sell your brand's story well, you need to make sure you’re consistently delivering that narrative. That means your products, your marketing, your sales strategy, and your customer service, all need to be consistent and representative of that story. Your external teams communicate this story through their interactions with customers, but building that brand narrative and making sure it's really solid is all about product and marketing. So it's essential they’re aligned. [The why, when and how of cross-functional strategy.Cross-functional teams can revolutionize the way your company goes to market, but it’s one thing to have multiple teams working on a project and an entirely different thing to have strategized organizational alignment.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2023/05/GTM_academy_logomark_colour.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/05/waldemar-brandt-MjsIHh1rFkM-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) ## How can you better align product and marketing? The best thing you can do to align any two teams better is to **start the alignment process early** and check on it with a regular frequency. Get product and marketing together at the start of your Go-to-Market strategy and make sure both teams understand the responsibilities, priorities, and challenges of the other. Establish how regularly the two teams, or representatives from the two teams, should meet. You don’t want to overdo it and waste time, but too little contact will result in missed information, so it's best to talk to the teams about what they need and check in periodically to make sure the meeting cadence is still right. One of the biggest blockers to alignment is misunderstanding what each team does. To resolve this issue, you could have representatives from product talk to the marketing team about what their role and processes look like, and vice versa. Another really useful tool is **a project timeline,**where everyone can see who’s responsible for what and how long it’ll take. You can set realistic expectations for when work will be done and involve the friction that results from missed and continuously pushed back deadlines. In that vein, a **single source of truth** for the project ensures everyone is on the same page about what a product is, why it does, and how it’s being positioned can really help collaboration. If people within your own company lack a clear understanding of a product, how can you expect customers to have the first idea? A single source of truth is a really effective way to get this consistent understanding, and it can be as simple as a Google doc. Last up, a really quick win is to have your **product and marketing teams set shared goals**. Now, if you have a lot of people in your content and product teams that might sound a bit hectic, but you can use collaboration tools like Miro to do this in a more organized way with large groups. That being said, there is always value in a good old-fashioned brainstorm. Setting shared goals together will foster allyship between your product and marketing teams. They’ll have shared priorities and challenges, and a common purpose, which will require them to work together. Uniting people against a common enemy is the best way to get them to collaborate. Like the US and UK uniting over their mutual hatred of James Cordon (no, we don’t like him either). [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_-1.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) ## What should product and marketing align on? We’ve touched on some of this already, but there are a lot of activities within your Go-to-Market strategy product and marketing can collaborate on to improve your overall strategy and its impact. ### Use cases Use cases are examples of times when a customer might use your product or service. Essentially, they’re a tool to help you understand why someone would want your product. They’re useful for understanding who you might sell your products to and for producing personalized, targeted marketing. They’re also incredibly helpful for sales and customer onboarding, so you can ensure a consistent and specific journey for your customers. Use cases are a crucial asset, and they work best when product and marketing produce them collaboratively. Producing a comprehensive arsenal of use cases requires in-depth knowledge of the product and the market. If they’re produced by just one team, you’ll miss opportunities. ### Buyer personas Similar to use cases, buyer personas are a tool that can be used throughout the customer journey to ensure you’re delivering a targeted, personalized experience for your prospective buyer. Buyer personas detail who your customer is, what they value, their pain points, needs, and how you can win them over. They’re essential for Go-to-Market. If product and marketing work together to build buyer personas you can better understand what about your product will convince a prospect to buy and what their journey with your company needs to look like. ### Positioning Positioning is, in its simplest form, how you position your product in the marketplace. It's typically the responsibility of marketing, but it shouldn’t be done without the input of your product team. Your marketing team might know the marketplace best, but no one knows your product like the people who created it. Positioning is all about finding the right way to position your product so it’ll appeal to the right audience, have a clear differentiator from your competition and allow you to grab market share. To do that effectively, you need to bring together product knowledge and market knowledge, which is why this should be a collaborative function. ### Competitive intelligence Your product and marketing teams are both already gathering information on their competition, whether you have a formalized competitive intelligence function or not. As we’ve discussed, product and marketing both perform better with each other’s insights. This is no different when it comes to [competitive intelligence](https://www.competitiveintelligencealliance.io/competitive-intelligence-complete-guide/). Information sharing between teams is essential for competitive intelligence to be fully effective. For example, there’s little point in marketing knowing who your biggest competitors are according to your customers if they aren’t passing that on to the product team. It can be counterintuitive to share what feels like hard-earned intel with others, even within companies, but that reluctance has to be unlearned. ## TLDR; If you want to get the most out of your Go-to-Market strategy, you must align your product and marketing teams effectively. Product and marketing can both enrich one another’s work with their unique insights and perspectives. This will help you deliver a more consistent brand narrative, achieve product-market fit and better resonate with your target audience. The best ways to get this alignment are: - Align early and consistently. - Have a transparent project timeline. - Set expectations at the start of the project. - Use a single source of truth. - Have your teams set shared goals. ### Accelerating your routes-to-market – Getting it right with optimized Go-to-Market alignment URL: https://www.gotomarketalliance.com/accelerating-your-routes-to-market-getting-it-right-with-optimized-go-to-market-alignment/ Last updated: 2023-05-09T15:58:40.000Z Why do you need a Go-to-Market strategy? Well, not to freak you out, but **95% of all new products fail in the first year**. Those launches could fail because of poor timing – for example, I worked in an automotive company that was trying to improve energy efficiency, and then electric cars started entering the market. Or maybe it comes down to product issues – let's just blame it on the product team. It’s always the product and never the marketing, right? Well, no. The truth is you could build the best product in the market that solves all your customers’ pain points, but if they don't know where to find it, they're not going to buy it. That’s why you need a rock-solid Go-to-Market (GTM) plan that puts the product or services in your customer's hands. So we know we need a GTM strategy, but what are the key questions it should answer? Let's see. 1. **Who** is your buyer persona? 2. **What** are you trying to sell? 3. **How** do you reach your customers? 4. **Why** would your target customers want to buy this product? 5. **When** are you launching? 6. **Where** are you going to focus your marketing and sales strategy? These are the six key questions, and I’ll repeatedly touch upon these themes as we move through the article. Whether your company is big or small, you’ll want to keep all of these elements in mind as you prepare to go to market. Now I’m going to lay out an activation plan that will enable you to answer all these questions, nail your GTM strategy, and measure your success after your product has launched. # Target customer Who are you selling to? The first thing you want to do is identify your buyer personas. Once you’ve researched them, you want to make sure you validate them. This means talking to analysts, customers, and sales reps, and making sure that your personas hit the mark. # Value proposition What should you address in your messaging? A lot of product marketers get excited about writing the messaging document. But to write that document, you need to understand the market and how your product uniquely solves the customer's pain points. You also need to also understand how the product works so you can translate it into something the customer understands. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-702ce5b2-6e73-479d-aa48-b39e03fd39f3.png) ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/data-src-image-1c487136-e63c-4f24-bbf3-931ebfcf7b70.png) From here, you can build your messaging pillars. Your marketing team needs to be able to tease apart each of these pillars and use them to run campaigns that will hit different target audiences, so give them options. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) # Routes-to-market How are you going to reach your target audience? Now you’ve figured out your messaging, let’s dig into how you’re going to share it. You’ll need to make some important decisions here: - Direct vs indirect - Push vs pull - Horizontal vs vertical - B2B vs B2C # Communication plan How will your customers hear about this? Think about where you are in terms of your product adoption lifecycle. Are you marketing to the innovators or the stragglers? You want to create your marketing mix based on that lifecycle and all the homework you’ve already done on your personas. You also want to think about which part of the funnel you’re targeting. Are you building market awareness and brand reputation at the top of the funnel, aiming to secure more leads further down the funnel, or trying to get more conversions through hands-on technical collateral for your customers at the bottom of the funnel? # Pricing strategy What’s the best pricing model for your product? With SaaS products, there are multiple pricing options. You can go freemium and give customers the product for free for 15 days before the billing kicks in. You could offer a flat rate and bill your customers the same amount each month no matter how much they consume. Or, you could go for a consumption-based model. Alternatively, a tiered pricing model might work best. You’ll also want to think about the product introduction phase. You could give out promo codes and discounts while you’re getting your product off the ground. Credits are an option too. # Operational readiness How will you communicate with your stakeholders? The final thing is to make sure that all your stakeholders are educated on what's coming. All too often, you can find yourself running a launch event, only for a seller to turn around and ask what the product is because they’ve never heard of it. You need to make sure everyone is kept in the loop when you're bringing in new products. Let’s look at a process for that. **Step one: Identify stakeholders and resources** **Step two: Develop your GTM plan** **Step three: Align your business processes** **Step four: Update your internal communication channels** **Step five: Ongoing reporting** [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/GTM_Motions_Playbook_2023_LinkdIn_Banner_.png)](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) # Key takeaways 🤔 Keep reminding yourself of the six questions: 1. Who? 2. What? 3. How? 4. Why? 5. When? 6. Where? 🖼️ Adopt a framework to make your GTM consistent and scalable. This will help you as you scale your company and bring new people on board across your cross-functional teams. 📈 Finally, you want to make sure you have the right metrics and keep calculating at each stage how these metrics are performing. When you do this, you’ll be able to get the right product to the right audience at the right time through the right channel. --- *This article was adapted from Janani's presentation at the Product Marketing Summit in San Francisco, 2022\.* *Product Marketing Alliance members can watch the complete presentation – including how Janani implemented this strategy at AcmeCloud, details of her five-step process for communicating with stakeholders, and the metrics to track after your launch – on-demand* [*here*](https://www.productmarketingalliance.com/product-marketing-summit-san-francisco-sept-2022-members/?wchannelid=1ojfji4wf5&wmediaid=hhg7mr2g01) *or read the full write-up* [*here*](https://www.productmarketingalliance.com/accelerating-your-routes-to-market/)*.* ### A practical guide to creating a winning positioning and messaging strategy URL: https://www.gotomarketalliance.com/a-practical-guide-to-creating-a-winning-positioning-and-messaging-strategy/ Last updated: 2024-08-20T15:56:34.000Z *This article is based on a presentation from the Masters of Product Marketing event in October 2022\.* One of the most frequently asked questions I hear from fellow product marketers is, "Who has a messaging framework that I can use?" Messaging and positioning are some of the core activities of product marketing, yet many people still struggle with how to get them done and make sure that their organizations adopt them. Even experienced product marketers sometimes get stumped when it comes to messaging and positioning, as most of us develop product marketing skills through trial and error. My early career would’ve been so much easier if PMA had been around with all their content and templates and frameworks. Throughout this article, I'd like to provide you with some best practices and a process that you can adopt, adapt, and use in your own company the next time you're faced with the challenge of crafting positioning and messaging for the products that you sell. In this article, I’ll be exploring: - Product positioning - Positioning templates - Context - Data collection - The positioning process - What messaging is, and why it’s important - The messaging test - Messaging deployment ## What is product positioning? Let’s start with positioning, which is all about where you want to play and where you choose not to play. There’s no perfect positioning strategy, and once you’ve established one it shouldn’t be set in stone; you have to update and refresh it over time. It’s also worth noting that good positioning is also not a clear determining factor for success. However, poor positioning will certainly spell doom for your product. Several key factors go into your positioning, including… **The market** - Which market are you playing in? - Is your solution entering an existing category or creating a new one? - How dynamic is the market? **The competition** - Who are the key players? - How similar are their capabilities? - Do any of them have greater capabilities? These questions can be answered via thorough competitive intelligence. **The buyer** - Who buys your product and why? - What challenges and needs do they have? - What is their buying process? - Will your future customers look like your existing ones? **Your differentiators** - What key product characteristics make you unique? - Why do you win and why do you lose? - What value does your company bring to the customer? ## The positioning template Now, we have all this information, what do we do with it? You want to start by using it to fill out a positioning template. You can download your own [here](https://www.gotomarketalliance.com/build-your-own-positioning-statement-with-our-free-template/). ### Why is a positioning template useful? The first reason you should use a positioning template is to explore all the different possible directions you could take and then document and explain why you believe certain directions are better for your company than others. The second reason is to ensure clarity on the direction that you're suggesting. You can clearly articulate the reasons for your choices, such as why you should go into healthcare and not financial services, or which buyers you should go for and which ones you should avoid. The document also helps create alignment across different stakeholders like sales, support, and many others, so that they are able to participate in the positioning exercise and align on expected outcomes. Finally, laying out all of this will help you see how to best set the context for your buyer and create a narrative that will help you position your product in the minds of your customer. ## Exploring context Let's take a quick detour here to talk a little bit more about that critical component I just mentioned: context. In *Predictably Irrational,* Dan Ariely states that most people don't know what they want unless they see it in context. Below, you can see a good example from the book. The question is whether the dark blue circle on the left or the right is larger. [![](https://www.productmarketingalliance.com/content/images/2023/03/Screenshot-2023-03-24-at-12.32.38.png)](www.gotomarketalliance.com/a-practical-guide-to-creating-a-winning-positioning-and-messaging-strategy/) Source: **Predictably Irrational* by Dan Ariely In fact, when we remove the light blue circles and show just the dark blue ones side by side, we can see that they’re the same size. When we see circles surrounded by smaller or bigger ones, our brains trick us by changing how we interpret things. In other words, the context in which the circle is placed affects how we perceive it – the same applies to your product. [![](https://www.productmarketingalliance.com/content/images/2023/03/Screenshot-2023-03-24-at-12.34.03.png)](www.gotomarketalliance.com/a-practical-guide-to-creating-a-winning-positioning-and-messaging-strategy/) Source: **Predictably Irrational* by Dan Ariely This is why it's wise to choose your market and your competitors carefully. When someone asks you who you compete with, the answer you give them will give them a frame of reference and immediately place you in either group A or group B. Also, because we love comparing things that are easily comparable, if you're selling software to developers, for example, you should use examples that developers understand to set the context. Similarly, if you're selling software for human resources, you want to set a familiar and easy-to-understand context. This is a core part of positioning. I’ll give you a couple of examples. Many years ago, I worked at a startup in the sales enablement space. We were selling primarily to sales teams. When we tried to expand our footprint and engage outside the sales team, for example with human resources leaders, we had to use a different context so that the HR people could understand. We also had to be careful about how we set the context so we wouldn't be lumped in alongside all of the other HR software that they were used to buying. We talked more about how our solution was a solution for employee enablement, not just sales enablement. This differentiated us from solutions like learning management systems and learning portals and enabled us to expand our footprint within the company. I also like to use the example of a well-known company in the tech space called Gong. They positioned themselves not as a product for call recording and transcription, but as a new way of getting intelligence out of sales calls – they called it conversational intelligence. This was an inspired way of harnessing context to create a whole new category. ### What can help you set the right context? The context isn’t just something you write in a document and forget. For the positioning you create to be effective, it needs to be reflected across multiple elements such as sales, marketing, product, pricing, and your overall go-to-market activity. [![](https://www.productmarketingalliance.com/content/images/2023/03/Screenshot-2023-03-24-at-12.37.36.png)](www.gotomarketalliance.com/a-practical-guide-to-creating-a-winning-positioning-and-messaging-strategy/) Much like when you go to an expensive restaurant, and you're expecting a certain quality of service, a certain ambience, a certain number of tables, lighting, etc, the same is true with the product you're selling and everything that goes around it. # Data collection Let’s get back to the positioning document. To complete it with the right data, you’re going to use a series of inputs: - Win/loss analysis - Competitive research - Analyst reports and inquiries - Customer interviews - Sales interviews - Workshops with your sales, sales engineering, and marketing teams I’m going to share a couple of data-collection exercises with you. The first exercise is the creation of a spreadsheet where you list out your core product features along with a quick description to ensure everyone understands which features you’re talking about. Then, you ask the team, either individually or as a group, to answer “yes” or “no” alongside each feature to show which ones they believe are unique to your product in the market. Next, hide that column and ask the team to identify which features they believe are most important to customers in terms of solving their major challenges or pain points. This'll lead to a rich discussion and list of important and unique features, which can then be sorted and grouped. [![Data collection document](https://www.productmarketingalliance.com/content/images/2023/03/Screenshot-2023-03-24-at-12.41.34.png)](www.gotomarketalliance.com/a-practical-guide-to-creating-a-winning-positioning-and-messaging-strategy/) Another way to run this exercise is by creating post-it notes, either physically or virtually, listing your key capabilities and features. You can even include some different colored notes with capabilities that might be missing from your product today. Then, ask people to rate each one as high, medium, or low in terms of importance to the customer. After that, ask them to rate which ones they believe to be key differentiators for your product capabilities in the market. The outcome of these exercises is that you come up with a shortlist of unique product attributes that match your customer's most pressing needs. It’s also a great way to get alignment across teams by discussing what they believe to be important or not important to customers and unique to your product. # The positioning process Now that you’ve collected all that data, it’s time to fill out the positioning document and share it with stakeholders across the organization. They could include sales leaders, others in your team, and business leaders in other areas. This'll ensure that everyone gets a peek at what you’ve learned about your key positioning areas so that later on you won’t hear any questions about why you decided to spend marketing dollars on one segment, persona, or feature versus another. This is also a great opportunity to get feedback from others and have them point out any possible gaps, which shows you are not creating this in isolation – you’re involving your cross-functional teams and customers. After aligning your stakeholders, you can then proceed to the main outcome of this data collection and positioning exercise: the positioning statement. There are several ways to craft positioning statements. One classic structure includes the following elements: - For \[target\] - Who are \[segment\] - The \[product/brand\] - Provides the \[category\] - With \[difference\] - Because of \[proof\] Whichever format you choose, the aim is to end up with a concise statement that clearly articulates where you play, for whom, and why you win. ## Wait! Don’t do this… Now, let me stop you right here. Before we go any further, I want to warn you about a mistake that I've seen over and over again: You create a great positioning statement, and you think you're done. Guess what? Your work is not yet done. Don’t go emailing people the statement or putting it on a website just yet. The full process has one more element: the messaging. The positioning statement is just an internal document that you’ll use to guide the creation of your external messaging and everything else that goes along with it. It also helps align teams internally. Can you use it externally? Sure you can, but this is not the only messaging that you're going to create. Having said that, let's jump into what messaging is. ## What is messaging and why is it important? In short, messaging is how you communicate your value proposition to your customers. Let’s dig into how you can do that and why it’s important. Your messaging is going to help you expand on your positioning statement to articulate to your buyers why you're better than the alternatives. It also helps you to set the context we talked about earlier, putting you in the right category in the mind of the customer and supporting your key differentiators. On top of all that, it helps your broader teams to articulate your story and key value proposition. This helps activate your positioning and gives guidance to the rest of the organization about where you play and how you win. There are several messaging templates out there, but they typically contain a few key elements: - **Your positioning statement** – The starting point of your narrative - **Short and long product descriptions** – The narrative - **Key messaging/outcome pillars** – Supporting narratives 1) Customer challenges or pain points 2) How your product solves those pain points 3) The value your product provides - **Proof points** – Customer case studies, quotes, ROI reports, etc. ## The messaging test Now, as you craft your messaging, how do you know if it's any good? It's easy to get lost in industry terms, try to cover too much ground, or – on the opposite end – take an overly high-level view of your product. To help you avoid these traps, here are some things to ask yourself and others as they help you with this exercise: 1. Does our new messaging document convey who we are as a company and how we see the market? 2. Is it speaking to a clearly defined audience? (Remember: if your product is for everyone, it’s for no one.) 3. Are we demonstrating our understanding of our audience’s concerns? 4. Is a tangible business problem or opportunity clearly laid out? 5. Have we shown the cost of doing nothing? 6. Is the path to a solution clear? 7. Are our capabilities truly differentiated from the alternatives in the market? ## Messaging deployment Now that you’ve crafted a core message that the whole organization can rally around, let’s look at how you deploy it. There are two important tasks as you deploy your messaging. First, there's messaging enablement, which is a series of activities that you're going to do internally to get all your teams aligned and trained on the “why” of your messaging and how to use it. Second, there's messaging activation, which is all about customer-facing activities. In other words, it’s how you translate your messaging into marketing campaigns, website pages, product demos, and more. ## Let’s wrap up As you can see, there is a lot that goes into crafting an effective positioning and messaging strategy. I could go on and on, but I hope this article has given you food for thought and ideas for what to do next time you're tasked with updating your company’s messaging or creating it from scratch. ### How to build a value proposition for Go-to-Market URL: https://www.gotomarketalliance.com/how-to-build-a-value-proposition-for-go-to-market/ Last updated: 2023-05-26T12:15:10.000Z Your value proposition is an essential piece in the Go-to-Market puzzle. Anyone who reads it should know exactly what your business is, who it's for and what sets it apart from your competition. The tricky part? It’s also a concise statement of no more than a few sentences. Packing all that key info into such a short statement is challenging. Ensuring that it does your company and product justice at the same time is even harder. Plus, the value proposition can be a real make and break. Get it right, and you’ll have a really strong asset at the core of your Go-to-Market strategy. Get it wrong, and you risk alienating a lot of potential customers. But not to worry, we’re making it easy for you to nail your value proposition and ensure a strong heart to your strategy. Our value proposition template makes sure you hit every key piece of information in a concise statement. It's a foolproof guide to building the value proposition your Go-to-Market strategy deserves. Better yet? It’s completely free. All that stands between you and your template is the world’s shortest form. Download **your free copy** today. 👇 ### Get the value proposition template ## Learn more about value propositions Want to learn more about what value propositions are and why they’re so important? Get the lowdown here: [Your ultimate guide to creating a value propositionA value proposition communicates how your product or service will benefit your customer. You need to outline why your product is essential for your target segment, how it will solve their pain points, and why your product is more desirable than others on the market.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/10/valueproposition.jpg)](https://www.gotomarketalliance.com/your-ultimate-guide-to-creating-a-value-proposition/) ### Leveraging data to build a great product URL: https://www.gotomarketalliance.com/leveraging-data-to-build-a-great-product/ Last updated: 2024-08-20T15:55:54.000Z How do you leverage data to build a great product? Well, that's what we’re going to get to the bottom of in this article. Product managers often use the wrong metrics to measure the value of their product. How do you find the right metrics? More importantly, how do you put your finger on the real value of your product? **Let’s break down our agenda here:** - How do you value a product? - Product management: getting started - Two goals to aim for - A strong product point of view - Tracking your progress - Product at the center of the tech space ## **How do you value a product?** Firstly, I’d like to introduce the subject with an anecdote. We like to talk about product in quite a binary way: products that have successfully leaned into data and those that haven’t leaned into data. Let me give you an example of this. Some products generate a lot of buzz, but ultimately end up failing because very few people have used or bought them. What’s happened here is that product people have miscalculated the value of their product. In the case of this product I’m talking about, it was super expensive, and it was a massive investment for the organization, but they didn't realize that it wasn’t bringing value to customers. These are the wrong measures of a successful product, and you need to be able to locate the value so that you know how to position your product. [![A glass full of coins and a green plant](https://www.productledalliance.com/content/images/2022/04/How-do-you-value-a-product_.jpeg)](www.gotomarketalliance.com/leveraging-data-to-build-a-great-product) ### **Real value comes from problem-solving** The question you need to ask yourself is: what is the real problem that you're solving for the customer? It’s not about what you think is cool or fancy, it’s about what your customers are going to respond to. In the case of the product I mentioned, it wasn’t just a privacy or security risk, it ended up posing an actual physical danger to customers. In the end, our mission is to create a delightful experience for customers. This is quite the opposite of what we saw with the product I described to you. In this case, those in charge were putting their own needs and interests front and center rather than that of the customer. ## **Product management: getting started** With product management front and center in the technology space, we see this product-led movement becoming essential. The act of around the product itself has become an essential tenet for success. It’s all about bearing in mind the fact that what’s important above all else is the relationship the customer has with the product. Here’s a hot tip: the relationship they have with your brand is forged through the relationship they have with your product. The product experience is important above all else. ### **It starts with data** To really pull something like this off, you have to align **all functions** within a company, that includes all stakeholders aligned with the product itself. So, at the foundation of any successful product-led company is data. That data shouldn’t just be a bunch of figures on a screen, it should be indicative of a real need that people have. This will indicate whether there’s a demand for your product. ### **It starts with a ‘why?’** Why questions are always the key to establishing whether a product is going to satisfy some need that people have. The next question that comes from that is, why should we be investing our time and money in it? Let's look at the example of Peloton, for example. They came up with the idea of enabling people to engage in full workouts from the comfort of their own homes. They built a Kickstarter campaign to test their idea. In this way, they were able to roll out a kind of prototype of their idea before full launch. And from this data, they modified the bike a little. They were able to build the optimal product from the data they gathered through testing. [![The word why on a brown background](https://www.productledalliance.com/content/images/2022/04/Why.jpeg)](www.gotomarketalliance.com/leveraging-data-to-build-a-great-product) ## **Two goals to aim for** Your goals should be split into **two categories**: operational and customer. Within each of these sections, there are some key questions you need to be asking yourself. ### **Customer goals** Like I said, your product can only succeed if you’re able to establish that it will create a delightful experience for the customer. How do you know if you’re customer-centric? Here are some key questions to ask yourself: - Who is your target audience? - Is there a pain point that we’re addressing? - Is the product a ‘must-have’ or simply a ‘nice to have?’ - And what's the desired outcome for the product? ### **Operational goals** These are the broader business concerns that you have to bear in mind. You should be thinking exactly about what the product is going to do for your brand. Some other concerns you should have are: - Are you looking to save costs for your business? - Are you looking to increase revenue? - Are you trying to mitigate any type of risk altogether? - What will it cost to delay the launch? Cost of delay is something that product teams use a tonne. Delaying a product launch is always going to be costly, but you have to determine whether it’s going to be worth it. Is it going to truly optimize and improve your product as a whole? ## **A strong product point of view** What’s ultimately important is that the risks that you take are guided by a strong product point of view as you build your case. In the early days of Pendo, we made an unpopular decision that was a really big risk. The decision was to build a really broad product that provided both analytics and the ability to take action on the data. Lots of folks challenged us on that, and that's okay. We truly believe that product teams need both capabilities, and we’ve stood by that mission statement all the way through. ### **What does your market need?** Of course, this strong point of view is often driven by what your market needs. You’re not just running off into the dark with no light whatsoever. You’re guided by the light of what your market needs. [![Lights arranged in a line on grass](https://www.productledalliance.com/content/images/2022/04/What-does-your-market-need_.jpeg)](www.gotomarketalliance.com/leveraging-data-to-build-a-great-product) And this really goes back to pain points, but it’s often not just a single pain point, but some collective pain that helps us get to a result. How do we get closer to what the customer needs? ### **Get up close with customer needs** Understanding your customer needs is no easy task, but there are a few practical strategies you can put in place to get started with it: - Shameless plug time: **Pendo** provides qualitative feedback on customer experience. This is equally important as quantitative feedback gives you insight into the unique specific problems that individual customers are having. - Very often teams are all hearing feedback and receiving data from customers, but we can’t necessarily do anything with it unless we can put it all together in one place. The whiteboard platform **Miro** can help with cross-team collaboration. You can go through key customer pain points and prioritize the most crucial ones. - Empathy maps are another method and it puts you a bit closer to the customer and gets you inside their mind a little bit. It gets you into their environment in a way that helps you understand how they're operating and thinking to get to their end goal. ## **Tracking your progress** What’s the point in moving forward if you don’t even know if what you’re doing is going to benefit you, right? Tracking success is so crucial for us to remain agile and adaptable. What value are you bringing to your market and your customer base? For this, you need to be looking at your KPIs. ### **KPIs to measure your success** Some fairly obvious KPIs to measure are things like: - Product adoption - Usage rate - Retention rate - Overall revenue rate - Impact on NPS These are all pretty standard metrics that are always going to be of relevance for pretty much any organization. You can think of these as your **foundation.** If you don’t have these in place you’re going to be in a very unstable place. ### **Quality of product shipped** Now, we’re gonna dig a little deeper and look at if you want to get super nuanced with how your product is performing: Looking at the quality of products shipped rather than the number of features shipped can get you deeper into what we call qualitative data. Qualitative data allows you to look at whether the product is performing the function that’s required. ## **Product at the center of the tech space** Product management has shifted to the center of the tech space, and it’s one of the most booming career paths for someone to take. We’re seeing product people who are having a palpable impact on broader c-suite aims, and they’re driving bottom-line metrics and setting company goals. It takes a tonne of courage for product teams to hold themselves accountable for these true business metrics that people are putting in front of them. This is what is expected of us today in more modern product organizations. We earn influence and authority in shaping the direction of a company when we're able to tie our business metrics like revenue or customer acquisition costs into **the big picture**. Speaking of the bigger picture, you can’t just look at those metrics that are going to have an immediate impact. You have to look at…. ### **Lagging metrics** These are metrics that may take a long time to present themselves. Things like: - **How sticky is your product** \- You might be getting a lot of adoption, but are you able to maintain trust in your product over time. - **Product engagement score** \- The thing is, it isn’t always apparent when a product first launches how successfully customers can engage with your product over time. And this can be a key indicator of its quality. This encompasses both positives and negatives: how much retention you're getting and whether your churn rate is on the rise. - **NPS score** \- This is a great measurement of success. It tells you what your customers are feeling after a certain amount of time after they've used the product. How are they feeling about the product X amount of months down the line? ## **Final word: the benefit of these metrics over time** Firstly, they allow you to take action as soon as you see things start to take an upturn or a downturn. They allow us to be agile and adaptable. We’re able to address issues as they begin to arise. Conversely, they allow us to plan **long-term**. We measure metrics as they develop against our KPIs. They give us a goal to aim for and allow us to see how well we’re measuring up to this over time. They allow us to get **aligned.** It’s very difficult to get the whole team united behind a common goal without targets. We have to get there together! ### The Competitive Positioning Playbook URL: https://www.gotomarketalliance.com/the-competitive-positioning-playbook/ Last updated: 2024-04-02T08:29:23.000Z No product is created in a vacuum. It’s how you position yourself relative to the competition that truly matters. If you’re to carve out your own competitive niche and defend it, you’ll need to scout the environment, pick an advantageous position, and make sure the market knows that spot belongs to *you*. In the Competitive Positioning Playbook, **we show you how**. ## How this playbook can help you Grab your playbook today to learn: 👷 How to blend CI and customer research for a **rock-solid** positioning strategy. 🙅‍♀️ The three steps you **must not skip** in crafting competitive positioning. 🪛 A top-to-bottom **tear down** of the positioning process, and how CI fits in. 🏹 How to use competitive positioning to shatter your org’s **revenue** ceiling. [Give me my copy!](https://productmarketingall.typeform.com/cia-position-pb) ## What’s inside your playbook? Want a peek behind the curtain? Here’s a look at what’s covered inside. 👀 - Why you should position competitively. - What ‘minimum viable positioning’ is and why you should work towards it. - The competitive positioning process, from foundations to deliverables. - How to reposition when things *aren’t* working. - How to get buy-in across your organization. Plus, you’ll hear from some of the best in competitive intelligence and product marketing, as they share their insights on the competitive positioning process. Our **guest experts** include: 🎓 - Alex McDonnell - Competitive Intel & Product Marketing at **Airtable**. - Keith Brooks - CMO and VP of Product Marketing at **B2B Whisperer**. - Kevin Chan - Manager, Products & Solutions Marketing at **Hootsuite**. - Matthew Tyrer - Head of Competitive Intelligence at **Commvault**. - Mitchell Comstock - Sr. Product Marketing Manager at **LeadIQ**. And many more… [Get the playbook](https://productmarketingall.typeform.com/cia-position-pb) ### Using win-loss analysis to secure your competitive advantage, with Nick Siddoway URL: https://www.gotomarketalliance.com/podcast/using-win-loss-analysis-to-secure-your-competitive-advantage-with-nick-siddoway/ Last updated: 2023-06-29T16:19:18.000Z Are you tired of missing out on potential sales and not knowing why? If so, you're in luck. Nick Siddoway, President and CRO of Primary Intelligence, is here to share his top secrets to improving sales with win-loss analysis. Get ready to dive deep into the world of sales with a win-lose specialist who’s helped over 3,000 leaders uncover the key to improving their sales. Nick and Holly discuss bringing together multiple stakeholders to build a successful win-loss program, providing practical strategies that you can implement in your own organization. By the end of this episode, you'll have a clear understanding of what win-loss analysis is, how to do it, and why it's crucial for your business. 💡 This week’s podcast is brought to you in partnership with Primary Intelligence, the win-loss specialists. Be sure to check out their platform. 👇 [Primary Intelligence - Win Loss Analysis & Customer Experience AnalysisFully Automated Win-Loss Analysis Take the guesswork out of winning. Uncover your unique path to winning more deals through win-loss analysis powered by![](https://www.primary-intel.com/favicon.ico)Primary Intelligence![](https://www.primary-intel.com/wp-content/uploads/2022/01/trusales-laptop-automated-1-1.png)](https://www.primary-intel.com/) ## Episode highlights: - Why should you be using a win-loss program? - How to make a start with win-loss analysis. - How to develop relationships with your stakeholders. - Who’s responsible for win-loss analysis in a Go-to-Market strategy? - Why you can’t just rely on data from sales reps. ## Tune in now 📻 [‎GTM-FM on Apple Podcasts‎Business · 2023![](https://t2.gstatic.com/faviconV2?client=SOCIAL&type=FAVICON&fallback_opts=TYPE,SIZE,URL&url=https://podcasts.apple.com/us/podcast/gtm-fm/id1629395489&size=128)Apple Podcasts![](https://is2-ssl.mzstatic.com/image/thumb/Podcasts122/v4/84/6f/0f/846f0f85-a40a-428a-a10b-4e5771c0dcf9/mza_6691777692131485979.png/1200x630wp.png)](https://podcasts.apple.com/us/podcast/gtm-fm/id1629395489) [GTM-FMWelcome to the official Go-to-Market Academy podcast.Join us as we get up close and personal with guests from across the C-suite and business leaders to uncover their secrets for Go-to-Market success.![](https://ssl.gstatic.com/images/branding/product/2x/podcasts_48dp.png)Google PodcastsGTM-FM![](https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcRvZGy_qyUpxXD7JyCXMoKgWny26b3GflhHhC8r_YJvfYW7FPI)](https://podcasts.google.com/feed/aHR0cHM6Ly9mYXN0Lndpc3RpYS5jb20vY2hhbm5lbHMveHQ4NXJtbW9hai9yc3M) ### Product launches (and re-launches): How to resource, differentiate, and maintain momentum URL: https://www.gotomarketalliance.com/product-launches-how-to-resource-differentiate-and-maintain-momentum/ Last updated: 2025-07-07T15:54:33.000Z *This article is based on Natasha's presentation at the Product Marketing Summit in Chicago, 2022\.* --- Hello! My name is Natasha Janic, and I lead product marketing for our Loyalty Management product at Salesforce. I've spent pretty much my whole career working in tech. I came to Salesforce about three years ago specifically to launch our new loyalty product. It was an interesting journey, and while I don't feel qualified to talk about many things in this world, this is definitely something I *do* feel qualified to talk about, and I'm excited to share it with you. I’ll break our topic up into three big chunks. We’ll look at: - How to resource and start planning for a launch - Tips and tricks that we learned from our go-to-market strategy - How to run effective enablement and drive evangelism Let’s dive in. ## Resourcing and planning for product launches I want to start with a little story about our loyalty [product launch](https://www.productmarketingalliance.com/a-visual-guide-to-product-launches/). I was told that this was going to be a tier-one launch – the biggest launch you can possibly have – so I was super excited but very confused as to why they were letting me as a PMM be the one leading this. Still, I appreciated the confidence that [leadership](https://www.productmarketingalliance.com/leading-cross-functional-teams-in-a-global-organization/) had in me. The launch was going to be a big splash at Dreamforce, our flagship conference. If you’ve ever been to Dreamforce, you can imagine the scene: there’s Marc Benioff on the mainstage talking about this new product, plus a keynote, and all of that fun stuff. The entire launch cycle typically culminates at Dreamforce, so I was picturing myself finishing my keynote and walking into a big party to celebrate all of the hard work we’d put into this launch over the past year. [![Product launches: expectations, and then an image of people celebrating throwing money everwhere. ](https://lh6.googleusercontent.com/879syQhFGcOMIAFljDfBaZdpijnnUUemA5kXA927semxdtkQNisA4_KvKzydgA1XRvSRkNt9DCiqba1R4bgGVnHAd2uq9DMNt5n6jVb0YfB-Kp-oIrrncK_P8WA1myZbTNw-cJkZBMOnzCA7USeL2iQ)](www.gotomarketalliance.com/product-launches-how-to-resource-differentiate-and-maintain-momentum) **Image courtesy of Salesforce* This was all planned for September 2020\. It became pretty obvious by April that it wasn’t going to happen that way. _This post is for subscribers only._ ### 4 growth hacking Go-to-Market strategies URL: https://www.gotomarketalliance.com/what-types-of-go-to-market-strategies-hack-growth/ Last updated: 2024-02-16T08:35:56.000Z [Go-to-Market (GTM) strategies](https://www.gotomarketalliance.com/the-go-to-market-hub/) have proven to be a bona fide means for tech startups to grow from zero to billions of US dollars. Executing the right types of Go-to-Market strategies could even be considered a do-or-die for early-stage tech startups and companies desperate for growth. **Most "schools of thought" put GTM strategies into two main types, product-led and sales-led.** Yet, you can identify other types, depending on each company's perspective of what a Go-to-Market strategy should do. Speaking of what a Go-to-Market strategy should do, let’s begin with a definition. ## So, how do you define a Go-to-Market strategy? It’s a business tool that takes the form of a strategic plan, supposed to help companies reach and serve customers of a given market. Pay special attention to the word, **“supposed”** because not all Go-to-Market strategies are successful. GTM is a strategy that enables companies to: - Get to the right customer in the right market. - Offer the right products and [value proposition to the right customer](https://www.gotomarketalliance.com/how-to-build-a-value-proposition-for-go-to-market/). - Use the right channels to reach the right customer in the right market. - Answer the different questions companies need to succeed in a market. But, there are some prerequisites to think about before creating a Go-to-Market strategy. The most important is product-market fit. **No one can hack the growth of anything without product-market fit.** This gives more weight to the question: ## What types of Go-to-Market strategies hack growth? So, let’s discover the different types of Go-to-Market strategies I present in this article. 1. [Product-led](https://www.gotomarketalliance.com/product-led-go-to-market-a-case-study-with-derek-osgood/) 2. [Sales-led](https://www.gotomarketalliance.com/sales-led-go-to-market-a-case-study-with-jarod-greene/) 3. Inbound 4. [Demand generation](https://www.gotomarketalliance.com/unifying-your-team-around-bringing-a-product-to-market/#how-to-align-with-marketing) 💡 Want to know more about Go-to-Market strategy models? Download [****your free copy** of the Go-to-Market Motions playbook](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/). ### Sales-led Go-to-Market strategy As the name indicates, sales drives this strategy. At the core, at the heart of this GTM approach, is salespeople. Sales start and close with this type of Go-to-Market strategy. And that means you need skillful sales people. This is because it consists of using persuasive positioning to lead clients through the entire customer pipeline. The product is still present, but as a tool for sales discussions mainly at the beginning of the strategy. This type of Go-to-Market strategy demands numerous resources. So, when companies use this method, they focus on making fewer sales at greater margins. #### Who is a sales-led Go-to-Market strategy for? - Well-funded companies, focusing on hyper-growth (growth hacking and/or growth marketing). - Companies aiming to create 1-on-1 relationships with target accounts, as a strategy to increase the average customer lifespan and retention rates. - Companies that introduce a product in a very competitive market. - Companies that are creating inventive, complex, and/or expensive products. - A market where customers find the perfect solutions to their problems with ease. - For a lengthy sales cycle with many parties in the decision-making process. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/04/GTM_Academy_CTA_Banners_Generic_2-1.jpg)](https://learn.gotomarketalliance.com/trainings) ### Product-led Go-to-Market strategy Let me quote [OpenView Venture Partners](https://openviewpartners.com/) to tell you what Product-led Go-to-Market is: > [*Product-led Go-to-Market (PLG) is a Go-to-Market strategy (GTM) that relies on product usage as the primary driver of customer acquisition, conversion, and expansion.*](https://www.headofgrowth.io/) > \-OpenView Venture Partners (2018) The entire focus of this GTM strategy depends on the product. It consists of collecting in-product customer behavior, feedback, product usage, and analytics. The results are used to drive customer acquisition, retention, and growth. **This is a self-serve sales model, with few salespeople involved.** The strategy works to completely empower the product to sell itself; it contains all the information potential buyers may need, including product features and technical specifications, pricing alternatives, and contract conditions. **The product is the key to ensuring success in this GTM strategy. The strength of this type of Go-to-Market strategy is its effective product-growth strategies.** #### Who is a product-led Go-to-Market strategy for? - Early-stage tech startups entering a completely new market or trying to invent one. - Tech startups launching a new product with a freemium pricing model. - Companies that want to personalize the onboarding experience. - Data-driven companies collecting insights into what features drive the most customer value. - Companies that need their products to scale fast at a low customer acquisition cost. - Companies that want to be flexible. That is, allowing change payment methods, upgrading subscription plans, purchasing add-ons, etc. ### Inbound Go-to-Market strategy The internet, with its powerful means to connect customers/users, has created a huge shift in marketing. No need to hunt or chase for customers. There’s now a great option to attract and pull them to your business. That's what inbound marketing does. [**Content marketing, SEO, and social media**](https://www.gotomarketalliance.com/content-led-go-to-market-a-case-study-with-gaston-tourn/) **are the three main inbound marketing methods.** Tools like content writing, graphic designs, video making, keyword optimization, link building, and online events (webinars, contests, press releases, interviews) are all tools of inbound marketing. #### Who is an inbound Go-to-Market strategy for? - Companies who want to build a strong, credible brand. - Companies that can afford to bear costs in the short-term, while expecting to win big in the long-term. - Companies who want to give precise answers to what a market/customer is looking for at a specific time. ### Demand generation Go-to-Market strategy Let me borrow [“The Content Marketing Institute”](https://contentmarketinginstitute.com/articles/content-marketing-plan-focus-lead-demand-generation/) to define demand generation: Demand generation marketing is [*“the practice of creating demand for an organization’s product or services through marketing.”* ](https://act-on.com/blog/demand-generation-101-7-tactics-for-generating-high-quality-leads/) **The term speaks for itself. Demand generation creates demand, demand for qualified leads.** But demand generation is much more than that. Considering demand generation as a type of Go-to-Market strategy involves other related marketing terms. It involves lead generation, demand capture, and pipeline acceleration. At its core, demand generation uses any inbound and outbound marketing activities. So, why do I consider this a distinct type of Go-to-Market strategy? **Because to use this strategy, one major prerequisite must be present. THE NEED.** For any company that wants to use demand generation, it must pinpoint the right need of its buyer persona or target market. This is what results in acquiring good qualified marketing and sales leads, which is one of the main benefits of demand generation. [What can you achieve with revenue marketing?‘But what do you actually do for a living?’ If you’re in marketing, that’s probably a question you’re familiar with. It’s a broad discipline, and explaining what we actually do on a daily basis can be hard. In no small part because ‘marketing’ isn’t really the job, we all have our specialism.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/04/revenuemarketing.jpg)](https://www.gotomarketalliance.com/what-can-you-achieve-with-revenue-marketing/) #### Who is a demand generation Go-to-Market strategy for? - Companies that need to generate high-converting qualified leads. - Companies during the growth phase, and are searching to identify sales opportunities. - Companies that need to reduce the cost of converting leads into customers (drop CAC) and retaining them (increase CLV). - Companies working to create awareness and consideration for their products and services. - Companies that need to strengthen their users and prospect relationships. To succeed in growth hacking, you will need to weigh your options. To do so, I recommend you find the type of GTM strategy that works for your business. ## Ready to have your say on Go-to-Market salaries? Go-to-Market is the backbone of so many businesses, but Go-to-Market job titles are still new on the scene. That’s why we’ve set out to find out what the GTM job market looks like, how much you can expect to be paid and what it *actually* means to work in Go-to-Market. Be part of the first ever report to take a deep dive into Go-to-Market jobs and salaries and see how your peers stack up. Complete the survey now. 👇 [Have your say](https://www.gotomarketalliance.com/the-go-to-market-salary-survey-2023/) ### How brand messaging changes for B2B and B2C companies URL: https://www.gotomarketalliance.com/how-brand-messaging-changes-for-b2b-and-b2c-companies/ Last updated: 2024-04-02T08:40:02.000Z Ah, [messaging](https://www.productmarketingalliance.com/your-guide-to-messaging) – the beating heart of product marketing efforts. And what does a heart need to successfully function? Oxygen, nutrients, and a whole load of other things (stick with us here, we aren’t scientists!). What does *messaging* need? A strategy curated to the company and target audience. How you [communicate to your audience](https://www.productmarketingalliance.com/effective-communication-with-prospective-customers-jack-preece-linnworks/) is what keeps the heart pumping. Depending on whether you're in the [B2C or B2B space](https://www.productmarketingalliance.com/b2b-vs-b2c-product-marketing-is-there-even-a-difference/), your messaging strategy will differ, from the tone of voice to platform choice **because the target audience changes, too.** In this article, we’ll be looking at how messaging changes in both B2B and B2C companies, looking specifically at how changes with: - Tone of voice - Messaging platform - Marketing strategy - Personalization - Lead nurturing So, let’s dive right in. ## Tone of voice Companies speak to directly their audience in a way that *they* like to be spoken to. In B2C messaging, companies tend to use a more conversational tone and informal language to connect with their audience. On the other hand, in B2B messaging, companies tend to use a more professional tone and use industry-specific terms. [How to establish brand identity with tone of voiceElliott Rayner and Matt Dehaty discuss how brands can express their identities through a unique brand voice. Read on to learn more.![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceCharley Gale![](https://www.productmarketingalliance.com/content/images/2022/12/tone-of-voice-article-meta.jpg)](https://www.productmarketingalliance.com/how-to-establish-brand-identity-with-tone-of-voice/) ### B2C example: Innocent Drinks Innocent Drinks is a UK-based smoothie and juice company that uses a conversational tone of voice across their social media platforms. They use humor and wit in their messaging to create a [friendly and approachable brand persona](https://www.productmarketingalliance.com/anthropomorphism-of-brands-humanizing-our-companies). You can see this specifically in their Twitter profile, where they often communicate with their audience like friends. ![](https://lh4.googleusercontent.com/fn6bGKDr5HiTl-Skw_eQu1KKbcSwqbmVDDUYQ-JtcEXjZbOQEyhZiQVR-PRQCvWUw-eTSD-xg8V06ztC0j5NPzl0YWpEFG9E9-xMeMdRUNmyeeUPhOf4ZzT4iA9qqKJTBHi92DI6OdtntR1LNBAeAwg) **A tweet from Innocent Drinks' Twitter profile.* ### B2B example: IBM IBM is a multinational technology company that provides various B2B services, such as cloud computing, artificial intelligence, and enterprise software. The company's messaging typically uses a professional tone of voice to appeal to their enterprise-level audience. They often use industry-specific jargon and focus on the benefits of their products and services in terms of improving business operations and increasing productivity. IBM's messaging also often emphasizes the company's long-standing history and expertise in the tech industry to [establish credibility and trust](https://www.productmarketingalliance.com/why-you-should-build-customer-trust-as-a-product-marketing-leader/) with its B2B audience. To try and highlight the differences between them, Innocent Drinks tweets are rarely about their product and are often silly and fun messages to their followers, whereas IBM will incorporate their brand into each tweet to maintain that professionalism. ![](https://lh6.googleusercontent.com/SV6mkZrfYOqD2345SEndmp1DTmZPUQ4ilhgnSK5M_Y43Z0_Ut4-N7UN_rdByZVoupCnyiskM3m8m2l2zev58XCDXkNUA_eK7TqFAbWhfmywTo2knU0LupigJOR2igKzSlJrNd8eitV_ny45lKtKk5Q8) **A tweet from IBM's Twitter profile.* ## Messaging platform The platform changes with the company, as well as the tone of voice. B2C companies often use [social media platforms](https://www.revenuemarketingalliance.com/boost-your-customer-retention-with-social-media/) like Instagram or TikTok to connect with their audience. Meanwhile, B2B companies tend to use more ‘professional’ networking sites such as LinkedIn. They follow where their customer goes, meeting them where they’re at, rather than forcing them to interact on a platform they aren’t comfortable, or familiar, with. ### B2C example: Fenty Beauty Fenty Beauty is a cosmetics brand owned by Rihanna that uses social media platforms like Instagram and TikTok to connect with their audience. They use these platforms to showcase their products, shares tutorials, and [engage with their customers](https://www.productmarketingalliance.com/12-top-customer-experience-engagement-tools-for-product-marketers/). [They’re aware of who their audience is](https://www.productmarketingalliance.com/win-against-competitors-by-knowing-your-customers/), so choose to meet them where they’re at. ![A screengrab of a video from Fenty Beauty's TikTok account.](https://lh3.googleusercontent.com/6lqbK0AVd_DBAOCh-mRfT7GWpcjTPSP0DuIHXzr980KOq-PT-TRxBSlYhu-1xaCZ7xKbBMTk6n4bcDDW7hfrHmGOYObXZZ9_QL35BZT4jPhNgCarm5GacAgKsYaiMt085Vf4tnr1lVG9EUSXXwi3KIM) **A screengrab of a video from Fenty Beauty's TikTok account.* ### B2B example: Microsoft Microsoft is an example of a B2B company that uses LinkedIn to connect with its audience. They have a large following on LinkedIn and use this platform to share news and updates about their products and services, as well as to connect with other professionals in their industry. [Top tools to support messaging and onboardingMessaging and onboarding are vital in the world of product marketing. Which is why we’ve taken the time to put together a list of tools you can use to make life easier. Check ’em out.![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceLawrence Chapman![](https://www.productmarketingalliance.com/content/images/2020/07/cesar-carlevarino-aragon-NL_DF0Klepc-unsplash.jpg)](https://www.productmarketingalliance.com/tools-to-support-messaging-and-onboarding/) ## Marketing strategy When it comes to [developing messaging](https://www.productmarketingalliance.com/establishing-and-developing-product-messaging/) within their marketing strategy, B2C companies focus more on emotional triggers and use [product features](https://www.productmarketingalliance.com/new-product-features-one-pager-template/) and benefits while B2B companies are more focused on rational triggers and use solutions and outcomes to attract their audience. ### B2C example: Apple Apple's messaging often focuses on the emotional benefits of its products, such as the feeling of luxury, exclusivity, and creativity that comes with owning an Apple product. Their advertising campaigns also emphasize the innovative features and superior performance of their products, such as the high-quality camera on the iPhone or the powerful chip in their MacBook laptops. By appealing to both the emotional and functional aspects of its products, Apple creates a strong connection with its audience and [differentiates its brand](https://www.productmarketingalliance.com/beyond-the-roadmap-creating-differentiation-through-product-marketing-love/) in the competitive market. ![A screengrab from Apple's homepage. ](https://lh6.googleusercontent.com/v3-uD6H7uhmvpeP_mRdB7ih8PW0n1NqbrCkHi4HUCr4KHBYYXYRuxdoE9DQz03wvSTTXcs1i1yiAmxU8P8FDDrxCwVleZuTOdYNkYf_4nDIDOGws4tb3cPtdtbkOt2A4Xwc7LzFP8LPzd1X7M1qQBHU) **A screengrab from Apple's homepage.* ### B2B example: Salesforce Salesforce uses messaging that highlights the benefits of using their [CRM software](https://www.productmarketingalliance.com/8-crm-tools-tried-tested-by-product-marketers/), such as increased efficiency, streamlined workflows, and improved customer engagement. Salesforce's messaging also includes [case studies](https://www.productmarketingalliance.com/what-is-a-case-study/) and testimonials from satisfied customers to provide social proof and demonstrate the value of their solutions. By focusing on the practical benefits and outcomes of its products, Salesforce appeals to the rational needs of its B2B audience and [positions itself](https://www.productmarketingalliance.com/your-guide-to-positioning/) as a solution to its business challenges. ![A screengrab from Salesforce's home page. ](https://lh6.googleusercontent.com/PZU8wd7253XKYoVP_bnLtYPUb1D_hmyXiOrtr_0D0M3WiWZfuwtYhR_rbrMV4fX2lVqjClR1WTYvPT8JgY-Dx_YyAjftxOyMS1xiNrj38B3lu3fcUPL6zA9UnI2nPZ6UN6yHU46CwhS4WYTR_MSXJ6o) **A screengrab from Salesforce's home page.* ## Personalization B2C messaging is often [personalized](https://www.productmarketingalliance.com/how-to-use-personalization-tactics-in-your-product-marketing-strategy/) based on consumer [demographics](https://www.productmarketingalliance.com/what-is-market-segmentation/#demographic-segmentation), [psychographics](https://www.productmarketingalliance.com/what-is-market-segmentation/#psychographic-segmentation), and [behavior](https://www.productmarketingalliance.com/what-is-market-segmentation/#behavioral-segmentation). In contrast, B2B messaging is often personalized based on the [organization's goals, objectives](https://www.productmarketingalliance.com/your-guide-to-okrs/), and industry-specific challenges. ### B2C example: Netflix Netflix's messaging is personalized to each individual user, with the platform recommending movies and TV shows that align with their viewing history, preferences, and watchlist. Netflix also uses demographic and psychographic data to tailor its marketing campaigns to specific audiences, such as creating ads that target fans of a particular genre or promoting a show to users who have watched similar content in the past. By leveraging consumer data to personalize its messaging and recommendations, Netflix creates a more engaging and relevant user experience and increases customer satisfaction and loyalty. ![A screengrab from an email from Netflix promoting things 'coming soon' on their platform. ](https://lh3.googleusercontent.com/15jZmhEMRBoGJbqIymE0JtSLd-u1jC0nkdnKrbnrNWz6zCfuO1xX590OCyBVi0Ub9vpvrf_Jq20DX5lolOrzBuzeWW-JQuvdlQxbdYi4vScGc-NlxbfXjlHQ3dErQo8b8jHmsgTR4yS-sTkm3ASvCzc) **A screengrab from an email from Netflix promoting things 'coming soon' on their platform.* ### B2B example: HubSpot HubSpot offers tailored solutions and services for different industries, such as healthcare, finance, and manufacturing, and provides resources and content that address the unique challenges and [pain points](https://www.productmarketingalliance.com/understanding-user-pain-points/) of each industry. HubSpot also uses data and analytics to personalize its messaging to specific companies, such as sending targeted emails and content to prospects who have shown interest in a particular product or service. By personalizing its messaging to the organization's specific goals and challenges, HubSpot positions itself as a strategic partner that can help businesses achieve their objectives and grow their bottom line. ## Lead nurturing B2C lead nurturing is typically short and transactional, whereas B2B lead nurturing is a longer-term process that requires building relationships and addressing the needs of multiple stakeholders within an organization. [The biggest challenges for lead nurturingLead nurturing is one of the most important aspects of inbound marketing. However, it can be challenging. In this article, we discuss the biggest challenges and how to overcome them!![](https://www.revenuemarketingalliance.com/content/images/size/w256h256/2022/07/Revenue-Marketing-Alliance-favicon.png)Revenue Marketing AllianceHannah Wesson![](https://www.revenuemarketingalliance.com/content/images/2022/08/The-biggest-challenges-for-lead-nurturing.jpg)](https://www.revenuemarketingalliance.com/biggest-challenges-for-lead-nurturing/) ### B2C example: Amazon After a user has browsed products on Amazon's website or added items to their cart, the company sends [targeted emails](https://www.productmarketingalliance.com/16-email-marketing-tools-for-product-marketers/) with personalized product recommendations and limited-time offers. These messages are often short and to the point, with a clear call to action to encourage the user to make a purchase. For example, Amazon might send an email with the subject line "Don't miss out on this deal!" that highlights a specific product and offers a discount code to incentivize the user to buy. By using short, transactional messages that focus on driving conversions, Amazon effectively nurtures leads and generates sales. ### B2B example: Adobe To nurture leads, Adobe uses a variety of tactics, including [content marketing](https://www.productmarketingalliance.com/how-to-acquire-users-through-content-marketing/), webinars, events, and personalized outreach. Adobe creates high-quality content that addresses the specific needs of its target audience, such as whitepapers, case studies, and reports. This content is designed to educate and inform potential customers, and help them understand how Adobe's solutions can help solve their business challenges. Overall, Adobe's approach to lead nurturing involves building long-term relationships with potential customers and addressing the needs of multiple [stakeholders](https://www.productmarketingalliance.com/the-power-of-stakeholder-management/) within an organization. This requires a combination of educational content, personalized marketing, and targeted outreach that helps build trust and credibility with their target audience over time. ## The key takeaway Overall, the key takeaway is that messaging varies significantly depending on whether a company is B2C or B2B. B2C messaging is often more emotional and visual, while B2B messaging is more rational and [data-driven](https://www.productmarketingalliance.com/how-feedback-leads-to-more-effective-data-driven-marketing-messages/). B2C messaging focuses on building brand awareness and loyalty, while B2B messaging is focused on generating leads and driving conversions. It's important for you to understand these differences and tailor your messaging accordingly to effectively reach and engage your target audience. ### Top 7 DevRel metrics that measure the success of your marketing efforts URL: https://www.gotomarketalliance.com/top-7-devrel-metrics-that-measure-the-success-of-your-marketing-efforts/ Last updated: 2024-04-02T08:49:13.000Z Developer relations (A.K.A. DevRel) has its own set of key performance indicators (KPIs) you’ll want to keep track of to measure how successful your [developer marketing](https://www.developermarketing.io/why-is-developer-marketing-important/) strategies are. But what are metrics? And how do you choose the right ones for you? In this article, we’re answering these questions and delving deeper into the [developer relations](https://www.developermarketing.io/developer-relations-is-booming-heres-why/) metrics you should keep in mind when measuring your campaigns. ## What are marketing metrics? Marketing metrics are used to monitor and measure performance over time, as a way to gauge the success of your strategies – for example, if you want more people to become aware of your product, then tracking web traffic or brand impressions on social channels can tell you whether people are noticing you more. There isn’t one, definitive set of metrics you should absolutely use. The metrics you pick will depend on several factors, such as what you want to achieve with your strategy. So, you’ll find that you’re not always using the same KPIs and must instead choose what’ll give you the best information. Examples of marketing metrics include: - Click-through rate - Impressions - Engagement rate - Conversion rate - Follower count - Number of subscribers - Email opens In short, think about what you want to measure, as well as your goals, and this will help inform your choice. Otherwise, you risk getting data that doesn’t apply to you and is irrelevant to your marketing efforts as a result. You can find more metrics – and what they mean – in our “[Developer marketing 101: the top terms you should be aware of](https://www.developermarketing.io/developer-marketing-101-the-top-terms-you-should-be-aware-of/)” blog. ## **7 DevRel metrics you should consider** Developer relations has different goals than [developer marketing](https://www.developermarketing.io/your-guide-to-developer-marketing/), since it focuses more on establishing, maintaining, and growing relationships with developers, instead of focusing on increasing awareness, product adoption, and evangelization of tech products. It’s about the people and their actions, which is why [developer communities](https://www.developermarketing.io/everything-you-need-to-know-about-developer-communities/) are so important in this industry. With this in mind, take a look at some of the metrics you want to keep an eye on, so you’re aware if you’re meeting your goals or if you have to tweak your strategies and/or approach. ### **1\. New users or members** This is an easy metric to measure because it’s so quantifiable, as it refers to new members in the community (as well as on your website, and demo or trial sign-up, for example) as you expand your DevRel efforts. To drive more engagement and increase the number of sign-ups, be authentic, [build trust](https://www.developermarketing.io/the-importance-of-building-community-trust-and-advocacy/), and create great content that’s valuable for your audience. --- [7 top tips for creating great content for developersYou can use content to build trust with developers, get new leads, increase conversions, grow relationships, and so much more. Whether you’re looking to increase brand awareness or drive more sales, you need content.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceTeresa Garanhel![](https://www.developermarketing.io/content/images/2022/06/pexels-dominika-roseclay-905163.jpg)](https://www.developermarketing.io/7-top-tips-for-creating-great-content-for-developers/) --- You can measure this metric by monitoring the views you get on your content, the number of visitors and subscribers, checking the time spent on page, and so much more. ### **2\. Documentation** Documentation is important in developer marketing because [devs are a unique audience](https://www.developermarketing.io/ideal-customer-profile-vs-buyer-personas/) with specific pain points and needs that differ from many other personas – therefore, marketing tactics that may work in a B2B or B2C setting, won’t work in B2D (business to developer) marketing. By creating documentation, you’re allowing developers to dive into your product’s details more easily (which can lead to a boost in adoption), provide them with ongoing support they can use whenever they need, etc. From compiling all the questions devs may have about your offerings to building a list of documents that showcase the code used, you can greatly benefit from documentation. But how can you tell if it’s working to drive more sales/[product adoption](https://www.developermarketing.io/how-to-announce-new-features-to-drive-product-adoption/), or whether it’s keeping devs engaged? Simply keep track of questions developers are asking and confirm whether your involvement has changed anything – or do they ask the same questions over and over again, for example? Additionally, to tell if your documentation is working, check if there are fewer questions asked in general. If the number’s decreased since you published it, then your documents are doing their job and keeping developers satisfied. Other ways to check the success of your documentation is to look at page views or time on page or to ask developers directly with [surveys](https://www.developermarketing.io/developer-relations-10-tips-for-running-successful-developer-surveys/). ### **3\. Active users** You may have a huge number of users on your [dev community](https://www.developermarketing.io/everything-you-need-to-know-about-developer-communities/), product trial, or demo, for example, but this doesn’t mean they’re engaged. This is why you should measure active users instead, as they’re the ones who participate in discussions, ask questions, and more. To convert people into active users, make sure to answer their queries in a timely manner and provide solutions to problems as soon as you can. Tracking this metric is easy – you can track things like the number of developers asking questions or engaging with your product, the social media users who engage with you, and the devs who sign into your platform. This is a huge north star metric, and another way to gauge whether your strategies are working is to look at this metric’s growth – is the number of active developers rising every day/week/month? --- [Why developer communities matterToday, we’re focusing on developer communities. They’re channels or platforms that allow devs to engage in discussions with one another, as well as in conversations with experts. It provides a place for them to thrive and grow as well.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceTeresa Garanhel![](https://www.developermarketing.io/content/images/2022/07/pexels-pixabay-209728--1-.jpeg)](https://www.developermarketing.io/why-developer-communities-matter/) --- ### **4\. Product usage** How are developers interacting with your product? Are they even interacting at all? This KPI can tell you whether your product, be it a SaaS product, an API, a tool, etc., is solving your audience’s problems. If you find that developers aren’t using your product, then it could be that they don’t find it useful or that it doesn’t meet their needs. This is why it’s so important to get [developer feedback](https://www.developermarketing.io/the-science-behind-feedback-gathering-from-developers/) before the product goes live. You’re able to tweak features to match devs’ requirements, which can increase adoption rates. How do you measure success with this KPI? There are several ways to do this, including by tracking churn rate, star ratings, and reviews, as well as measuring the duration of user sessions on your website and checking the number of daily active users, just to mention a few. ### **5\. Net Promoter Score** Another metric you may want to keep in mind is Net Promoter Score (NPS), which indicates how likely people are to recommend you to someone they know. This is measured on a scale of 0 to 10 with the goal of putting people into categories. Those who answer between 0-6 are considered detractors, 7-8 passive responders, and 9-10 promoters, which also means they’re the most likely to recommend your product to a friend or co-worker. The Net Promoter Score is then calculated by: NPS = % of promoters – % of detractors If you have a higher number of promoters than detractors, then the strategies you have in place are probably working! ### **6\. DevRel Qualified Leads** [Mary Thengvall](https://www.marythengvall.com/blog/2019/12/14/devrel-qualified-leads-repurposing-a-common-business-metrics-to-prove-value), Director of Developer Relations at Camunda, talks about DevRel Qualified Leads, a metric that reflects the talent you have and the “value of the work” you can “uniquely do”. This term doesn’t relate to sales, despite being similar in name to the sales term. Instead, here, ‘qualified leads’ refers to external people who can contribute value to the company – while you may not be responsible for the number of leads the marketing team gets at an event, for example, you can pass contacts to the rest of your team and, together, you may have a better chance of reaching goals. DevRel Qualified Leads allow you to keep track of who did what and to attribute value to tasks, so that you can more easily see what works and what doesn’t in your campaigns. --- [Event networking tips for developer marketersBuilding your contacts and forging relationships is crucial as a marketer, so these networking tips aim to help you put your best foot forward.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceTeresa Garanhel![](https://www.developermarketing.io/content/images/2022/06/headway-F2KRf_QfCqw-unsplash.jpg)](https://www.developermarketing.io/event-networking-tips-for-developer-marketers/) --- ### **7\. Customer Satisfaction Score** Also called CSAT, this score measures how satisfied customers are with your company, product or interaction. For this, you’ll use a numbered scale and can ask a question as simple as, ‘How happy are you with your experience?’ In the [developer marketing](https://www.developermarketing.io/what-is-developer-marketing/) industry, you can use things like star ratings or community feedback to understand just how satisfied devs are with your offerings, for example, which can help guide your marketing decisions in the future. CSAT scores depend on the industry you work in, but you’ll want an overall score of between 75-85% no matter what, which indicates your customers are happy with your service, product or communication. According to the [American Customer Satisfaction Index](https://www.theacsi.org/our-industries/), if you provide computer software, your score should be 77%. You can send out surveys to gauge satisfaction levels before devs are meant to renew a product subscription, for example, or to check whether customer support did a good job – so, there are multiple benefits of using CSAT scores! ## **In short** Measuring the impact of your marketing strategies is crucial to know whether they’re working or if you need to tweak anything – and choosing the right metrics and KPIs is equally important, since they allow you to get the right data (i.e., data that’s relevant to your campaign). ### Top ten best practices for driving customer demand URL: https://www.gotomarketalliance.com/top-ten-best-practices-for-driving-customer-demand/ Last updated: 2024-08-20T15:55:03.000Z Hi, everybody. Thanks so much for joining us today to learn about our top 10 tips for driving customer demand. We’re Shanann Monaghan and Seema Rizvi, and we work at Google Cloud building upsell and cross-sell programs across our portfolio of products. We’re very excited to share our top tips for building a powerful upsell engine that drives value for your customers and revenue for your business. If you're just getting started with building upsell programs and campaigns, our tips are laid out in our suggested order of operation. Tip number one is your starting point, and then we’ll layer on tips two, three, four, etc. until you have a well-built upsell engine by tip number 10\. That means even if you're already an upselling expert, hopefully we'll have a couple of new ideas for you today. Let's go ahead and jump right into tip number one. ## Tip #1: Outline your vision for customer growth This tip is a foundational starting point. What are you trying to build? How will it help your business? In most businesses, you reach a tipping point where your current customer base becomes big enough that it can be driving as much or more revenue than your net new prospects. This is when it becomes critical for marketing to build a truly full-funnel lead generation engine. You're not only acquiring new business, but you're also [engaging and growing your existing customer base](https://www.customermarketingalliance.com/how-to-increase-customer-engagement-universal-tips-for-any-business/). [![Customer funnel of acquisition, engagement, growth, and advocacy](https://lh4.googleusercontent.com/xGbl3uyItHJ0xhmhJ6x1jtYaULYRhJq1m0UhGnFc0CD8B_s-7hmgyDB5FUmccWPp6r5P0PqHhRXoUvk4fy0F06xFHHTaSjm_k0Xml3CAB4UKncYtO0s3SKWCGxkOBTebFaIHJdm_9RHbWmRDMv-Gb2M)](www.gotomarketacademy.com/top-ten-best-practices-for-driving-customer-demand) The image above gives you a look at that full-funnel marketing engine. All marketing organizations start by prospecting and acquiring new business, but over time, you need to invest in engaging and growing your existing customer base as well. Ultimately, customers who are engaged and growing will become your advocates. ## Tip #2: Find your upsell champions As you build out your upsell engine it is critical to find internal advocates who understand why upsell is a key revenue driver and will support you in building out the engine to drive customer growth. At a minimum, you need alignment and buy-in from sales, operations, and customer success. We’d recommend trialing a [few upsell programs](https://www.customermarketingalliance.com/cross-selling-and-upselling-an-introduction-and-best-practices/) to see what works and what doesn't for engaging your customers. This will also help you to identify potential gaps in your processes and operations. Once you’ve had a few wins, you'll start to build momentum and interest in your upsell program. When you've demonstrated some success, consider creating an upsell council across key stakeholders to formally align on goals, processes, funnel stage definitions, and criteria. Ultimately, you want to get to a place where upsell goals are part of the overall demand goals for the business and different teams are accountable for upselling. This is going to help set you up for success. ## Tip #3: Organize your customer data You can’t run an interesting or sophisticated upsell program without having access to organized and trackable customer data. Make sure you're tracking all of the following customer data points: - [**Demographics**](https://www.customermarketingalliance.com/how-to-use-demographic-segmentation-improve-your-marketing-personalization-techniques/) – Including location and job title. - **Product usage** – Which products and features are they using and how often? - [**Segmentation**](https://www.customermarketingalliance.com/ultimate-guide-to-customer-segmentation-the-what-why-and-how/) – By industry or business size. - [**Customer lifecycle**](https://www.customermarketingalliance.com/what-is-customer-lifecycle-marketing-and-how-is-it-used-by-businesses/) – Are they onboarding, coming up for renewal, etc? A mistake I've seen in many companies is that they jump right into building and trying to execute upsell campaigns before quickly realizing that they don't have the data or operations in place to support this. The big tip here is to become best friends with your internal data or internal operations team. These are the people who are going to make it possible for you to have all of the infrastructure you need to run your campaigns. ## Tip #4: Map your personas and your customer journey An important step to building out your customer demand engine is to deeply understand your audience. At the end of the day, you’re talking to another human, so doing the work to build out your personas and customer journey is critical. Who are your key personas? These could include decision-makers, stakeholders, and influencers as well as your users. You want to understand what they’re in charge of, what they care about, what keeps them up at night, and how your product or solution can help them. It’s a great idea for anyone who's working on customer demand to find opportunities to speak with customers directly. What was their journey to your product or solution? What problem were they looking to solve, and why did they come to you? And, importantly for driving customer growth, what are they looking to do next? Thinking about your personas so that you really understand the human you're connecting with can bring so much life to your marketing. In addition to building out your personas, it's also very important to map out your customer journey in order to understand what is the best next new product or use case to surface to your customers. Data, again, is critical here, so work cross-functionally to gather insights from product marketing and customer-facing teams. You’ll also want to leverage product usage data to understand, for example, product overlaps and key product clusters that drive growth. ## Tip #5: Leverage data for propensity models Because you've collected so many interesting insights about your customers, you can now leverage data to target the right message to the right person at the right time. The goal here is to ensure you are being helpful and considerate with your upsell tactics. You don't just want to blast your entire customer database with offers; you want to understand who has a high, medium, or low propensity for the products or services you provide. We use propensity models for all of our cross-sell campaigns. If a user has X product, how likely are they to be interested in Y? If our data shows that they have a high likelihood of being interested, we include them in our campaign. This is an always-on ongoing model. This month, a user might not show a high propensity for a certain product, but maybe six months from now they'll show more interest. At that point, the propensity model will put them in the high or medium category, and they’ll get added to our campaign, which may include emails, ads, and webinars. ## Tip #6: Create content customers find engaging Now that you know who you're talking to, make sure you're creating content that customers will find valuable and that delivers the right message at the right time. Remember: customers, particularly users, will already have some familiarity with your product, so you can dive a little deeper than you would with people at the top of the funnel. Here are a few types of content that we’ve found customers respond well to: - **Educational and how-to content** – Blogs and short videos are great formats for this. - **Product deep dives** – Depending on your product and audience, this could be a technical deep dive. Go deep with a subject matter expert into a key feature; your customers will eat that up. - **New features and product launches** – Build programs to highlight your new products and features, and engage your customers with opportunities to speak to product experts. - [**Customer stories**](https://www.customermarketingalliance.com/how-storytelling-works-to-perfect-customer-marketing/) **and co-learning** –Consider customer roundtables or webinars that will allow customers to learn from one another about what they did with your product, what worked, what didn't work, and what they would have done differently. This can kickstart new upsell opportunities and accelerate opportunities through the funnel. The key takeaway here is to ensure that whatever content or program experience you build provides value to your customers. Ultimately, if you're providing value, and you're building trust and connection, your customers will come back to you and grow with you. ## Tip #7: Lean into new marketing channels It is so fun to leverage new marketing channels and connect with customers in different ways. One of our favorite channels is in-product. In-product banners and notifications are incredibly effective and engaging. We are very thoughtful about how we use this channel. It usually needs to be something like a tier-one event or a targeted learning opportunity for us to put it in-product. A great piece of software that we've used to run our in-product messaging is Pendo. It's really easy to use to set up banners, notifications, and targeting. Once we have it all set up, we can work with our product or design teams to review it and make sure everything looks good before we push it live. Then once it is live, we can go back into Pendo to see the number of views and clicks and evaluate the overall performance. Overall, we've seen our in-product promotions perform extremely well compared to other channels. As long as you make sure that what you share is going to be valuable to your customer base, this is a great channel to use. Other marketing channels that you might want to lean into include online communities, user groups, and conferences. These are great opportunities to engage deeply with your existing customers. ## Tip #8: Invest in your biggest customers We've talked a lot about building the right content, building the right programs, and finding ways to engage with your customers. Now it’s time to focus on investing in your biggest customers. In a way, this is fairly straightforward. You want to identify which of your large accounts you can grow, and then build thoughtful programs to engage and grow them. Critical to this work is partnering with sales, customer success, and other stakeholders such as sales engineering to build your target account list. You’ll need to continue working closely with these stakeholders to build the right programs, the right content, and shared accountability through shared goals. This will help set you up for success in growing those strategic accounts. We created a program called Looker Data Days, which we found to be very successful in engaging our strategic accounts. These were 90-minute sessions featuring customer speakers from the account, so they provided a way for our customers to be subject matter experts within their organizations. We also tapped into our own product experts to present on areas that we knew the customer was interested in learning more about, and we always provided a relevant demo. In addition to driving growth within an account, this is a great way to expand into subsidiaries – especially with large enterprise accounts – by showing the broader value that your product provides. ## Tip #9: Educate your team on customer follow-up Prospects and customers should not be treated the same. Oftentimes your sales development team is trained on all things prospecting; however, it's also important to work together to develop a thoughtful approach to customer conversations. Be sure your team is aligning with AEs and CSMs, leveraging existing CRM notes, and digging into things like product usage or existing pain points before reaching out to customers. We have an incredibly close relationship between marketing and our sales development team. We sync with them bi-weekly, we review upcoming campaigns with them, and we get feedback from them on our upsell scripts and how the messaging is resonating on calls. We also check in on our upsell numbers and how our teams are tracking towards our shared goals. Having this alignment and collaboration is so important for upselling success and making sure you're working together to hit the goals that drive revenue for your business. Plus, all of this is really going to impress your executive team. ## Tip #10: Showcase your wins Everything we discussed about alignment and goals was to help you get to this final tip – showcase your wins. This is your opportunity to shine. You want to show that you are driving the business forward. We generally focus on marketing qualified leads as our high-level KPIs because that's what matters most to the business. Whichever metrics you choose to report on, it’s critical that they align with the wider business goals. A couple of tips: - **Build a consistent cadence for highlighting your work** – Whether it’s a regular sales and marketing meeting, a demand meeting, a newsletter, or a quarterly recap, make sure you're consistently sharing what you're doing. - **Focus on the high-level numbers for your leadership team** – You can dive into the details with your smaller teams to find ways to optimize your programs, but at the leadership level, they want to know what is driving the business. - **Put your key metrics in dashboards that you can share across the business** – You want to show how you're creating leads and opportunities and how you're driving pipeline. That's going to highlight just how valuable the work you're doing is. At the end of the day, upsell is a critical revenue driver. You want to be part of any sort of pipeline or demand council to ensure visibility and accountability for upsells throughout the business. Hopefully, the tips and steps we've outlined will help you get there. ## A quick recap Let's quickly recap our top ten tips for driving customer demand. 1. Outline your vision for customer growth. 2. Find your upsell champions. 3. Organize your customer data. 4. Map personas and your customer journey. 5. Leverage data for propensity models. 6. Create content that customers find engaging. 7. Lean into new marketing channels. 8. invest in your biggest customers. 9. Educate your team on customer follow-up. 10. Showcase your wins. We hope that this was helpful and you've either picked up some new ideas or been inspired to build your own upsell and cross-sell marketing engine that will help drive value for your customers and revenue for your business. ### Keeping the fire burning: tips and tricks to keep the sparks alive at your next virtual SKO event URL: https://www.gotomarketalliance.com/keeping-the-fire-burning-tips-and-tricks-to-keep-the-sparks-alive-at-your-next-virtual-sko-event/ Last updated: 2024-08-20T15:54:40.000Z In this article, Danny De Los Santos, **Senior Manager for Curriculum, Strategy and Training** and Marco Galvan, **Sales Onboarding, Events and Communication Manager** at Atlassian, share their tips and tricks to keep the sparks alive at your next virtual kickoff event. **Here’s a break down of the main talking points:** - Pivoting to virtual events - Fostering human connection - Looking to the future of hybrid events Let’s dive in 👇 ## Pivoting to virtual events In 2020, we had to pivot what was planned to be a live [sales kickoff](https://www.salesenablementcollective.com/7-tips-for-a-successful-sales-kick-off-meeting/) event to a virtual one. Here are the steps we took: ### Re-examine content One of the first things we did was to re-examine our SKO content. We're always looking at our SKO content through a magnifying glass to make sure it's relevant but it was even more important for us to do now because we moved from a three-day, full-on, eight-hour day live event to a three-day, half-day virtual event. One of the most important things we did was ask ourselves: “Can this presentation or topic be delivered via an ongoing enablement cadence or other vehicle?”. If so, we cut it from the agenda as a way to reduce the Zoom fatigue and overall event runtime. ### SKO interactivity We've always looked at SKO as our premier enablement event for training specifically. We've typically included a pitch contest or ‘Stand and Deliver’ exercise, in breakout sessions. It was important for us to keep that element alive and find ways to keep people engaged in a [virtual kickoff](https://www.salesenablementcollective.com/10-top-tips-for-running-virtual-sales-kick-offs/) setting. We ran elevator pitches across our key solution areas. We had attendees record themselves on Zoom, and gave them a limited amount of time to record their elevator pitches. Then, we had them upload their videos to Confluence where we hosted the videos and we allowed other attendees to like, comment and upvote submissions. We also gave people the creative freedom to make the pitch their own. We had people with fun zoom backgrounds, engaging in skits, with props, and really thinking outside the box to make their submissions stand out and get up voted. We played the top submissions at the end of our kickoff event and that was a great way to get everyone who was at the same time feeling connected at this virtual event. ### Invite customers & partners We made an intentional effort to bring in outside speakers we thought our team was going to want to hear from you. We made sure to keep things like our customer fireside chat, and we also invited some of our premier partners to attend the kickoff and share updates in their own session as well which were both a success. ### Showcase diversity We wanted to diversify our presenter roster. Typically at kickoff events, we have a day of sales leadership doing their typical type of keynotes but we wanted to change it up a little bit here. We looked at a layer down from senior sales leadership and started looking at their next-in-commands, mid-level managers to stand up and deliver updates and keynotes that would be on behalf of their organization. This showcases different voices from the field and helps people stay more engaged because they’re hearing from people they wouldn't typically hear from at an event on such a big platform. ### Highlighting wins We made sure to highlight as many wins from the field as we could. We got our sellers talking to one another and presenting in front of their peers to put emphasis on community and to feel more grassroots-driven. Then, we kept our team specific breakouts for our kickoff event and we allowed those functional leaders of our different sales teams to decide how they wanted to structure them. The enablement team will then help support and facilitate whatever breakout sessions those specific teams wanted to run. This was an additional way to get teams united and feel connected to one another. ## Fostering human connection in virtual events Here are the techniques and tactics we've implemented to foster human connection at our events: ### 👥 Grow with Atlassian panel This is a panel of recently promoted high performers in the sales organization and outside the sales organization who have shared how they navigated growing their careers at Atlassian. Some of them switched over to different roles in different teams, and others moved up in seniority within different organizations at Atlassian. Through surveying, we realized this had been one of our fan favorites throughout our entire kickoff events. ### 🔁 Hosting rotation Rather than having the same person doing the hosting and presenting throughout our kickoff events, we have different members of our enablement team hosting the event to help them gain exposure and visibility across the organization. ### 🗣 Guest speakers We have also started a tradition to have guest speakers come in and talk at the end of our virtual kickoffs. They're interviewed by rising stars in the field as a way to spotlight talent within the sales organization. In the past, we've had a top sales performer interviewed Guy Raz about the power of storytelling and we've also had a top renewal specialist at Atlassian interview astronaut Dr. Peggy Whitson about overcoming obstacles and breaking through glass ceilings as a woman in a male-dominated industry. After we did a debrief of each session, it was great to hear from both interviewers how this is something they're always going to remember. That was definitely something we loved hearing and something we definitely want to continue doing as a way to help foster human connection. ### 🎥 User submitted videos Some of the topics we've had are showing off your pet, showing off your work from home setup, and then of course, some fun TikTok trends videos like “tell me you work at Atlassian without telling me you work at Atlassian.” It's a way for people to really see: “Hey, it's not just me here sitting at a desk watching a virtual event”. ### 🏷 Swag & philanthropy For our sales kickoff, we really have a swag element there, and for our operations kickoff it's more philanthropy focused. Separating the two promotes sustainability and being intentional about our swag and we want to be sure we're doing quality over quantity when it comes to it. ### 🎲 Fun events elements We have custom zoom backgrounds, collaborative Spotify playlists, a DJ that comes in between sessions and after sessions. A lot of these ideas were spawned from our social life and different aspects that we're seeing out in the world thinking this would be a unique way to make this either corporate-friendly, or apply this to our culture at Atlassian. For operations kickoff, we have invited a business to send drag queens to our operational kickoff events. They'll be doing live humor, comedy bits, as well as lip sync performances during our breaks, as another way to keep the engagement up and people entertained. I would encourage you to think outside the box as it does a lot for culture. ## What are we thinking about as we move to a hybrid kickoff event? As we prepare for our [hybrid](https://www.salesenablementcollective.com/4-ways-to-prove-the-value-of-sales-enablement-in-a-hybrid-world/) kickoff events, a lot of these talking points are included in real conversations we're having as a team to to start gearing up. The future of kickoff events, at least for the next five to 10 years, is going to be hybrid. Our teams are itching to get back together in-person. They want this large scale, in-person event kickoff where they can meet people, network, collaborate and create that camaraderie between teams. We're doing everything we can to make our virtual events stick out and not feel as repetitive as one another but we're also cognizant of teams starting to get ready to be together in-person. ### 💰 Cost and budgeting What is the cost of going hybrid and how do we budget accordingly? We're looking at it from a perspective of wanting to create an equitable experience for all of our attendees, whether they're in-person or virtual. At previous kickoff events, we've typically streamed and recorded our mainstage sessions and didn't for breakouts. If we're trying to create an equitable experience for all attendees, regardless of whether they're virtual or in-person, we're going to have to look at upping the budget and figuring out how we can make people feel like they're in the ballrooms with us from a virtual setting. That's something we're currently analyzing and figuring out how to build a budget for. ### 🌏 Geo-based regional kickoffs or global We haven't been in-person or had business travel since the pandemic so the idea of putting together travel budgets, hotels, planes, meals, events, fun social events, is what we're currently working on as well. We're analyzing the pros and cons of geo-based regional type kickoffs vs one global one where we fly everyone into the same location. What's top of mind for us is how to make our virtual attendees feel included and feel as if they're getting the same type of experience as their peers that are there in-person. Also, this comes down to figuring out the numbers. We need to start booking our venues and hotel space months in advance, if not almost a year in advance. How do we start to plan and ballpark numbers? Who will show up in-person and who will want to stream from their couch? Is it a 50:50 ratio? Is it 60:40 or 70:30? We don't know but we're looking into putting together a survey to assess the appetite for our sellers to be in-person. That's also going to help inform the type of space we can run this event. ### 🤓 Learning styles How do we adapt to various learning styles for interactivity and collaboration? With every type of kickoff event where enablement and training as part of the event this is always top of mind for us but even more so when we have attendees who might be in-person or virtual. If we're going to run pitch contests again, and have some ‘Stand and Deliver’ exercises, how are we going to modify those for participants attending remotely? How do we track engagement? That’s something we're thinking about at the moment as we prepare for hybrid events. ## Common questions ### Q: What key lessons have you learned since pivoting to virtual? **A:** Our kickoff events have continued to enhance as they've gone virtual. Some of the feedback we've gotten from senior leadership is that we've found ways to help teams feel connected. One of the fun elements that people are now excited about are the video submission prompts at registration. In the registration form for our kickoff events we include video prompts so the participants can record them on their laptops and submit the videos through our event portal. Before the event, we edit all those videos into a montage, and this has become very popular with our field. As we've pivoted to full virtual, the biggest challenge was runtime and attention span. Our events went from three half-days of about five hours of runtime a day to now three-hour days including breaks. We've realized that we need to be very targeted and sharp with the content we're producing for kickoffs and if it can wait or be delivered in another vehicle, that’s the true litmus test of whether it makes its way into our kickoff agenda. ### Q: How are you keeping the experience just as memorable virtually as it would be in-person? **A:** We're looking to further brand our two kickoff events (we have kickoff events every six months). What we do for our sales kickoff which starts at the beginning of every fiscal year is look at more high-quality swag, especially since we're saving money on travel budgets. We're also conscious of sustainability and shipping things like that on a global scale. We’re now creating a way for us to give back and engage in philanthropy, through our kickoff events. For our operational kickoffs, which we have at the midmark of every fiscal year, we're incorporating donations to charities using our own SKO budget and funds. We're allowing our registrants to pick charities they're the most passionate about from a dropdown menu, all of them are global charities so that it's equitable in terms of their benefit to society. ### Q: How are you measuring the success of your SKO? A: We’re looking at post-event surveys and completion. For our pitches, and role playing exercises, we typically use Rubrik to capture completion and scoring. And we have interactivity metrics through Zoom polls. We're planning reinforcement sessions of some of the key concepts the field is to hear specifically around our products for our operational kickoff in January. Then, we're going to create those reinforcement sessions as a bridge to what we're going to emphasize at SKO. Our two events are connected so what we emphasize is key themes for the year at sales kickoff, we revisit at SKO, as a way to tie back learning and reinforce that throughout the year. ### Q: What are some of the hiccups or hurdles you’ve had to overcome going virtual? A: Having over 500 people in one Zoom room can get a little tricky sometimes so we have testing sessions with our presenters and our DJ to ensure high video playback quality. Just making sure those are all good to go. We’re also making sure people are muted through our entire session to avoid undesirable background noises such as dogs barking or doorbells ringing. The quality of camera and background from the presenters is essential and we make sure they have the best quality so everyone watching can have the best experience. ### Q: Do you have suggestions to get the sales team to fill in the surveys you mentioned? A: We use our survey data to improve our virtual or our kickoff events in general but since we've gone virtual, we’ve listened to the teams’ feedback about sessions that feel too long or specific topics that don’t belong at kickoff and could be delivered in some other way. Then, we take that data and we share it with our sales leadership team as a debrief to each event to understand the CSAT score of the event, what were the key themes and takeaways and what do people want to see more of. By delivering on those changes, and iterations to each event, we've built good faith with our field that we will make changes based on what we're seeing. We also do raffles and we'll select at random based on the people that complete the surveys. We have the highest survey completion rate than any other org in the company. I think it is because we take the survey data very seriously and we make improvements and iterations to our events based on them. ### A beginner’s guide to the positioning matrix URL: https://www.gotomarketalliance.com/a-beginners-guide-to-the-positioning-matrix/ Last updated: 2024-04-02T08:51:36.000Z Competitive intelligence is a two-way street. 🚦 Your internal teams serve as a primary resource in your intelligence-gathering efforts. And, in turn, your own findings help to inform these teams’ strategies. So what tools can you use to rapidly communicate your findings to internal stakeholders? And are there any tools that can inform your *own* competitive projects? Visual learners rejoice. The positioning matrix is here. 👀 These handy lil’ tools give you a canvas to paint your competitive landscape on, informing essentials such as your: - Positioning strategy - Value propositions - Product roadmaps …and a whole lot more. ## What is a positioning matrix? Ever wondered where your product sits in the competitive landscape? Enter the positioning matrix – a tool for visualizing just that. You take two comparative qualities, stick each on an axis, and plot where you and your competitors fit on those axes. It’s like a positioning map for your competitive environment. *Note - there are actually tons of different types of matrices used in strategic marketing. Competitive matrices, SWOT analysis matrices, sales matrices… the list goes on. We’re focusing on the ‘positioning matrix’, whose closest cousin is perhaps the ‘product feature and benefits matrix’.* Take a look at this. ![Blank set of axes for a positioning matrix](https://www.competitiveintelligencealliance.io/content/images/2022/08/Positioning-matrix-basic.jpg) That’s it. Not too daunting, right? Now let’s populate the matrix and choose a comparative quality for each axis. ![Positioning matrix populated with community maturity and target market scope labels, plus logos of various competitors](https://www.competitiveintelligencealliance.io/content/images/2022/08/Positioning-matrix-basic--1-.jpg) All done? Then you should have something that looks a bit like this. 👆 We’ve plotted ourselves and some of our sister communities according to a pair of wonderfully neutral parameters: 1. The size of the target audience. 2. How long the community has been around. Some positioning matrices introduce a third dimension too. The size of each plotted element on the chart represents this third dimension. So if we decided to introduce generated annual revenue, or popularity as polled by the community, as our third dimension, we might get something that looks like this: ![Positioning matrix with labelled axes and various-sized competitor logos.](https://www.competitiveintelligencealliance.io/content/images/2022/08/Positioning-matrix-basic--2-.jpg) (We’re not biased or anything. 😉) 💡 **Tip: You might also use a positioning matrix to see how a new product stacks up against the rest of your portfolio.* ## How a matrix can inform your positioning strategy Being able to visualize where you stand amongst your competitors can inform your strategic planning. How, you ask? Your positioning matrix can be an early indicator when a new competitor pushes into your market share. Or, it might show you your positioning is a little too similar to an established rival’s. From there, you might decide it’s time to review your differentiation strategy, or the finer points of your own positioning, to ensure there’s no confusion for your potential customers as to whose is the stronger product. To achieve this, you might tweak your messaging and value proposition (in the shorter term) or your product features roadmap (in the longer term). ### Ok, but walk me through it Here’s an example. Let’s say you provide accounting tools for businesses. You’ve learned of a few new disruptors in your sector. They’re using automation tech to meet the customer’s needs more quickly and cheaply. But you’re an established player, with a competitive position driven in part by your mature onboarding process and the ease of use you provide for large clients. You decide to plot these disruptors on your positioning matrix, in light of your market research into their product, brand positioning, and messaging. You find that one of these disruptors sits uncomfortably close to you on the matrix. ![Positioning matrix featuring two closely positioned competitors.](https://www.competitiveintelligencealliance.io/content/images/2022/08/Positioning-matrix-basic--3-.jpg) Like this, for example. This informs your positioning strategy immediately. Since this new disruptor is trying to push into your market share, you can choose to take steps (through messaging, product development, and marketing strategy) to clearly communicate your competitive advantage versus this new player. Alternatively, you might decide no response is necessary, or you might instruct the head of your [competitive intelligence program ](https://www.competitiveintelligencealliance.io/competitive-intelligence-program/)to gather more intel on this competitor. In other words, a positioning matrix can highlight those competitors over whom you should work to secure or strengthen your competitive advantage. --- ****Recommended reading** 📘 • [Guide to implicit market segmentation](https://www.competitiveintelligencealliance.io/implicit-segmentation-marketing/) --- ## How to create a positioning matrix Here’s how to create a positioning matrix: 1. Launch your favorite graphic design tool. 2. Draw a pair of lines, or arrows, as axes. 3. Label those axes with your comparative qualities. 4. Plot yourself and your competitors on the matrix. It really is that simple. But what tool should you use? And what should you be comparing anyway? ### What software can I use to create a positioning matrix? You don’t need anything fancy. You just need to be able to get what you see in your head onto the screen. That’s easy to do. A bare-bones tool like Google Drawings (which we used here), works just fine. This probably doesn’t need to be briefed to your design team unless it’s an asset that won’t change for a long time. If it is, and you want it to live somewhere for the whole organization to see, then it might be worth the attention of your resident aesthetics wizard. Otherwise, your rudimentary skills in photoshop, GIMP, or any basic wireframing tool will work. And it’ll take less than ten minutes. 💡 **Tip: Google Drawings can be found by heading to Google Drive, clicking 'New', then 'More' below Docs, Sheets and Slides.* ### What should I compare? A positioning matrix is a versatile tool. And the metrics you choose to compare can be qualitative or quantitative. But, since this is a positioning matrix, those metrics must relate to your product positioning. 🔑 Also, it’s a good rule of thumb to use ‘sliding scale’ metrics, where each end of the axis represents an opposite extreme, with the middle offering a neutral middle-ground. Here are a few examples of what you might want to compare: - Premium vs economy product, - Niche vs broad target markets, - Highly customizable product vs not customizable at all. If your organization’s small and your marketing function isn’t built out yet, that doesn’t mean you can’t still benefit from a positioning matrix. It just means you’ll have to do a bit more prep work. But here’s a trick for finding the most useful positioning qualities to compare: **start with the customer.** Too often, we product marketers get so lost in the product and its latest and greatest features that we forget why the product exists in the first place. T*o meet the customer’s needs.* So, if you’re stuck, ask yourself this: > How does my product aim to fix my customers’ **core problems**? Brainstorm for a few minutes, and you’ll likely have a list of at least a few problems your product aims to solve. Now, look for all the ways you’re presenting that as an experience to your customer. Positioning ties in with how you want your customers to *feel* about your product and the experience you want them to have while using it. So once you’re clear on the practical need your customer wants to solve, you can delve a level deeper, get to the emotional need they want fulfilling, and look at the subtext in your existing messaging that’s hitting your customers’ emotional touchpoints. Need an example? Here goes. ### A better night’s sleep for just $5 You sell lavender-fragranced eye masks for sleeping. That’s your product, priced at $30 a pop. You’ve positioned the product to solve the customer problem: **poor sleep quality.** But you’ve also positioned yours as a **premium product**. You’ve identified the core, emotional customer need as one of **craving comfort**. They want a holistic experience, and that’s what you’ve positioned your product to provide. After all, your product is lavender-scented, and perhaps also made of breathable, soft fabric that’s a joy to wear on your face. Even in the hot Summer months. And the copy on your website makes this clear. So, while you might not use price itself as a comparative quality, you might set one axis on a customer-experience scale from “economy” to “premium” and place yourself near the “premium” end. ### Pricing and packaging to win in a competitive world URL: https://www.gotomarketalliance.com/the-price-is-right-pricing-and-packaging-to-win-in-a-competitive-world/ Last updated: 2024-01-24T18:11:27.000Z *This article originates from a presentation at the Product Marketing Summit, San Francisco in 2022\.* My name is Dinesh Chandrasekhar, and I’m the VP of Product Marketing, Customer Marketing, and Analyst Relations at LogicMonitor. I’ve been in the industry for over 27 years, 10 years of which I’ve spent managing [pricing](https://www.productmarketingalliance.com/your-guide-to-pricing/) for various large corporations. This topic is something that's near and dear to my heart. I want to talk about pricing in the context of product marketing and the challenges that we face. We’ll explore how to address those challenges and improve our enterprises’ pricing strategies. Am I going to give a one-size-fits-all solution? Absolutely not – there’s no such thing. What I *am* going to tell you is that most companies face similar challenges, so if you take my advice with a pinch of salt, you should be able to tailor it to fit your needs. In this article, I'll be addressing: - Common pricing challenges - Key tactics and strategies to drive pricing impact - The PMM’s role in pricing # The price is NEVER right! Common pricing challenges Yup, I lied in the title – the price is actually never right. That's what you’ll inevitably hear from your sales teams: “Oh, the pricing is too complex,” or, “Our competitors’ pricing is much better.” If that's always the case, how do you create suitable pricing for your enterprise so that you and your sales teams are successful? That's the question I’m here to answer. If you've ever done a [win-loss analysis](https://www.productmarketingalliance.com/how-to-conduct-win-loss-interviews/) as a product marketer, one of the top reasons that you will hear from sales reps as to why a deal was lost is that the pricing isn’t competitive. However, if you talk to the customer, they might give you a more nuanced perspective on why they went with a competitor. Still, time and again, this whole pricing conversation keeps slapping you in the face and you want to know how to fix it, so let's talk about some of the key challenges. ### Legacy price lists and SKUs In my view, product marketing should own pricing. That's when pricing strategies are the most successful. Now, there are organizations where product management owns pricing, and while I wouldn't call that a bad idea, it should be a collaborative exercise. Owning pricing doesn't mean that you're dictating it for the entire enterprise, but you should have a big say in managing the price book. One of the challenges teams may face when managing the price book is legacy SKUs – products that were created in a different shape or form five years or six years ago or that were designed for on-premises use but now are on the cloud. The customer is still paying the same old price, and you wish they were paying more. However, there’s no easy way to migrate them because the customer is like, “If you change the price, I'm going to your competitor.” This happens a lot, and it's a big challenge. ### The price list hasn’t been refreshed in a while If you don’t refresh your price list from time to time, it gets stale. You’ll find that while your reps completely understand your old pricing, they’re not tuned into the latest trends. Because of advances in the cloud and SaaS-based offerings, new pricing strategies like pay-as-you-go have emerged in recent years. If you don’t refresh your price list to keep abreast of these trends, not only are you going to look stale, but your pricing won’t be compelling for your customers. ### The price list is being refreshed too often You can’t refresh your price list too often either; if you do, guess what? Customers are going to feel like you’re nickel-and-diming them or you’re not sticking to what you promised them three months ago. To avoid this, you really want to make sure you’re changing it for the right reasons and at the right intervals. ### Inconsistent pricing across multiple channels Inconsistent pricing can start to creep up from the moment you have partners. Different vendors might offer bundle pricing, education pricing, and so forth. With these multiple types of price lists, discrepancies happen. Your list price for one SKU may look different on some other price list. You update a price here, but it may not update there – all kinds of challenges emerge. ### Poor sales enablement You may be updating the price list at the right intervals across the right channels, but if you have poor [sales enablement](https://www.productmarketingalliance.com/your-guide-to-sales-enablement/) and don't support the sales teams in talking to customers about the pricing and the value, your pricing model will fail. The same applies to customer communications; you have to keep the customer updated on why you're making certain changes to the pricing model and do so without freaking them out. Sticker shock is a major cause of lost customers. ### The pricing model was one person's brainchild I've seen this happen many times. An SME in the company has declared that this is how pricing should be done, and now they own it and pricing is no longer a collaborative effort. There’s no consideration for what’s going on in the market, the sales team’s input is ignored, and there’s total tunnel vision in the pricing strategy. That's not going to play well in the market. ### The nature of the beast Because of the way software has evolved across different verticals, pricing has become complex. You can’t just say your solution is three bucks a pop kind and leave it at that. I dealt with Internet of Things (IoT) pricing in an earlier job. I wanted to check out how our competitors approached this, so I looked at some of the major cloud vendors that offered IoT pricing and played around to see how much it would cost if I were to deploy 1000 devices on their cloud platforms. There are so many options and bells and whistles out there that it’s impossible to figure out the final cost. If I, somebody who is entrenched in the industry, cannot figure this out, how is the customer supposed to? How are they supposed to plan their software budget? We’ve made pricing super complex, and that’s a problem we need to solve. ### You’re in a crowded and competitive market If, like me, you're one of the thousands competing with similar vendors in the same space, differentiation is probably a major challenge for you. Unless you're one of the three large cloud vendors who can dictate the price knowing that your customers will suck it up and pay, you have to figure out how to make the commodities you’re selling stand out from the crowd. As a product marketer, you talk about differentiation all day long. You also talk about your [value proposition](https://www.productmarketingalliance.com/your-ultimate-guide-to-creating-a-value-proposition/), but the value proposition cannot just be about the competitive differentiation in your features – it has to talk about the value your product provides. You need to shape the customer’s perception of your product. That’s what dictates the price. The iPhone is a great example. When it first came out people were like, “Ha! Who'd pay $499 for a phone?!” But look at them today: there’s a good chance you have an iPhone – I have one too. It was ridiculously priced, but its value was pitched so brilliantly that we were all willing to pay for it. The iPod is another great example. When it was introduced, it looked like yet another portable music player. There was no value differentiation, and it came with a ridiculous price tag of $399. People didn't want to pay that, but then their product marketing team did something super smart: they seeped in the value proposition through celebrity endorsements and said you don't have to buy an entire album of songs; you can just buy one song – whatever song you like! That value proposition was different from any of the CD players out there. With those CD players, you had to buy the entire CD, whereas with the iPod, you could just buy the one song that you really liked for 99 cents. That immediately drove sales, and in the first 18 months they sold more than 3 million units. This is what we want. Ultimately, we’re all selling commodities, but the way we differentiate ourselves from the competition is what will help us to manage the price of those commodities pricing in a very, very positive way. ### Price-matching with heavy discounts Another effect of selling in a crowded market is that you can find your sales reps offering hefty discounts. If a prospect points out that they can get the same set of features from a competitor for $100k less, what does your sales rep do? They immediately drop the price by $200k. Now there’s a third vendor offering a similar product for $300k less? Sure, we'll drop it by $400k. And among all this heavy discounting, the product's value gets lost. Value-based pricing is hard but to make it work, you need to set certain standards. Having a proper discounting structure is vital and enforcing that is absolutely critical. We all have [discounting structures](https://www.productmarketingalliance.com/how-to-price-a-product-and-introduce-discounts/), but then there are overrides – a VP will say, “Sure, I'll take care of it,” then before you know it a customer is getting 80% off. What's the value of the product then? When the renewal comes around, there’s no room for negotiation. You cannot bring that customer back 80% off to 30% or even 50%. It’s a lost cause. ### Customers want better discounts during renewals At renewal time, customers always want to keep the same price but with a better discount. If you've ever dealt with a procurement team, you’ll know that they are very keen on getting better pricing from you. They may have got an 80% discount, but they’ll still want another 10% off when it’s time to renew. It is at this point that you can talk about value differentiation. Tell them about all the new features you’ve introduced and explain why the pricing has changed. That will change the dynamics of the conversation. # Key tactics and strategies to drive pricing impact So what should we do in the face of all these challenges? Let's talk about a few tactics and strategies. ### Conduct a pricing analysis If you've ever done a pricing analysis, you know it's not an easy process, but I encourage you to do it. Can you do it alone? No, you cannot. Can you do it internally? Yes, you can. Should you hire somebody from an external agency to come in and do it? You should. There are pricing experts out there that can weigh in on the pros and cons, do the competitive analysis, talk to your customers, do lots and lots of external interviews, and come up with a proper quantitative analysis that shows what will work best for you. Now, this is not a silver bullet. You’ll still have to tweak their recommendations for your own needs, but it's a great place to start. It'll typically take around 10 to 14 weeks, and it costs money as well – anywhere from half a million to two and a half million dollars depending on the size and complexity of the set of SKUs you have, the kinds of customers that they have to talk to, and the complexity of the situation itself. It’s a big but worthwhile investment that I highly encourage you to look into. ### Use a pricing committee Pricing cannot be a one-person job – it takes a village. You need a pricing committee that involves different stakeholders from across the organization – product marketing, product management, sales, revenue operations, finance, customer success, customer operations… I could go on. The reason key stakeholders from all of these groups need to be part of the pricing committee is that whenever your prices change, these are the people that will feel the impact. Your sales folks are going to have questions about how to talk to prospects about the price of new products. The renewals team will want to know how to communicate price changes to existing customers. RevOps will be asking about the financial implications of any changes. There are a zillion questions when it comes to introducing a new SKU or even changing an existing SKU, so you need a committee that looks at the bigger picture – not just a lone pricing manager with tunnel vision. I've been in situations where somebody felt like we weren’t getting enough revenue so they just bumped the price up by $10 a pop. The repercussions were immediate. Customer success teams were inundated with calls from customers wanting to know why we’d changed the pricing – were there new features? No. Were they getting more value? No. The customers were understandably unhappy. Having a pricing committee prevents those kinds of catastrophes. ### Adopt agile pricing processes Red tape is a horrible, horrible thing, particularly when it comes to pricing. You can very easily find yourself watching an excruciatingly long train wreck in slow motion while you wait for a pricing decision to be made. I've been there. I've been on my knees begging to be allowed to decide on a price because my customers were waiting. To avoid these kinds of situations, you need agile processes, and your pricing committee can help you with that, approving prices more quickly so you can move forward and take your product to market. ### Talk about pricing strategies right at the beginning of every NPI process If you're introducing a new product, don't wait until after it has been conceived, built, and taken to the customers to talk about pricing. Instead, you want to have the pricing conversation as soon as somebody brings up the idea. What customer pain point will it solve? What value will it bring? What is the unit of measure? What revenue impact will it have? You want to start discussing all of these questions right then and there. # The PMM’s role in pricing Early on in my career, my then-boss asked me, “Dinesh, remind me again, what do you do as a product marketer?” and I ended up listing out everything I do in my role. I turned that list into a slide with around 20 bullet points, and I use it with my teams to this day to explain all of the responsibilities that are expected of a product marketer. My point is that the role of a PMM is a challenging and multifaceted one. As one of product marketing’s key strategic functions, pricing has a special place on the list, and you should take pride in that. Functions don't get more strategic than this. The realization of how we take the product to market, make it successful, and ensure the customer sees value in it is all right here. With that in mind, let's talk about what the PMM’s role is in pricing. ### Listen to the voice of the customer Sometimes we can’t see the forest for the trees. We talk to a sales rep who says, “Hey, my customer doesn't like the new pricing model,” and we take that at face value. We don't even go one click down and ask if we can talk to the customer. It’s time to change that. We don't want hearsay. We just want to make sure that product marketing can directly talk to the customer and get that feedback straight from the horse’s mouth. ### Talk to your internal stakeholders There are so many people within your organization that are part of the buyer journey. They need to have a say in how pricing should be structured. They see that impact. Somebody in renewals, for example, will see the difference that a change in pricing makes, so listen to them. ### Review data… a lot of data There's so much data available to us, but we don’t always take full advantage of that. Dig into your CRM and look for answers to the following questions: - How did the customer buy this product? - When did we start the conversation? - What was the original price point? - What was the price when we closed the opportunity? - Why? Next, talk to your accounting team and the customer to get to the bottom of any discrepancies between the price that was originally offered and the closing price. That kind of digging will give you fresh insights into the buyer journey and the value that the buyer sees in your product. ### Compare competitive pricing Next, you want to look at the competitive landscape. As product marketers, we do this all the time, but looking into competitive pricing specifically will give you tremendous insights. I mentioned earlier how in one of my past roles I looked at our competitor’s IoT pricing. That gave me some awesome points to take into conversations with our customers. When a customer told me they were thinking about going with Azure, I would say, “Open up your laptop, and tell me how much it costs. I'll wait,” and I would fold my arms and sit there for 10 minutes. They would not be able to find the price. That's how complex it is. Then I’d give them tiered pricing that was easy to understand – we charge X amount of dollars for 1000 devices, period. No bells, no whistles, nothing. I’ve just made their budgeting conversations a whole lot easier. That’s just one example of how you can use competitive pricing to your advantage. ### Educate, evangelize, and preach value PMMs educate, evangelize, and preach value all day long. It’s something that we take pride in. As you're evangelizing, it’s super important to convey the value of your product and talk to your sales teams about how to communicate that to customers in all of their conversations. You can’t just say, “Here’s our product – it costs X amount of dollars.” Talk about the value first, make them feel it, and then talk about the price. ### Own the pricing framework The pricing framework is something that we should all want to own. I’ve loved owning it in the many different companies I’ve worked with. Even when we’re taking on those horrendous legacy SKUs and trying to move them into the cloud space, these kinds of challenges make our work really exciting. I hope you feel that excitement as well. ### What can you achieve with revenue marketing? URL: https://www.gotomarketalliance.com/what-can-you-achieve-with-revenue-marketing/ Last updated: 2024-04-19T12:15:46.000Z ‘But what do you actually *do* for a living?’ If you’re in marketing, that’s probably a question you’re familiar with. It's a broad discipline, and explaining what we actually do on a daily basis can be hard. In no small part because ‘marketing’ isn’t really the job, we all have our specialism. And the fields included in marketing are getting increasingly narrow: product marketing, customer marketing, content marketing, developer marketing... The list goes on. Today, we’ll be talking about [revenue marketing](https://www.revenuemarketingalliance.com/your-guide-to-revenue-marketing/#putting-together-a-revenue-marketing-strategy). What it is, how to do it, and why it’s so important. ## What is revenue marketing? There are as many different types of marketing as there are functions in a business. Revenue marketing refers to marketing designed to generate revenue for a company. This differs from traditional marketing, which is typically associated with growing brand awareness or advertising the release of new products. The purpose of revenue marketing is to generate sales-qualified leads, align marketing and sales, and increase focus on the customer. Marketing sources revenue through lead generation, and the value of the leads you produce represents the amount of revenue you’ve brought in. If you work in traditional marketing, you may wonder what the distinction is between this and what you do. Lead generation is part of all marketing strategies in one way or another. In some shape or form, you’re funneling people toward your company. But revenue marketing explicitly connects your marketing strategy to revenue goals, overarching business targets, and the efforts of your sales team. You track [key metrics](https://www.revenuemarketingalliance.com/kpis-for-revenue-marketers/) to scale up your lead gen activities, and the revenue that marketing brings in is measured and distinguished from other sources. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/04/GTM_Motions_Playbook_2023_CTA_-1.png)](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) ## Why does revenue marketing matter? Revenue marketing has a myriad of benefits for your Go-to-Market strategy, as well as your business as a whole. 1. **Acknowledging the value of marketing** If a team isn’t viewed as directly impacting revenue, it can be overlooked or siloed in favor of prioritizing teams like sales, who’re seen as bringing in the big bucks. A revenue marketing function measures exactly how much money the marketing team is bringing in and clearly defines your financial value to the company. So when the budgets getting divvied up, it’ll be far easier to make your case and get the resources you need to do your job properly. We all know how important marketing is, but demonstrating its impact on revenue makes sure everyone else knows it, too. , When it comes to proving marketing’s value, Gaston Tourn, CMO at Curio, offers this advice: 💡 “ The first thing I always do is remove leads, or marketing qualified leads, as my north star metric. I always move away from leads and more into lead value. For example, if last month I brought to the table 100 leads, what I would say is I brought £100,000 of lead value.” **2\. Go-to-Market alignment** Done right, Go-to-Market is a [cross-functional](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/), collaborative strategy. It brings together teams and stakeholders from across your business to ensure your positioning, messaging, and sales strategies are consistently delivered and reflective of your brand’s broader image and goals. Revenue marketing isn’t dissimilar. In order for a marketing strategy to be built around your business goals and objectives, it can’t just be marketing that designs it. At the very least, sales and marketing need to be aligned to make sure they’re building complementary strategies that further one another, rather than working at cross purposes. Plus, marketing needs to understand revenue goals if they’re going to create a strategy that supports them. The more you implement functions like revenue marketing, which inherently require stakeholder collaboration, the easier it’ll be to naturally develop a culture of cross-functional working in your business. Teams working together and understanding one another’s goals and priorities, rather than being siloed, results in a far more effective Go-to-Market strategy. Want a better understanding of cross-functional Go-to-Market and how it works to make your product launches successful? Download your **free copy** of the Cross-Functional Go-to-Market playbook here: [The Cross-Functional Go-to-Market PlaybookDid you know only 33% of PMMs have a defined Go-to-Market strategy? At Go-to-Market Alliance, we don’t think that’s good enough. There’s a lot of confusion around what Go-to-Market is, who does it and how it benefits growth and revenue. We’re here to change that.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/11/GTM_Cross-Functional_GTM_Playbook_2022_Blog_.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) **3\. Prioritizing the customer** Old-school marketing is all about creating demand. Selling a narrative that makes it incomprehensible for the consumer to live without your product. And that’s not a bad tactic, we all know the power FOMO has over our lives. Playing to that emotion is usually an easy win. Revenue marketing doesn’t throw that out the window, but it does focus more on the individual customer. Rather than trying to dictate the interests of the market, revenue marketers find out what the market wants and target those needs. Revenue marketing is personal. It gets into the nitty gritty of a customer's pain points and what they need from a business to convert. Plus, the collaborative nature of revenue marketing means you can deliver a consistent customer journey from product, to marketing, to sales, and beyond. Customer-driven marketing establishes a relationship between you and your buyer. You can extend the customer lifetime value of your users and increase their loyalty to your brand over time. In an over-saturated marketplace with seemingly endless options, establishing that relationship and trust with your customer is more important than ever. **4\. The death of the sales rep** Ok, that might be a slight exaggeration. But it's not an exaggeration to say customers are increasingly skeptical and impatient when it comes to traditional sales methods. Cold calling, the hard sell, and outbound Go-to-Market strategies are increasingly unpopular. The modern consumer likes to do their own research, weigh up the options and reach out to companies on their own terms. The self-serve model is where the majority of sales now happen. This is why you need to make your sales and marketing assets easily accessible and convenient for customers to reach. Revenue marketing, which ensures information reaches the right customers at the right time and drives the customer down a sales funnel until they convert themselves, is your key to succeeding in this new, self-serve era of consumption. ## How to lead a revenue marketing strategy Learning a new way of marketing may seem daunting, but don’t worry. You’ll be bringing a lot of your traditional marketing know-how to your revenue marketing function. Rather than starting from scratch, this is more of a restructuring of how you currently carry out marketing to prioritize different goals and marketing channels. And to set you in the right direction, we’re breaking down the key steps to a successful revenue marketing strategy: ### Collecting customer data If you’re going to create a personal marketing strategy, you need to know who you’re marketing for. That means getting to know your customers: what they care about, what their problems are, and the kind of solutions they want. There are lots of ways to collect this data. You can conduct surveys and focus groups, use social media surveys, use email sign-up info, and more. You can also use competitive intelligence to learn more about your customers, their priorities, and what they value in your competitors. Building out buyer personas is a great way to get a really strong grasp of who your customers are. Not sure where to start? Use our ready-to-go template to build comprehensive buyer personas: [The Go-to-Market Buyer Persona TemplateWith the Go-to-Market Buyer Persona Template, we’re taking the stress out of this process and giving you a strong starting point for your GTM process. Save time developing buyer interview questions, brush up your existing processes or get inspiration for your own frameworks.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/01/buyerpersona.jpg)](https://www.gotomarketalliance.com/the-go-to-market-buyer-persona-template/) ### Establish cross-functional alignment As we’ve said, revenue marketing requires close collaboration between teams. To build a marketing strategy that directly impacts revenue goals, you need input from sales, product, and your product marketing team if you have one. Plus, for a revenue marketing strategy, or a Go-to-Market strategy, to work, you need all your stakeholders on board and on message. Getting everyone involved in the strategy from the start will ensure your teams understand one another’s responsibilities and workloads, meaning they can deliver work consistently and effectively. ### Plan your strategy With your data collected and your stakeholders assembled, it's time to build out your roadmap. Decide which marketing channels you’re going to use, build out personalized campaigns based on your customer research, and plan the customer journey. This is when you figure out how you’ll reach your prospective customers, and how you’ll take them from first interaction to successful converts. Crucially, set your goals now. Your metrics won’t mean anything if they’re not predetermined. ### Implement your strategy Now it’s time to put your revenue marketing strategy to work. When you plan your strategy you’ll have chosen which communication channels will be the most effective for your target customers. Now it's time to use them. Whether you’re using email campaigns, social media, in-product communications, or something else, it's important to put out consistent messaging that reels customers in and gets them ready to buy. As you can see, implementing a successful revenue marketing strategy depends heavily on technology. So if you’re going to do it right, you need to invest in your tech stack. You’ll need a strong CMS (content management system), as well as sales software with integrated marketing automation. ### Measure, measure, measure Last but not least, measure the results of your strategy. One of the key differences between revenue and marketing and traditional marketing is it's a repeatable and scalable strategy. This means it grows with your business and ensures sustained growth. But none of that’s possible if you aren’t measuring. Choose the metrics you’re going to track and ensure you measure them at regular intervals for accurate results. Some of the most effective metrics to track for revenue marketing are: - Predicted revenue. - Win rates. - Marketing sourced revenue. - Marketing ROI. - Sales cycle length. - Time to value. ## **Ready to make your mark on the Go-to-Market community?** Go-to-Market is the backbone of so many businesses, but Go-to-Market job titles are still new on the scene. That’s why we’ve set out to find out what the GTM job market looks like, how much you can expect to be paid, and what it *actually* means to work in Go-to-Market. Complete the survey now. 👇 ### Here’s how competitive pricing intelligence can boost your bottom line URL: https://www.gotomarketalliance.com/competitive-pricing-intelligence-can-boost-your-bottom-line-heres-how/ Last updated: 2024-04-19T12:16:31.000Z We’ve talked before about the importance of your [competitive positioning strategy](https://www.competitiveintelligencealliance.io/the-competitive-positioning-playbook/), of understanding the market landscape, its opportunities, and working to fill them. When you do this well, you position yourself to capture as much underserved market share as possible, maximizing your growth potential by working smarter, not harder. But if you’re to do that, there’s one crucial element you cannot overlook. Your pricing strategy. The article gives you an overview of **competitive pricing intelligence.** We teach you: - [What it is,](https://www.competitiveintelligencealliance.io/p/74f2e03a-17cd-4b3c-a210-f21ca7192ab8/#competitive-pricing-intelligence-what%E2%80%99s-that) - [Why it's important,](https://www.competitiveintelligencealliance.io/p/74f2e03a-17cd-4b3c-a210-f21ca7192ab8/#why-is-competitive-pricing-intelligence-important) - [How you perform one...](https://www.competitiveintelligencealliance.io/p/74f2e03a-17cd-4b3c-a210-f21ca7192ab8/#how-do-you-do-a-competitive-pricing-analysis) ... and more. ## Competitive pricing intelligence? What’s that? Competitive pricing intelligence is data on your competitor’s prices. It’s as simple as that. Whether you’re selling personal training services online, leather jackets on the highstreet, or software as a service to businesses, pricing intelligence is just information about what your competitors are charging. Alright, so far so simple. Why should you care about it? ### Why is competitive pricing intelligence important? Though simple, information about your competitors’ prices is powerful. Let’s discuss why. **First,** there’s the obvious. When you know what your competitors are charging for products and services similar to yours, you have an idea of how to benchmark yourself. But a solid pricing strategy goes far beyond pinning your prices in the ballpark of your closest competitors. That’s why competitor price data is best viewed in context. That context being the other info you’ve got on your competitors. Together, price data and other intel pushes you towards a complete understanding of your competitors’ pricing strategies. **Second,** you can learn a lot about a product by its price. You can also learn a lot about how the business wants the market to perceive its product. In other words, you’ll learn about their positioning strategy. Understanding competitor positioning strategies is a great springboard for developing your own positioning strategy. Essential if you want to dominate your own subsection of the market. ## What is a competitive pricing strategy? Your competitive pricing strategy is the set of strategic decisions you make about the price of a product or service in an effort to drive more sales and profitability, capture more market share, or more competitively position your brand and your products. Again, you can tell a lot about a product or service by its price. Everyone loves a bargain, but there’s a ton of research indicating that price affects perception. ### Pricing and perception [In one study](https://www.sciencedirect.com/science/article/abs/pii/S0950329321000501?via%3Dihub#b0070), 140 participants were served three wines, each at different price points: one cheap, one expensive, one in the middle. The catch? The prices were entirely made up. The results showed that deceptively marking up the price of a wine boosted its ratings. The same goes for reviews, too. Consumers’ ratings of wine improved if they had been shown positive reviews by experts first, and decreased if they were shown negative reviews. > If this is true, higher prices make for better products. These findings have all sorts of fascinating implications for consumer behavior. One possible conclusion is the positive reviews and/or the high prices affected consumer perceptions to actually *improve* their experience. If this is true, higher prices literally make for better products. After all, if someone enjoys their meal more, because they feel they’re treating themselves to expensive, fine wine, then it was worth what they paid for it. Regardless of how much a restaurant marks up the price. ### Everyone loves a bargain! Or do they? So what does this have to do with your pricing strategy? As we’ve seen, pricing has an awful lot to do with perception, but pricing isn’t the only way you try to affect buyer perceptions. Your whole positioning strategy is built around this, too. Some of your competitors will position themselves as the ‘budget’ option. That comes with a bunch of associations and implications, both positive and negative. But there’s a section of the market that needs a solution and loves a good bargain. They’ll be more open to the positive associations, and more oblivious to the negative ones. They’ll be less put off by the tradeoff in features, or customer service quality, and more attracted to the low price point. On the other hand, there’s a section of the market looking to pay high prices. They’d rather spend a big chunk of the budget on something that *offers* value in the form of peace of mind, reliability, and personable customer service reps. In exchange, they’re willing to pay ten or even a hundred times the price of the budget option. ### Building your strategy Your competitive pricing strategy is a subset of your [competitive positioning strategy](https://www.competitiveintelligencealliance.io/the-competitive-positioning-playbook/). When it comes to marketing, pricing is a part of positioning. Pricing affects everything from how enticing your offer is to how your brand is perceived as a whole. When you price your products properly, as part of an overarching strategy, it won’t matter whether you’re outrageously expensive or losing money on every initial unit. If the strategy as a whole is sound, the price becomes a hook, grabbing people’s attention and emotions and urging them to examine the deal further. ☝️ ****Competitive pricing strategy example** Let’s say you’re an SEO consultancy. All your competitors charge high prices from the outset. You want to differentiate, so you offer a ****free audit** to businesses to generate leads. That’s where the strategy really kicks in. You ****funnel all these leads** to an upsell in the form of a one-time consult call with you to run through the results. After demonstrating the value of this kind of consult call, you upsell the takers into further calls. Perhaps at biweekly intervals for more advice and accountability. Separately, you put all leads into ****another email funnel** with information about your technical SEO makeover service. With this service, you remap website folder structure to make it more crawlable by search engines, improve site speed, and perform a bunch of other neat tricks to rapidly boost rankings. On the initial consultation, you lose money, sure. But your initial offer is so much ****more attractive than the competition** that you generate more than enough converting leads. So many, in fact, that you offset your losses with a ton of margin leftover. And when you take lifetime value (LTV) into account? Then you’re really winning. ## How do you do a competitive pricing analysis? So - a competitive pricing analysis sounds pretty cool, huh? We thought so too, which is why we’d be letting you down if we didn’t tell you how to perform one. Here's how you do it. 👇 ### Collection and Analysis of Competitor Pricing Data It all starts with collecting competitor pricing data. We’re not gonna lie - this step is hard. The [ethics of competitive intelligence](https://www.competitiveintelligencealliance.io/competitive-intelligence-ethics/) can be a bit murky, but it’s up to you to make sure you’re not getting hold of any information you shouldn’t have access to. Even secret shopping is a gray area. It’s far better to be open and honest about who you are. If you’re signing up for a free trial, don’t hide your business email address. So, how do you go about collecting this competitor data? **First,** a lot can come from the ‘field’. There’s a lot to be said for ‘crowdsourcing’ your CI efforts, and that holds true for gathering competitor pricing information. That means talking to customers, as well as finding out what your colleagues in your business know. **Second,** information can be grabbed from competitor websites, and sometimes even with the help of your [competitive intelligence tool of choice](https://www.competitiveintelligencealliance.io/tools-of-choice-report-2023/). Price monitoring software is out there to help you, but you can always have your dev team build you your own dynamic pricing strategy. Pricing data you can gather doesn’t just have to include product prices, though. It can also include data like: - Discounted pricing. - When particular discounts and promotions run. - Who these promotions and discounts are offered to. Once you’ve collected as much data as you can, it’s time to analyze what you've got. As we alluded to previously, this involves viewing the pricing information you’ve got *in context*. That means in the context of each competitors’ positioning strategy as a whole. It also means comparing pricing strategies between competitors. ![](https://www.competitiveintelligencealliance.io/content/images/size/w1000/2023/01/CIA_Tools_of_Choice_2023_CTA_Banner_.png) ## Goals and benefits of Competitive Pricing Intelligence Alright, but what are you actually trying to *achieve* with a pricing analysis? Here are a few of the key goals: ### 1) Increase Revenue Better pricing strategies mean better positioning strategies, which means a more concrete chunk of the market can be yours to own. When you own a particular chunk of the market, you’re said to have a [niche competitive advantage](https://www.competitiveintelligencealliance.io/niche-competitive-advantage/). Just like it sounds, a competitive advantage means you’ve got an edge the competition doesn’t. If you can [sustain that competitive advantage](https://www.competitiveintelligencealliance.io/sustained-competitive-advantage/), it means an even higher probability of increasing your revenue over time. ### 2) Stay Competitive in the Market Like any strategy, your pricing strategy is there to help you win. Data on how your competitors price their products helps you make more informed pricing decisions about your own, leading to better pricing and positioning strategies overall. And, as we’ve implied throughout this article, a strong competitive positioning strategy gives you your best shot at dominating a specific niche in the market. You’ll avoid competition where it’s unnecessary, and win where it’s unavoidable. ### 3) Gain Insights into Market Trends and Consumer Behaviour Think you, or your boss, chooses the prices of your products? Think again. The influence of the market is much greater than you might think. Supply and demand influences prices. As much as you might want to take the spot of the most expensive, most premium product in your category, you have to turn a profit at the end of the day. If the market disagrees with you about what your product is worth, and there’s no demand for it at that price, you’ll have a hard time making money. But consumer perceptions of value change over time as supply and demand shifts. If you weather a financial downturn, for example, but your main competitor doesn’t, customers now have one solution fewer to choose from. As such, you’ll be in greater demand and be able to charge more as a result. Viewing your competitors’ pricing decisions through this lens is enlightening. Trending fluctuations in their product prices over time can reveal information about consumer sentiment and supply and demand. ### 4) Avoid Price Wars with Competitors The ‘race to the bottom’ never works. When a business doesn’t know its value, it thinks being the cheapest is the only way to win. Most often, they peg the price right below the current cheapest competitor. This is a losing strategy. Positioning your product as a commodity only works if you’ve got deep pockets, the experience to play the long game (and win), and if you’ve built your business around this strategy from the start. If your business isn’t built from the ground up to manufacture, process, market, and fulfill its services and products as cheaply as possible, your margins will be too small. When you start driving prices down, they’ll quickly dip into the negative. A smart marketing team can create a positioning strategy that makes the most of your unique differentiators. Combine that with a bit of competitive intelligence, and you’ll have yourself a smart competitive positioning strategy. ### B2B market segmentation guide: How to succeed in B2B URL: https://www.gotomarketalliance.com/b2b-market-segmentation-guide-how-to-succeed-in-b2b-in-2023/ Last updated: 2025-10-03T15:53:24.000Z Segmentation is a critical, foundational part of any marketing strategy. But not all segmentation methods work for all businesses. If your customers are other businesses, rather than consumers, there are several key need-to-knows that’ll help you avoid pitfalls, create more actionable segments, and boost the results of your campaigns. In this article, we cover: - What B2B market segmentation is. - Some key differences versus B2C segmentation. - Why it’s important for businesses. - Five B2B segmentation methods. - A six-step guide to segmenting your B2B market. ## **What is market segmentation in B2B?** Segmentation has you divide your total target market into smaller segments with shared characteristics. Why do this? The assumption is that different market participants have different needs. While your service can solve multiple problems, you make your marketing efforts more effective when you speak to what prospects care most about. Plus, while many businesses *could* benefit from your products or services, you can’t market to all of them. And even if you could, you wouldn’t want to. You’ve got a select few prospects that represent your highest probability, greatest ROI (return on investment) opportunities. Naturally, you want to find them and spend your marketing budget on them. ## **How B2B and B2C market segmentation differ** B2C segmentation focuses on marketing to individual consumers – people like you and me. B2B is focused on marketing to businesses. The differences between B2B and B2C market segmentation are a result of the normal differences between consumers’ and businesses’ buyer behavior. We’ve outlined five of the most impactful: ### **Businesses don’t impulse buy** Consumers impulse buy. Businesses don’t. If you’re marketing to consumers, you can build this impulse buying phenomenon into your strategy. Not so with B2B. When businesses are your customers, the decision-making process is longer and more complex. Why don’t businesses impulse buy? Usually, there’s more than one decision maker in a business. The person with the keys to the credit card is rarely the one who’ll be benefiting from your service in their daily line of duty. In other words, when marketing to businesses, you have to convince more than one person you’re right for them. ### **B2B services can be more complex** The services you’re selling in B2B might be more complex. You might have multiple solutions, and might need to educate your prospects on the right one for them. The customer courting process is longer, which means there’s more room for error. ### **There’s more money at stake** There’s usually more at risk in B2B marketing, too. Winning a new enterprise account could mean landing thousands more users overnight. If your product works and helps the enterprise out, they could make a lot more money. If it doesn’t, they could be locked into an expensive contract for years and lose money on the deal, which makes them a more cautious buyer. ### **It’s trickier to strike the right balance** Since you’re dealing with multiple decision makers, it’s more difficult (though not impossible) to pinpoint a single “personality” or “persona” that you can speak to in your messaging. Plus, over-optimizing your messaging for the decision maker might make end-users very unenthusiastic about your product (and vice versa). ## **Why is customer segmentation important in B2B business?** There are a few points that can help you understand the importance of B2B customer segmentation. **First, it helps you find the best opportunities.** When you market your services to low probability prospects, you’re wasting resources for no reason. It’s completely avoidable. B2B market segmentation is the process that ensures you’ve identified, and are marketing to, the prospects that represent your best opportunities. **Second**, **it boosts campaign performance.** You can precisely define subsections (segments) of your highest-probability prospects, and craft unique advertising campaigns for each. Thisboosts performance at all stages of your campaign, from email open rates, to on-page engagement rates, to overall conversion rates. When you scale these small improvements across all your prospects over time, your revenue explodes. **Third, you can track your data better.** When you’re able to track more data points across your segments, including conversion rates, you’ll develop a deeper understanding of your segments over time. From there, you can use your improved understanding to refine your segments for further improvements. You’ll also learn which segments are most valuable to you, so you can more efficiently allocate resources. Other aspects of B2B segmentation that make it important for businesses include: - It helps keep your marketing costs low; - It informs product development via feedback & deeper understanding of audience & users; - It can help you identify market opportunities in underserved segments. [What’s the difference between B2B and B2C Go-to-Market?When we’re talking about products, how can we not talk about the consumer? Who you’re selling to has an impact on every step in your Go-to-Market strategy from how you position the product to your, messaging, pricing and yes, even your sales strategy.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/04/b2bb2cgtm.jpg)](https://www.gotomarketalliance.com/whats-the-difference-between-b2b-and-b2c-go-to-market/) ## **Types of B2B market segmentation** Moving from your entire relevant market, aka your Total Addressable Market (TAM), to a workable list of high probability prospects is a multistep process. You’ll first identify ideal targets by segmenting your TAM. In B2B marketing, you’ve got a few segmentation methods to choose from: ### **Firmographic segmentation** Firmographics are, essentially, the business equivalent of “demographics” for consumers. They include aspects like: - Company size. - The industry they’re a part of. - Annual revenue. - Business maturity. - Length of sales cycle. As is the case with B2C, segmentation methods exist on a kind of continuum. At one end is all the data that’s easy and inexpensive to get hold of. Unfortunately, since it’s the most accessible, such data don’t offer much of a competitive advantage. 💡 Firmographic segmentation, like demographic segmentation in B2C markets, sits at the “easy to access, low competitive advantage” end of the spectrum. ### **Technographic segmentation** Technographic segmentation has you segment businesses based on the tech they use. Why would you want to do that? Well, if you’re a SaaS company, or offer a tech product of any kind, breaking your TAM up based on the tech they already use is a great help. You’ll be able to quickly figure out whether there’s room in their tech stack for your product. What’s more, the makeup of a business’ tech stack can tell you a lot about its maturity. Even if you can’t figure out what stage of growth a business is at, you might be able to find out what’s in its tech stack. From there, you stand a chance at figuring out whether that business is ready for your product, or if that ship has sailed. 💡 Technographic data will be harder to get your hands on than firmographic data but, as a result, it offers you more of a competitive edge. ### **Needs-based segmentation** With technographic segmentation, we mentioned you’d find out what tech a business was using, and use that to determine whether they might need your product now or in the future. Needs-based segmentation follows a similar reasoning approach. Rather than with data on their tech stack alone, you’d look at all the data you can find about a business to determine the kinds of solutions it might need – now or in the future. For example, you might determine that businesses only start looking for products like yours once they cross the mark of 1,000 employees. It’d make sense in this situation to market only to companies with more than 1,000 employees. 💡 Again, it’s more challenging to acquire data like this, and it takes a bit more work to determine future needs based on current conditions, but this nets you a more sustainable competitive advantage. ### **Behavioral segmentation** Behavioral segmentation in B2B marketing is almost exactly the same as in B2C. This time, rather than looking at the buying behavior of the consumer, you’re looking at the buying behavior of the businesses you’re targeting. This is powerful, it helps you understand the conditions necessary for members of your target market to buy, for one. For two, it’ll help you find triggers for buying behavior. For example, businesses in your sector might do a lot of buying right at the beginning of the financial year. This might tie into other data you’ve got, for example, if your sales team’s win rate is far higher in the three months immediately following the start of the new financial year. Such information can inform your marketing strategy, as you can ramp up your marketing efforts during these higher probability months of the year to win more deals. ### **Buyer journey stage** As with B2C marketing, the stage of the buyer journey the businesses you’re targeting are at can make a big difference to the success of your campaigns. When your prospects are at a more advanced stage of awareness, different types of marketing material will be more effective than if they’re barely aware there’s a problem they should be looking to solve. This latter type of business won’t be ready for a pitch, and educational materials would make more sense. But a business that’s already looking for a solution like yours is ready to have their trust in your brand built, and to learn what makes your product stand out. ## **B2B market segmentation best practices** Ok, so you’re aware of what B2B market segmentation is, how it differs from [B2C customer segmentation](https://www.competitiveintelligencealliance.io/four-types-of-market-segmentation/), why it’s important, and some of the best methods for conducting it. Let’s go through some best practices in B2B segmentation that’ll help you avoid common pitfalls. ### **Use clean data to inform your segmentation strategy** Needless to say, if the data you collect isn’t accurate, the conclusions you draw will be all wrong. > ...when you can’t find an independent source to back something up, build a margin of error into your segmentation strategy. But making sure your data is solid is a tricky process. It pays to not rely entirely on any one source for any of your data. Corroborate all your findings and, when you can’t find an independent source to back something up, build a margin of error into your segmentation strategy. ### **Create distinct and actionable segments** A common mistake is to create segments that are too similar. If your segments all overlap, you don’t really have segments. You’ve still got one big group of customers. As the name suggests, segments should be discrete. They should also be **defined by their differences**. This is what makes them useful. While it’s possible a business in one segment might occasionally also fall into another, your segments will be most effective when they deal with separate sets of customers. Not only should your segments be different enough, but they should be actionable, too. Segments become actionable the minute you prioritize them by business value. That is, so long as you have a way of communicating specifically with the members of that segment. When you’re able to identify why segments A and B are worth less to your business than segment C, you can start marketing directly to segment C for greatest ROI. ### **Tailor your value propositions to each segment** As we mentioned, what makes your segments unique is what makes them useful. So use those differences! Each segment will have different needs and different ways of viewing the world your product is a part of. Reframe your product for each of your segments to make sure they’re seeing you in the light you want them to see you in. You can go incredibly deep with this, tweaking your messaging, imagery, positioning, and all kinds of other aspects of your marketing strategy once you’ve built out viable segments. Ok – now let’s put all this together and build some segments. ## **Segment your B2B market in 6 steps** Here are the six steps to segmenting your market: 1. Understand your target market. 2. Define your market segments. 3. Develop buyer personas. 4. Create targeted messaging. 5. Choose the right marketing channels. 6. Measure and optimize your campaigns. ### **Step 1: Understand your target market** First up, you’ve got to understand your target market. Before you can carve a statue, you need to get your hands on a block of marble. In the same way, you need to be able to visualize the entire pool of customers that could benefit from your product before you can build your segments. That block of marble is your total addressable market (TAM), which we mentioned earlier. Hopefully, you haven't built a product without knowing there’s a market for it. But there’s always a stage where you’re trying to align your vision with what the market wants relative to what’s already out there. So, if you’re struggling to understand who your target market is, try sending out free samples or trials of your product. Compensate testers for their time, and ask for feedback on their experience with your product. Collect the details of those who like it and who say they’d use it; they represent your target audience. ### **Step 2: Define your market segments** Once you know your total addressable market, it’s time to start grouping. Use the methods we mentioned above to break your market (that block of marble) up into workable sections. Whether you combine various methods of segmentation to build your segments, or use just one, is up to you. As we discussed earlier, your segments will be defined by their shared characteristics. What makes each segment unique from the rest is what makes it useful, so don’t be tempted to make the differences subtle, or the lines between segments blur. With segments defined, identify the ones that represent the greatest opportunities for your business and prioritize them. ### **Step 3: Develop buyer personas** With a prioritized list of market segments in-hand, it’s time to develop your [B2B buyer personas](https://www.gotomarketalliance.com/the-go-to-market-buyer-persona-template/?ref=competitiveintelligencealliance.io). Buyer personas add an air of personalization to your marketing communications from here on out. They allow you to interact with the decision-makers in the businesses that make up the members of your segments in as human a way as possible. --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/04/GTM_Academy_CTA_Banners_Generic_3.jpg)](https://learn.gotomarketalliance.com/trainings) --- ### **Step 4: Choose targeted messaging** With buyer personas for each of your priority segments, you’re ready to start drawing up what your messaging will look like for each persona. It’s important your messaging is personalized and targeted so it can have the greatest possible impact. If you’re to influence and persuade effectively, you’re going to have to earn the trust of those decision makers. By learning what makes them tick, and what drives their buying decisions, you’ll be well-placed to start framing your products in the best possible light, while earning that trust quickly and effectively. ### **Step 5: Choose the right marketing channels** As we mentioned earlier, one of the keys to having actionable market segments is to know you can communicate directly with the members of your priority segments. That means choosing the right marketing channels. As part of the process of developing your buyer personas, you’ll have figured out where your decision makers hang out, and on which platforms they’ll be most receptive to marketing communications. Social media, YouTube, Google search results, and email are all great digital locations for your marketing communications. But trains, billboards, bus stops, television and movie commercials, magazines and newspapers… all of these are viable locations for your ads. You just have to pick the ones that make sense based on your research. ### **Step 6: Measure and optimize your campaigns** Finally, you’ll have to measure your campaigns. Everyone knows it’s rare to knock it out of the park on your first try. If you learn from every at-bat you have, though, you’ll soon learn where you can make small improvements in your game. Soon enough, home runs every time! The same is true for your marketing campaigns. Solid data is hard to come by, so use the pre-validated data that comes in freely as a result of your marketing efforts to boost the results of future campaigns. --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/04/GTM_Motions_Playbook_2023_CTA_.png)](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) ### Communicating your product roadmap and vision URL: https://www.gotomarketalliance.com/communicating-your-product-roadmap-and-vision/ Last updated: 2024-01-24T17:57:23.000Z The product roadmap is the most important communication and planning tool that your product management counterparts own. The roadmap offers a high-level visual summary of the product vision and the direction your product will be taking over time. Depending on the company you work for, your product roadmap may include upcoming features and feature improvements, integrations, and other technical considerations. If you *don’t* have consistent visibility and easy access to your product roadmap, you’ll need to advocate for that visibility and access, so put it on your to-do list immediately to reach out to your product management function and request this access, as well as a walk-through. One of the most common frustrations in collaborating with product managers is the desire to be brought in sooner in the process. Product marketers want to be brought in early in the discovery phase when the decisions are being made about what type of functionality to build and for whom. Unfortunately, many product marketers instead find themselves being brought in far more reactively, when functionality is already in development or - far worse - is ready to be released. How do we change this dynamic? To earn trust and be seen as a partner to Product, you need to focus on adding value. This is how we earn our seats in those earlier conversations. So, what role exactly does Product Marketing play when it comes to the roadmap and how do we add value? You should aim to act as a key contributor and a champion of the product roadmap. Let’s talk about what this looks like. While the [go-to-market](https://www.productmarketingalliance.com/your-guide-to-go-to-market-strategies/) motion is typically owned by Product Marketing, the [product roadmap](https://www.productmarketingalliance.com/why-you-need-a-public-product-roadmap/) is owned by Product Management. Although this is commonly understood, it’s important for Product Marketing to remember that as we approach conversations about the roadmap. We can and should have a unique level of understanding and access to the product roadmap, but we should seek to *influence* the roadmap and *partner* on roadmap strategy and communication *without* overstepping. Accidentally overstep here and you may run the risk of damaging your relationship with product management. This is because the product roadmap and overarching product strategy are often going to be very hot, sometimes heavily debated topics of conversation within the organization, impacting many cross-functional teams who are all very invested in different ways. Customer Success Managers are hearing feedback from customers who are threatening to [churn](https://www.productmarketingalliance.com/your-ultimate-guide-to-churn/) if certain features aren’t prioritized on the roadmap. Sales may believe they are losing deals to the competition based on the lack of integrations and will push for their inclusion on the roadmap Even the C-suite, founders and investors are likely to have opinions about the roadmap. That’s a *lot* to take in! In fact, one of the most challenging aspects of being a product manager can be managing the various stakeholders who would seek to influence the product roadmap, and so in some organizations, the product roadmap can be a touchy subject for Product Managers. This is an opportunity for Product Marketers to lean into our empathy. ## How to position yourself as a partner Rather than being one more voice clamoring for attention, we should aim to again position ourselves as ***partners***. There are three ways that I would suggest you do this. 1. Provide insights and context that help product managers make roadmap decisions 2. Assist in communicating the roadmap in a scalable way 3. Publicly support and help contextualize roadmap decisions that have been made Let’s dive into each of these a bit more. ### Filter through the noise One of the most valuable roles Product Marketing can play is to help the Product team filter through all the noise. Where possible, you can provide product managers with additional data and context to be able to make product roadmap decisions effectively, so that they can be communicated throughout the organization with confidence. A few examples of the kinds of insights that can be valuable inputs for Product Management include aggregated data on why your company wins and loses new business deals, information on customers that churn for product-related reasons, and information about other competitive solutions in the marketplace. ### Communicate the scalability of the roadmap Next, assist them in communicating the roadmap in a scalable way. Your product roadmap may be internal-facing only, customer-facing, or even market-facing. You may also have different versions of your roadmap for different audiences. Product Managers want and need to have ownership over roadmap decisions, but I’ve found them to be far less territorial when it comes to communicating those decisions. They often *welcome* support here, and this can give you a great foot in the door when it comes to being involved in roadmap conversations. At my organization, we have an internal-facing roadmap that’s reviewed and updated weekly by the product management team, and then progress on the roadmap is discussed bi-weekly with a cross-functional go-to-market team. Quarterly, Product Management and Product Marketing collaborate to update two slides that are made available for use by our Sales and Customer Success teams. These two slides communicate what might be considered an edited version of our product roadmap. On the first slide we highlight three different areas: recently released features, features that are coming soon, and features that are coming next. On the second slide, we provide a little bit more context on some of the bigger, more exciting features that are in those coming soon & coming next buckets. Customer success loves to leverage these slides in renewal conversations to demonstrate momentum and show all of the functionality we’re continually adding to our product. Sales will also leverage these slides later on in the sales cycle to demonstrate transparency and get prospects excited about our focus on always building more value for our customers. By making these slides available, Product Marketing is able to help streamline much of the roadmap questions and conversations that might otherwise have to be fielded by Product Managers on a more ad hoc basis. This is just one example - you may find that a different form of communication makes sense for your company and your roadmap. Brainstorm with your product management team and test out some ideas! ### Publicly support Product Managers Finally, your product managers will always be grateful for your public support of their roadmap decisions. And they’ll be far more enthusiastic about discussing their reasons for those roadmap decisions with you if they know that you’ll use that information to help them communicate with the rest of the organization. It can be helpful to remember and to reinforce with others that the Product Manager’s main goal is to drive business value by creating an exceptional customer experience. This is a goal that ***everyone*** across the organization should be able to relate to and empathize with - and it’s not an easy one to execute. There’ll almost by nature be disagreements about how to achieve this. And this is why the ongoing conversation about the product roadmap is important and highly strategic. Passion around this topic is a ***good*** thing and it can signal that employees care and are engaged. Sometimes, items on the roadmap will be deprioritized or even removed from the roadmap entirely. This can be a cause for frustration across the organization. As many Product Managers will remind us, roadmaps are designed to communicate ***intent***, not ***commitment***. This is an important distinction, and it’s one that many stakeholders across the organization struggle with. Roadmaps are plans that are subject to shift based on changing market conditions or evolving company objectives. Product Marketing can offer support to the Product team by reinforcing this message across the company, and by again helping to communicate the context around why and how product roadmap decisions are being made. This'll be greatly appreciated by the Product organization, and is a fantastic way to position yourself as a trusted partner. ### Myths debunked – Separating facts from fads in demand generation URL: https://www.gotomarketalliance.com/myths-debunked-separating-facts-from-fads-in-demand-generation/ Last updated: 2024-01-24T17:49:19.000Z *This article is taken from a talk at the Revenue Marketing Summit London 2022.* --- Hi everyone. I’m Dan Jackson-Whiteside, and I’m the Global Head of Demand Generation and Marketing Operations for an organization called Mind Gym. As the name suggests, it's a gym of the mind. Essentially, we do behavioral change programs. We go into organizations, we look at the people that work there, and we aim to change the way they think, the way they feel, and the way they behave at work. Octavius, our CEO, has drummed into me the fact that we want to be a challenger brand. We want to go out there and be provocative. This article is born squarely from his ideas – he's always talking about separating the fact from the fad. Let's take a look at what we’re going to cover today: 🤥 The first thing we're going to do is uncover three of the most prevalent falsehoods and demand generation. 🧪 Then we're going to dispel some of those myths with science and data. 👊 Finally, I’m going to share some top tips for combating those myths now and in the future. Before we get into it, I want to share a personal story. I was born deaf, and my deafness has increased with age. I've had grommet operations, I've been in and out of hospital, and throughout the 34 years that I've been on this earth, I've always had to get my hearing aids through the NHS. It's a horrible process. They don’t ask you about your environment or your lifestyle. They just run a test and force a hearing aid on you, so you end up walking around with something that sounds like a Bose headset and amplifies noises you don't want to hear. I don't want to hear someone in the toilet. I don't want to hear an aircon unit switching on down the corridor. Not only do you get a terrible product, but that whole process takes six months. Now, about a week ago, I started to look online for some new solutions to my hearing aid problems. Like I said, there are certain things I don't want to hear. I also want something a bit more aesthetically pleasing that allows me to exercise at the gym without having to take them in and out. After a little research, I decided to give Specsavers a try. When I turned up, I was welcomed by some lovely people. They sat me down in a little pod, ran some tests, and talked me through my results. We went through a whole analysis. And this is what I love about the B2C customer experience: they asked me what I want and what I need. I picked up my new hearing aids yesterday, and they’re incredible. When I take a phone call, it comes through my hearing aids. When I listen to Spotify, it comes through them too. There’s a recharging dock, which means I don’t have to change the batteries. What’s even more incredible is that this whole buying experience took a week, not six months. A week. This experience really made me think about how we approach B2B marketing. There's so much we can learn from B2C. It doesn't matter whether you’re running a dating app or selling Mind Gym courses – it should be simple. We should be thinking about our customers’ needs and ensuring they end up with something they really, really want. # **Myth #1: You can control the buyer’s journey** All of this brings me to my first myth, which is that you can control the buyer’s journey. For me, there’s a certain misguidedness in plotting the buyer’s journey as a linear path leading from awareness all the way to renewal. That may work to a degree in B2C, but it rarely does in B2B. Forrester and Gartner’s research shows that 80% of the B2B buying process occurs without a human from the vendors’ side being involved. Yet in marketing, we're still structuring our sales funnel like we can control the buyer and shove our products down their throat, a little bit like the NHS do with my hearing aids. That’s not how it works. The buyer’s journey is complex. There are parts of it that we can capture – say, if someone downloads a white paper or attends a webinar – but there's a myriad of things going on in the buyer's world that we can't see. They might read a bad Trustpilot review. They might check out a forum and encounter a customer who's not talking very fondly about you. On top of that, there are all kinds of institutional dynamics going on. They might be part of a consortium of buyers. Maybe they’re getting pressure from below to invest in certain tools and pressure from above to tighten their purse strings, and it ends up being a total mess. In marketing, we have to be more aware of this. It’s nice to imagine that the buyer’s journey is a clean and well-defined path, but that’s not the reality. 💡 ****Fact: The buyer journey is complex and nonlinear and can't be controlled.** We know that in B2C, your self-interest is generally well aligned to solving the problem at hand. Think about the Specsavers story I shared earlier; my journey was quick and defined because I knew my problem, so they were able to offer a solution to it. In an institutional setting, it just doesn’t work like that. We've got a fear of regret. We've got a fear of being found out. We've got a fear of being blamed. We want to make decisions that are easy to defend, decisions that deliver incremental improvements in saving your ass, as opposed to doing what's best for the organization. I'd like to quote a psychologist called Gerd Gigerenzer, who describes this as defensive decision-making. *Defensive decision-making occurs when the decision-maker does not choose the option that is in the best interest of an organization, but instead chooses a less effective but lower-risk alternative to protect him or her in case something goes wrong.* That’s the dynamic in the B2B buyer’s journey. The pain of failure is far greater than the pleasure of success. I call this ass-covering disguised as rigor, and it’s why the buyer’s journey gets so messy. The more people who get involved, the less likely the blame is to fall squarely on you if something goes wrong. With that said, let's get into some top tips that are going to help you navigate the chaos of the B2B buyer’s journey. ## **Top tip: Abandon the funnel and follow the buyers** Buying is complicated, but you need to meet your buyers where they are, so my first top tip is to abandon the funnel and follow the buyers. At Mind Gym, having understood how B2B buyers behave and why, we talk about them in stages. There’s the early stage, the middle stage, the middle-to-end stage, and so on. We have an open-ended culture, so if a marketing-qualified lead goes quiet, we’ll ask sales about it and give them some content to help seal the deal. It might be something as simple as a piece of content on objection handling with the CEO. Messy as the buyer’s journey can be, there’s still enormous value in having content ready for every stage of it. The CMMI Institute put out an interesting piece of research recently, showing how much content marketing produces for each stage of the buyer’s journey. They found that 56% of all content produced is for the early stage of marketing – that’s your white papers, your reports, your ebooks, etc. That’s great for thought leadership and brand building, but what about the rest of the journey? How are we keeping people engaged as they enter the middle and end stages? If we really want to drive demand, we need to better support our sales teams. To do that, we need to get out of the habit of focusing most of our energies on so-called top-of-funnel content. # **Myth #2: Lead generation and demand generation are the same** I've done 10 years of lead generation, and I've only been in demand generation for a year and a half. I like to see demand generation as a young pretender in a boxing match – someone coming in with a point to prove, who’s going to try and take the IBF world title from a boxer who’s been around for decades: lead generation. I think there's something very pertinent about the fact that the boxing match is going on and we're always trying to draw distinctions between the two realms, rather than talking about how they work together. Lead generation and demand generation’s differences should be celebrated, but they can work together. Let me explain why. Demand generation is much more about brand building in the long term than sales activation in the short term. You're making prospects aware of a problem, you're increasing your brand authority, you're offering free resources, and you're engaging a wider audience. Lead generation, as we know, offers to solve the customer’s problem. It presents the benefit of your solution, uses gated resources, and focuses on capturing high-quality leads. 💡 ****Facts: Lead generation can't happen without demand generation. Demand generation can't happen without lead generation.** What if they could work together? We always talk about marketing working with sales, yet within our own teams, we’re butting heads. What if, instead, our content marketers could create content for each stage of the buyer’s journey, demand gen could build the brand among a wide audience to move them along the journey, and then lead gen was there to capture them when it happened? Lead gen, demand gen, and content marketing are not independent of each other, and they can and should work together. Let’s look at how to make that happen. ## **Top tips** 1. **Embrace demand gen and lead gen in all their differences.** While the two are different, you shouldn't be choosing between them. They’re complementary and crucial for tolerating growth. 2. **Define and differentiate lead gen and demand gen for yourself and for the sales team.** Even those of us who work in demand gen or lead gen often struggle to pinpoint the differences between the two. If we can’t articulate that difference among ourselves, how are we going to articulate it to the sales team? # **Myth #3: Demand gen = marketing** In demand gen, we are specialists, and we're proud of what we do. I am especially proud to be a marketer today. It's one of the very rare environments where you get open feedback and you're always unlearning to relearn. However, within demand generation, there’s a tendency to a kind of black-box mentality. We do a lot of things: there’s paid social, remarketing, there’s white papers, there’s campaigns, there’s events, and we tend to ringfence all of these activities. We don’t want anyone else to get involved until the leads are generated. I don't think that's the right approach. The more that sales are aware of what's inside the black box and how to use it, the better. Too often – even in my organization – other teams are not even remotely aware of the impact that marketing has, so we need to be much more open about what we're doing. 💡 ****Fact: Demand gen = sales + marketing**. The power of sales and marketing coming together for sales activation is incredible. If you’ve ever run an ABM campaign, you’ll know it can be one of the most impactful things you ever do in your organization. It’s so powerful simply because of the collaboration with sales. That collaboration shows you who your key accounts are. That collaboration creates a singular unified approach between both teams. Now I’m going to share some top tips to help you make sure that demand gen is a sales and marketing initiative, even outside of those ABM campaigns. ## **Top tips** 1. **Set shared goals**. When you have shared goals around MQLs, SQLs, meetings booked, pipeline, customer acquisition cost, lifetime value, or whatever is most important to your organization, it’s going to be so much easier to collaborate effectively. And always remember, the closer you can get to revenue the better. If you're telling sales that you've 1000 MQLs, but they have no value whatsoever, you’re doomed from the start. 2. **Create and maintain an open line of communication.** I don't just mean a Slack channel. You also need to ask your sales team the right sorts of questions. What does the sales team need from the marketing team? From start to finish, what does the standard sales cycle look like? What does a bad lead look like? What content and campaigns tend to attract the most high-quality leads? What can each team do better? 3. **Establish SLAs around lead follow-ups.** At Mind Gym, we ran some independent research and found that it took up to 14 days for sales to follow up on a lead. That’s when we knew it was time to put some new processes in place. Now we have a sort of round-robin, where you get 48 hours to follow up on a lead before it gets passed on to the next person, and that time to follow up has plummeted. 4. **Evaluate and remove channels with low conversion rates**. Our paid social campaigns have amazing conversion rates because they’re hyper-targeted and we create the right content for that audience. But then on our website – and I'm embarrassed to share this – the conversion rate is 0.14% conversion. Understanding those conversion rates is vital in allowing us to optimize our channels as needed. 5. **Invest in technology that supports alignment.** There are incredible technologies out there for account matching, data enrichment, and data management. These technologies are going to help you take the pain away from the sales team to make demand generation as seamless as possible. # **Final thoughts** Those were my three top myths. However, I want you to remember that one person’s myth can be another person's truth. What works for one company might not work for another. What works for one project might not work for another. You might even find some truth in these myths of mine. But this is what makes marketing interesting, isn't it? What I love about marketing is this always-learning approach that we're taking together. We’re always trying new things and adapting to an ever-changing market, and it’s wonderful. ### The complete guide to customer onboarding URL: https://www.gotomarketalliance.com/the-complete-guide-to-customer-onboarding/ Last updated: 2026-01-08T11:55:54.000Z Ever bought a product, only to be left in the wilderness after you’ve parted with your cash? Irritating, isn’t it? After converting a prospect into a bonafide customer, the buck doesn’t stop there. As Karen Carpenter said: ‘We’ve only just begun.’ It’s time to unwrap the essentials of customer onboarding. ## What is customer onboarding? The customer onboarding process is the post-conversion phase whereby companies divert their attention to ensuring they help their customers get the most value from their product. There’s no room for the antiquated perspective of, ‘conversions are all that matter.’ A well-executed customer onboarding plan can help orgs maintain their relationships with their clientele, whilst helping customers get longevity from the product. - A raft of features can be used to enhance the overall customer onboarding experience and improve the likelihood of them sticking around and getting more from your product, like:Implementing step-by-step tutorials, - Adding guidance and support sections, and - Rewarding milestones. Whichever process you choose (and it should probably be a combination of all three!), customer onboarding is all geared towards keeping a customer’s feet fixed firmly on the path you’ve built and keeping them happy. Like the cat that got the cream. ## Why is customer onboarding important? No customer wants to be viewed as a statistic; companies need to make every person they’re serving feel valued. In the way your first day at school set the vibe for whether your teacher likes you or not, customer onboarding sets the tone for your relationship with your target audience. If you play your cards right, not only can you increase the customer lifetime value (CLTV), but also decrease churn, and add a whole host of new customers into brand enthusiasts. Still not sold on the benefits of customer onboarding? Try these stats on for size: - You’ll [lose 75% of your new users](http://andrewchen.co/new-data-shows-why-losing-80-of-your-mobile-users-is-normal-and-that-the-best-apps-do-much-better) within the first week. - [40 to 60%](https://www.crazyegg.com/blog/convert-free-trial-users-customers/) of free trial users will use your software or SaaS application once and never come back. - Over two-thirds of SaaS companies experience [churn rates greater than 5%](https://www.slideshare.net/totango/5th-annual-saas-metrics-report). - Most [revenue comes from existing customers](https://www.business.com/articles/returning-customers-spend-67-more-than-new-customers-keep-your-customers-coming-back-with-a-recurring-revenue-sales-model/). - Satisfied [customers become your top referral sources](https://www.slideshare.net/HubSpot/the-hard-truth-about-marketing). - Customer retention not only increases revenue but also lowers acquisition costs. Put simply, the customer onboarding process is essential for orgs targeting customer retention and growth, i.e. every company with an ounce of business sense. ## Customer onboarding best practices As is often the case, there are some things to take into account throughout the customer onboarding process; some housekeeping rules, if you will. These rely on establishing a continual source of contact with your customer, to ensure you’re in a position whereby you can offer a flawless customer experience. ## Understand your customer Every company has an ideal buyer persona in mind, but what’s the point in investing time, effort, and cash to identify your target audience if you don’t understand the intricacies of what they want and how you can help them? You need to make sure you know your buyer persona meticulously; this will trigger a domino effect in which you’ll be able to build a concrete understanding of your customer. Whether it’s unique obstacles, pain points, and challenges faced by the customer, familiarize yourself with each, before assessing your proposed and eventual outcome. In doing so, you’ll be able to tailor your onboarding process for your customer. ## Define your expectations Not only should your customer know what to expect before they buy your product, but the sales process should also outline the qualifying factors for using the product. This needs to be included within your onboarding process, not only to highlight what your product brings to the table from a customer perspective but also to prepare them for any setbacks that could potentially arise. If your customer encounters a bump in the road, briefing them beforehand will reduce the likelihood of churn, as they’ve been prepared for the possibility of a snag occurring. Customers value honesty from the companies they’re buying their products from. So, don’t try and pull the wool over their eyes; offer clear-cut definitions of what they can expect from your product or service to allay any potential disappointment further down the line. ## Demonstrate value It’s very easy to get wrapped up in customer praise. After all, companies don’t invest endless resources in search of mediocrity. While it’s tempting to let your customer get wrapped up in the wonders of your product, it’s essential to highlight the value it’ll bring and exactly how it’ll address their pain points. Specificity is key, so dig out relevant examples to illustrate your point and always adopt a personalized approach. The finer details go a long way in creating an onboarding process your customer will remember. These may include: - Kickoff calls, - Specialized training, - Personalized messaging. If there’s an element of doubt about an approach you’re considering, ask yourself two questions: 1. Would this appeal to me as a customer? 2. Would my competitor use this approach during their onboarding process? If you’ve answered ‘no’ to any of these questions, head back to the drawing board, and reconsider your plan. ## Communicate If we’ve said it once, we’ve said it one-thousand times: communication is a fundamental part of customer onboarding. You may have sent an initial message welcoming your customer, but this doesn’t signal the end of your communication strategy. Not by a long shot. It’s highly advisable to use email comms throughout the onboarding process to complement in-app tutorials and guides that may be in use. At this stage in their journey, it’s most likely email is being used most commonly by the customer. Therefore, sending email messaging can nudge them in the right direction, until your product is considered indispensable and they can be trusted to sign-in on their own accord. ## Utilize customer-centric goals McDonald’s has over 38,000 restaurants throughout the world and serves more than 68 million customers every single day. The restaurant caters to the needs of every person who enters its doors; some order a Big Mac, others a Happy Meal. The point being, every customer is unique. The same motif needs to be applied when introducing customer onboarding goals; the goals and metrics for each customer will be unique. Orgs need to allow them to define success, before helping them establish measurable milestones to get there with landmarks to hit along the way. ## Consistency is key Every interaction you have with customers needs to generate the same positive response they had that prompted them to sign up with you in the first place. They’ve put their trust in you and your brand - the very least you can do is deliver the goods they’ve come to expect. Remember, when you perform well, your customers will spread the word of your performance to others. On the other hand, perform badly, and you’ll be ruing the decision to cut corners. ## Track your performance As is the case with many other practices, there’s no point devoting time to a process if you can’t establish how well it's performing. Customer onboarding is fundamental for your customers and your business; you need to have a clear-cut understanding of what’s working well, and what can be improved. It’s important to: - Consider customer feedback, - Identify friction points, - Track [OKRs](https://www.productmarketingalliance.com/okrs-the-key-ingredient-when-setting-and-achieving-product-marketing-goals/). ## Physical vs SaaS onboarding While the onboarding process applies to both physical and SaaS products, there are differences in their respective approaches. The onboarding process for SaaS companies is comparatively more straightforward, given the data they have at their fingertips. This makes it easier to create and track metrics throughout the onboarding process; they’re able to track what’s working and what isn’t, what areas of the app people are and aren’t using, and so on, before adding steps where necessary. Comparatively, this differs from the typical onboarding process in place at some physical companies, with **Jenkin Lee, Chief Product Officer at Baze**. “At a high level, our onboarding process includes collateral including registration instructions and a welcome letter, as well as a questionnaire (we are a health & wellness product). “In addition, we also use how-to video, as well as an ongoing CRM.” ## Proactive vs reactive customer onboarding Proactive onboarding is when you exactly know the user paths and flows when they initially are going through your Aha moment and activation. You proactively create those flows and force the user to go through it to get a job to be done. So, that the user is not left hanging. It’s a process when you know if the user goes through this, they’ll find the value the quickest. Most of the software companies are doing this someway. You create a mind map, yes/no, and strings and keep nudging the user for the next action. At this phase, ***you do not wait for the user to make an action first***. Reactive onboarding, on the other hand, starts when the user has learned about a system already and they have gone through the Aha! And activation moments. Now, they have to further explore themselves to achieve the outcomes. At this phase, ***you wait for the user to make an action first***. Here you need some resources for the users to explore as they learn and explore their journey. Having an in-app live chat would be counted as reactive onboarding. You wait for the user to ask any questions that they have. **Why do you need reactive user onboarding at all?** The more users learn and explore your software, the more users will have questions around it. That’s why you really need it. No software or tech can actually work without reactive onboarding. In fact, most of the users have thought about reactive onboarding. It has been there since tech hardware/software started, for example, user manuals/guides with **how-to docs**. ## Customer onboarding examples Before we take a look at an example, let’s do quick a rundown of the benefits of customer onboarding: - It improves a customer’s chance of success with your product because they’ll be able to better navigate their way around and be self-sufficient, - It ensures customers understand all your product’s capabilities which can help them get more value from it and reduce churn, - It sets a good first impression and lays the groundwork for a positive and lasting relationship, and - It saves you and other business teams time by cutting out some of those “Where can I find this?” and “How do I do that?” requests. So, let’s take a look at a great example of onboarding from Slack. At the start of the onboarding process, Slack makes it super simple for people to signup; after all, there’s nothing off-putting about this sign-up form, is there? ![](https://lh5.googleusercontent.com/0q4iNsggTzJgGovWiOrgkkc8MLnjPYVgPQ0v95sgrO2FGEyMuZLtJOkXTQ-ff2zxOLp4ecX8e2hHmJAJGnjkgcxsUbEXhnW1zHGSLAcU-BwEfdWO-QZz2wN92KxPoxFz1t9R3AA-) Once the prospect has inserted their details, they get a glimpse into their soon-to-be workspace with this message: ![](https://lh4.googleusercontent.com/HeSy2muGCtyCdOT3IZmLNDoN9F26ukQAeJGMxv5fu2ga7Uth9VUTp96TTDbOpt_O2zKOb2IjP44mYSUe0UZgmK2F_cKgMDZA5YyVUvQROkyHtNrQtI9KZRcsnoCbVkA2mVIxGe6q) Once you’re in Slack, the Slackbot then starts to introduce you to what you can do in your workspace. ![](https://lh4.googleusercontent.com/uPxCYr8K3JEQ_asEy1CF3f1i3PogBMVH4r105gkMB3IDNhddVj4xE6bFGJT3odmg_7wZfkWeO064MpI61PFEOS3q7OltqH4wbvGgLpmmdQQ7THtAN6DHGzwVT7zJQgPOyrmGqjpC) It then backs those instructions up with super simple tooltips for absolute clarity: ![](https://lh5.googleusercontent.com/9dLeIjOOaK7s8s0-kZRFVDNLwQMZzYdk9Pfpek9ROc7wGVa0680GrdFnZAgdDDaPaxUNXFbB-ZXFt4yNnXGp0SS3c04BFgsgpttDkwkyB9NMgC-UWgJ646iIPxBM75AFhbULZKR9) And also cleverly makes use of what would be whitespace by letting users know what will be there when they and their team are active. ![](https://lh6.googleusercontent.com/Hp0HQW0AQeRXqfxXmY5X6oqyrV_BkIPUu3uaz342jtM0DKldBqsCb9VVGVlbLZB8JNbdar3ewemDPeXOw-hUzBW_t73euIdF_V89MZi6na_1GSUvgeBEKNsJXVP3_kH1iOMb8ijJ) So that’s one example. We didn’t want to make it all about us and this isn’t a not-so-subtle plug, we promise! But to give you a flavor of onboarding live in action, next we’re going to show you a short video of what we show people when they [sign up to our membership plans](https://www.productmarketingalliance.com/signup/) to make sure they know their way around and how to easily access everything. We know they’ve both been more SaaS-related examples but onboarding does apply to B2C companies too. Take a look at Facebook for example, we signed up to their account and within the app, got pointers to how the tabs at the top could help: ![](https://lh3.googleusercontent.com/3t7Mtp8DzwkCdusDCRY1EuVtQf0ih5_9N_V-y-9vxIrn_Dkt4CtskHLWJHUqCdLpIeh2wyCpM9xVEKbQ3cNVJFPR1_YnleAbk4Lm4tVkHVAOL7h5yBv1GjcVJN59BW0ts4Wq7ML3) Their privacy tour talks the user through features of the platform: ![](https://lh3.googleusercontent.com/JB6FMV37-AC8MO5hQ_V4n2dDEaTmnzxjsadMs26cBxkrQyK90MrP9QjhCx4kUixqIcQ9GZnCe9EvYuGQ46PwX15WECA9f8Fz8dJ-AMJuAOrAHw7YVUKK1jULHcHEgjb3rnEMi2iM) ## Customer onboarding templates Having explained what customer onboarding is and what it brings to the table, we’re sure you’ll agree it plays a fundamental role for any company, irrespective of their industry or customers. Customer onboarding templates not only save product marketing teams a bunch of time, but also give peace of mind that the tools they’re using have been given the thumbs up by experts in the field, like this one 👇. ![](https://lh3.googleusercontent.com/v5M16MXJLIA-9VqgdhFAMzS37eMOWj8hBei0srPF_8jxXVjnvJ9EVY2aoHsMIceBNc92qUnHKHbIQ4UlS3jw1PS36ab2VeXtW8dFxlyXLBqCAEoQebe3EIh4xBRxt-lph3PEekXn) Product marketers with a [PMA membership](https://www.productmarketingalliance.com/signup/) have access to a whole host of templates and frameworks, with onboarding templates amongst the goods on offer. ### Customer onboarding checklist Fingers crossed, you’ll be inundated with customers chomping at the bit you need to onboard. In which case, you’ll need to establish a streamlined onboarding process. So, here’s a checklist of onboarding essentials to ensure nothing slips through the net: 1. First impressions are crucial. So, put together an automated email to welcome your new user when they sign-up. 2. If the account has been inactive for two-days, send a follow-up email inviting the user to login. A little prompt never hurt anyone! 3. Double-up on in-app notifications and emails to increase the likelihood of your messages being read. 4. Include a greeting message including a CTA for the first step. 5. If a user doesn’t know how to use the product, it’ll ruin their whole experience. Therefore, include feature callouts that’ll pop up when a user enters the app for the first time. 6. Generate content for all of your empty states. 7. Update FAQs frequently. 8. Schedule tasks for regular check-in calls or emails with your new customer. 9. Trigger a celebratory notification to go off once a client hits a milestone. For example, in language learning app DuoLingo, the user receives a notification when they complete X amount of lessons and access the next subject. ### Making the metrics count URL: https://www.gotomarketalliance.com/making-the-metrics-count/ Last updated: 2024-01-24T17:48:48.000Z *NB: This article is based on a talk given by Stacey Kruczek(who's now Director of Developer Relations at Aerospike) when she was still Global Developer Marketing Lead at Zebra Technologies.* --- Hi, my name is Stacy Kruczek, and I’m the Global [Developer Marketing](https://www.developermarketing.io/your-guide-to-developer-marketing/) Lead for the [Developer Relations](https://www.developermarketing.io/what-is-developer-relations-devrel/) team at Zebra Technologies. I've been in this role for close to seven years. I started in the engineering team as a Technical Marketing Leader and quickly became a [Developer Relations/Developer Marketing](https://www.developermarketing.io/devrelations-and-devmarketing-what-do-they-have-in-common/) Strategist for the team to help them [build the developer marketing toolbox](https://www.developermarketing.io/building-the-developer-marketing-toolbox/) from the ground up. Anywhere you throw a tech product, you're going to hit a developer. So, it becomes really important to stay on top of the measurement of this and whether or not it's working. ## **How to align your team goals with your company goals** Let's first make some sense of the metrics because it's pretty daunting when you think about it. There's all this terminology and measurement that's going around and spinning our heads so to speak. They can be very different for each organization and they certainly are for developer relations and dev marketing. There are numerous models out there on how to measure DevRel or [developer marketing success](https://www.developermarketing.io/the-developer-marketing-arsenal-3-secret-strategies-every-developer-marketer-needs-to-know/), from acquisition, activation, retention, referral, and revenue, to SMART, and so many more. But today, I want to share how we look at these metrics as a company for the DevRel and dev marketing strategies and how we aligned with those. I wanted to provide a perspective from a developer-plus company standpoint. And although many of the points reflect our corporation today and some of our findings, they can also apply to developer-first companies quite easily. But let's ask the real question, **how do you measure success**? Is it the number of developers visiting your site each day? Is it those who register, join, download an SDK, or participate in the forums? Or is it simply impressions and activity you have on a certain tweet? Actually, it's all of this and more. --- [7 easy developer marketing metrics that reveal your campaign’s successWhich metrics should you track to measure the impact of your developer marketing campaign? In this article, we look at several key performance indicators (KPIs) and metrics you should keep in mind in order to determine the success of your marketing strategies.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceTeresa Garanhel![](https://www.developermarketing.io/content/images/2022/09/david-gavi-Ijx8OxvKrgM-unsplash-1.jpeg)](https://www.developermarketing.io/7-easy-developer-marketing-metrics-that-reveal-your-campaigns-success/) --- Metrics should provide a clear picture linking to your company, team, and stakeholders, their goals, and aspirations. And they should add value in how you help the corporation reach those key strategic initiatives (KSIs) along with their pillars of success. Any and all of these metrics can help the team evaluate and break them down into KPIs. Are you communicating and engaging with your developers? Where was this successful and where does this need to be re-evaluated? Obviously, we need to show how [developer relations](https://www.developermarketing.io/what-is-developer-relations-devrel/) contribute, project if and when our goals can be reached, and if not, adjust them. These can also justify the need for resources and growth in the DevRel team in your organization. So, it could be very important from that perspective as well. To give you some substance, I'll share some examples of KSIs and KPIs, how we align, and what we measure. If you were going to look at this from our viewpoint, let's say the company’s looking at the KSIs. Matching that, the DevRel team is looking at the KPIs. Building the foundation for all of this are three key pillars. You can identify what you can influence in force with these pillars as well. So, let's talk about a few of these and give you some examples. [![three key pillars that include growth, new markets, and experience in KPIs and KSIs](https://lh5.googleusercontent.com/O2eTRN1neuvZwlLKqOO1UFwgW_SwsVlYsLVwAf4mRXpHhS2Qajm5iJgaw2Y1Rt5rdzS3hSrMx2o913yowkmU5RuivfjUtRnqLtfi4_tB32C6lxyWQ8zap1bO0FISIORgdJC1FTxllniCZC0r7wDjCrY)](www.developermarketing.io/making-the-metrics-count) This is what the company's vision is for the future. Above the pillars in this example are the KSIs. Pillar one is **growth**. So let's say a company's key strategic initiative under growth may be to increase market share in a specific region or expand offerings. Pillar two is about **entering new markets**. Under this pillar, they can be expanding into the high-growth technology areas like machine vision. For pillar three, we really want to **focus on the DevRel experience**. KSIs under this pillar refer to what the experience is to the customer and what their needs are, identifying those needs, and refining their digital experience. It's very much aligned with what we're doing on the DevRel team today. It's a great place for your team to start and align with your corporation to show the value and importance of your [developer community](https://www.developermarketing.io/everything-you-need-to-know-about-developer-communities/). All of these should align with your stakeholders' aspirations and be very clear and distinct so it's understandable as well. ## **Aligning KPIs to the developer marketing funnel** Let's start with the basics. For your program, you'll want to properly align to your program goals and track the metrics while considering these four stages of the developer marketing funnel below. [![developer marketing funnel and KPIs](https://lh6.googleusercontent.com/3RBzCralYUb8ezlib1gf02g2wOQYZaAQq5T97KgWFKBCj9P5_2iYfEH5Fap6lpgPj__AmiJ_FlbWyIjTASvQ1amUCBd40F-m_ZJ53pvx-lA7U-X60FbJ0Siuhqto8VWaeUp_iP-m_bZuDoIDcm3FSfg)](www.developermarketing.io/making-the-metrics-count) Let's do a quick review of each stage, how they relate to dev marketing and [DevRel KPIs](https://www.developermarketing.io/top-7-devrel-metrics-that-measure-the-success-of-your-marketing-efforts/), and pull in some examples. ### **Awareness** The awareness stage is crucial for developer relations and developer marketing today. Some of these KPIs may be the number of people registering for your newsletter, or blog article views and reads. They may even be social media mentions, likes, and retweets. Awareness paints the picture that they’re aware of your offerings and that you exist. This is a large driver for the developer marketing strategy, and it's the first phase before we move into consideration. ### **Consideration** In this stage, we can really reveal the first-time dev marketing KPIs in terms of the number of people that open your newsletters and click on an article as an example. It's not only providing awareness to finding that information, but it's also moving into consideration of your offerings. Another example would be visitors to your developer portal. Are they aware of this portal? Are they engaging with a blog and continuously visiting the site? Are they looking at all of the content and considering it? Are they looking at an API and considering that API? --- [How to create ultimate API go-to-market strategyHow can you successfully bring an API to market? And what’s your to-do list once it’s launched?![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceNick Knuppe![](https://www.developermarketing.io/content/images/2022/04/nasa-dCgbRAQmTQA-unsplash.jpg)](https://www.developermarketing.io/go-to-market-how-to-launch-an-api-into-a-market-and-keep-it-there/) --- ### **Engagement** The next phase that we want them to move into if they’re considering this is whether they’re going to use it. [Are they going to engage with it?](https://www.developermarketing.io/what-product-marketers-need-to-know-about-engaging-developer-audiences/) So, we're drilling down to engagement and enablement. Here, your developers are now becoming your customers because they're engaging with your brand and identifying with it. Some KPIs for DevRel here may be: - Are they downloading your latest SDK? - How many unique users are on your site? For dev marketing, the attendance rates for your developer webinars are important, as well as newsletters and click-through rates for articles. Are they directly going to that blog and reading and engaging with it? How long are they staying on there and reading it? ### **Retention** The last part of this is retention, and this is where we want them to stay. These measures could be repeat attendees at your webinars for example. It could be the number of [use cases](https://www.developermarketing.io/tag/case-studies/) and applications built and how they’re using your technology to create new opportunities. These are just some examples of each stage of the funnel. Now, let's look at some more specific KPIs that we do on our team. ## **Developer relations vs. developer marketing KPIs** Some of these types of metrics can reveal if your audience is being reached. And when we take a look at some of the specifics to get a sense of what we’ve found to be important to us, let's keep in mind that some of these can be aligned with your community and activity metrics. They can be both qualitative and quantitative. [![developer relations and developer marketing metrics](https://lh6.googleusercontent.com/-X9THZMmuq7Y1FZ7ZwpPC5c8azUBVsbYC3Sb_UvO9IFb7IchWuu5OwgSMIgN_yGvytH2tsJbOO0n6jFMFY0LKml-3JZEsVKu-zGJZ6dS0lCPLcA8BKd9LpIshZiq6Ssa8CehJOalgi4czc05XPbSfFo)](www.developermarketing.io/making-the-metrics-count) Note that we also strive to **find correlations between these metrics across the channels** to see how the developer experience is doing. For the developer relations team and for our developer marketing metrics this year and next year, our North Star is really about that developer experience. Are they having a good experience on our developer portal? Are they registering as users? Are they coming back and drilling down on that content? This is a key driver for us because it’ll really evaluate whether or not we're delivering on the experience. And with that, we can start to knock down some of those other pillars in terms of growth and expanding our market offerings. We strive to find those correlations between the channels. For instance, where are most users from on your developer portal? We're seeing high concentrations in India and Germany. We're also seeing a strong correlation with our [YouTube](https://www.youtube.com/@developermarketingalliance/videos) watch metrics and where videos are being watched from. And guess what, they're in India and Germany. Let's break down a few more KPIs to give you a better idea. ### **Developer relations KPIs** On the developer relations side, we're looking at unique developer portal users. We're looking at those average engagement times like how long they’re looking at our portal. We're also looking specifically at forum submissions and response times from our team. That's become a really important indicator. Also if they're understanding our offerings, if they’re using our offerings, and if they're having success with those. Blog views are important, as well as [feedback](https://www.developermarketing.io/how-to-get-developers-to-test-out-your-product/) and satisfaction. On satisfaction, we've measured this in a couple of different ways. So let me give you an example. --- [What are the top product marketing metrics and KPIs you should be measuring?Product marketing metrics are crucial for companies and teams to measure their performance and progress towards their goals.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceTeresa Garanhel![](https://www.developermarketing.io/content/images/2023/03/annie-spratt-Pa2EMnpJGVk-unsplash.jpeg)](https://www.developermarketing.io/what-are-the-top-product-marketing-metrics-you-should-be-measuring/) --- Recently, we installed a quick three-question survey on our site that was added to the portal to gauge their interest and ease in finding information that they wanted on the site. We're gauging the customers’ or the developers’ loyalty, satisfaction, and enthusiasm. ‘On a scale of zero to 10, did you find what you were looking for today?’ ‘Would you recommend this to someone else?’ These are the types of things that we strive to measure. And specifically on experience, we're looking to see whether or not they're finding the information they want, what type of information that they're looking for, and if they found it difficult, somewhat difficult, or easy. This is a driver of anywhere that we may need to tweak or refine our developer experience. That's going to be really important for us because we've been listening for quite a few years and even engaging in this small, quick pop-up survey. And we're taking that data and applying it. That's why APIs are of value. ### **Developer marketing KPIs** On the developer marketing side, let's drill down a little bit on the content. We're looking at the [authenticity and relevance of the technical content](https://www.developermarketing.io/7-top-tips-for-creating-great-content-for-developers/) and what we’re producing through these various communication channels (e.g., blogs and videos). For newsletters, we're looking at those click-through rates and unsubscribes, which we're really thankful are not bad at all. We're definitely surpassing the industry standards. We're very low on our unsubscribe rates, so we know that the subscribers who are seeing our content are engaged recipients. For webinars, we're looking specifically at attendance rates. How many people registered? How many people attended? What's that conversion rate? Then are they following that information when we post that recorded video on YouTube? And what are the watch metrics? That's another correlation. With webinars, we're also looking at those channel assessments. In terms of how they’re registering, we're able to provide unique URLs on the tool that we use, which is called GoToWebinar, and we're able to follow where they're coming from. Are they seeing that content on our newsletter or our developer portal? Are they clicking on a social link? The majority of people are getting it from an invitation that they've registered for. But we’re seeing numbers on each one of those consistent and custom URLs. On the social end, there's this view about the need for followers. But followers don't constitute the value that developers are adding to your business. And you have to remember, it's about the quality and not the quantity. The number of followers doesn’t necessarily translate into the number of tools offering widgets one can sell, but it can identify with awareness. However, if your audience is as specific as developers, they may be looking at social but finding your content by their own means. They might not want to click on that link and go to the site; they already know the developer portal is going to have the content and they’re a registered user. Or they've seen it in an invitation or a newsletter. --- [What are the different types of developersTo meet the new tech demands around the world (and to be able to keep innovating), developers tend to specialize and focus in certain areas, which is why you’ll find so many different types of devs.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceTeresa Garanhel![](https://www.developermarketing.io/content/images/2022/06/fotis-fotopoulos-6sAl6aQ4OWI-unsplash.jpg)](https://www.developermarketing.io/the-different-types-of-developers/) --- They'll find the content and click and register on that link directly. But they may not do it through social. Now, a solid SEO strategy should certainly be established along with this. Keywords are so important, and looking for that correlation between your developer portal keywords and the keywords on your YouTube videos. These are all things that you have to make sure are consistent in what you're looking at as far as measurement. ### **Crossover KPIs** So where is the crossover? These are a few of the common crossover metrics that we look at. We're looking at that website traffic; that's really important for us. A lot of our campaigns are organic right now. We do a few paid campaigns and we'll look at those web campaigns and their measurements. But we really want to look at the engagement and the content, and prioritize content in terms of subject for our users. What are they looking at? What's the most-read blog? Webinar content is important to us too. Engaging with those webinars and those blogs becomes a huge metric between the crossover between DevRel and dev marketing. The way our team is structured here at Zebra is that we have a DevRel lead and a dev marketing lead and we partner together. We have another marketing coordinator on our team and about 10 to 12 [developer advocates](https://www.developermarketing.io/the-importance-of-developer-advocates/). So, all of that adds value and information and we all participate as a team on that. But, we're all driving towards the same sort of goals or KPIs. Just remember, it can be difficult to be mindful of the advocacy because we're so focused on getting more followers. It's about building awareness, [establishing those connections with your community,](https://www.developermarketing.io/how-can-developer-marketers-get-the-most-out-of-developer-communities/) and building trusting relationships. That still needs to be at the forefront of your objectives. --- [How can developer marketers get the most out of developer communities?In our State of Developer Marketing 2022 Report, we looked into developer communities to give you a treasure trove of intel you can use in your role. Here’s a sneak peek at what you get when you download your free copy of the report.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceTeresa Garanhel![](https://www.developermarketing.io/content/images/2022/12/pexels-pixabay-53214.jpeg)](https://www.developermarketing.io/how-can-developer-marketers-get-the-most-out-of-developer-communities/) --- Don't lose sight of the importance of [advocacy](https://www.developermarketing.io/developer-advocacy-everything-you-need-to-know-as-a-developer-marketer/). Promote quality, technical, and authentic content that speaks to your developers. ## **Top measurement tools used at Zebra Technologies** Lastly, I wanted to talk to you about the measurement tools that we use because I know this can be helpful for people to hear. I'm sure many people will have their own tools in-house that they use with their companies. From a website perspective, we're looking at **Google Analytics**. On the corporate side, they're using **Adobe Analytics**, so we may be moving to that at some point. But Google Analytics has been a very valuable tool for us. For email, we're utilizing **Eloqua**. That's how we send out all of our emails in terms of those campaigns. We also use **Salesforce** because having a customer relationship management tool is important for us. In terms of social, we're utilizing **Sprinklr**, and it's actually a very nice and robust tool. It allows us to see impressions and reporting, and we're able to populate content through our channels and then also cross-promote. Our webinars and meetups are called **Dev Kitchens**. We're utilizing **Zoom** and **Teams**, and then our tool of choice for all of our technical content and webinars online on a monthly basis is **GoToWebinar**. ## **Key takeaways** It can be challenging to consistently justify your worth and value to your organization as a DevRel team. It's a constant game. But don't give up. Stay on top of the game, and when it becomes frustrating or you feel you're not achieving the goals you want, just pivot and change direction. Change that thought process. Most importantly, believe in the process. If you work to clearly define your objectives and goals and you align with your company goals and stakeholders' goals, you’re already a great team player and halfway through the game. Take it to the next level. Don't be fearful of what may not work. Be fearless and have confidence that you can succeed. --- ### Defining and measuring product-market fit URL: https://www.gotomarketalliance.com/defining-and-measuring-product-market-fit/ Last updated: 2024-01-24T17:48:18.000Z In this exclusive article, senior product pros Shishir Agrawal and Abhishek Bathla tackle the delicate art of product-market fit: From how to define it, to recognizing its importance and utilizing it to give your product a solid, value-based foundation. 💡 Know your value. Deliver your value. Master product-market fit. Key talking points include: - Introducing the experts - Defining product-market fit - The importance of product-market fit - Measuring product-market fit - Product-market fit in action ## **Introducing the experts** **Shishir Agrawal:** I'm Shishir Agrawal, and I'm a Product Management Lead at Google. I’m responsible for payment compliance and payment security on Google's payments platform. Before this, I was in Google Cloud for almost three years, where I worked on cloud security and network security products. Prior to that, I was at Oracle and Juniper. I've spent quite a bit of time in cybersecurity product management roles, building security analytics, and network and cloud security products. That's an area of passion for me, so I’m looking forward to talking to you about the work I’ve done building zero-to-one products in the security space and most recently in the fintech space. **Abhishek Bathla:** I'm Abhishek, and I'm a Senior Product Manager at Amazon. I started at Amazon almost six years ago in AWS. I was building some very cool products for Amazon S3 at re:invent, and that’s when I knew that product management was my calling. From there, I moved to retail. My team and I worked on the technology behind Amazon’s refunds and replacements, so whenever you call Amazon customer service and they give you a gift card or a replacement item, you can blame or thank me and my team for that. Next, I moved to Amazon's Whole Foods, where I worked on grocery and supply chain technology, so I’ve had a lot of experience working on products that save money for the company. Finally, I moved into the advertising space, where I'm learning how ads work and getting to grips with the technology behind them. ## **Defining product-market fit** **Shishir Agrawal:** I'll start with a quote I love from Marc Andreessen. According to him, product-market fit means “being in a good market with a product that can satisfy that market.” I feel that captures the essence of product-market fit really well. As product managers or as founding members of a business, you’ve got to make sure you understand the market you’re playing in. It could be the cloud, or it could be fintech, but within that market, you're trying to understand a very compelling set of customer problems and figure out how to solve those problems. The product or features are capabilities that you alone can build to address the needs of the customers in that particular market. That, to me, is product-market fit. Typically, you’ll have to go through many iterations to find it, assuming that you are eventually able to find it. **Abhishek Bathla:** The way I tend to look at product-market fit depends on the stage the product is in. I have a very special acronym: CBS, which stands for create, build, and scale. In the creation stage, product-market fit is vital. Imagine yourself putting your hand into a big box containing different sizes of gloves and you're trying to find the glove that fits your fingers perfectly. That, to me, is the product-market fit you need in the creation stage. [![jigsaw puzzle ](https://www.futureofsaas.io/content/images/2022/10/puzzle.jpg)](https://www.productledalliance.com/defining-and-measuring-product-market-fit/www.gotomarketalliance.com/defining-and-measuring-product-market-fit/) To give a better example, in 1995, when Amazon launched, they found product-market fit by selling books online. They had orders from all 50 states within 30 days of launching, so they knew they had something there. The next stage is the build stage. In this stage, you should know that you have product-market fit. At the same time, you need to know how to distinguish yourself from the competition and increase the gap between what you are offering and what your competitors can offer. As an example, once Amazon knew that they had product-market fit for books, they expanded into music. Then they expanded into toys and just kept adding categories. The third stage, which I think most of us work in, is the scale stage. You have product-market fit, you’ve already distinguished yourself from your competitors, and now you’re trying to scale from 100,000 users to 10 million users. In this stage, product-market fit is about focusing on delighting customers by controlling your input metrics. ## **The importance of product-market fit** **Shishir Agrawal:** Depending on the product and the stage of the company you are in, the importance of PMF could vary. If we use your create, build, and scale framework, when you’re in that initial create stage, you want to quickly figure out whether what you're building is going to resonate with customers. Have you identified a compelling customer pain point? Does the solution you're building to address that pain point meet the customers’ needs? If you don’t think about these questions, you might get a sense of product-market fit and start revving the marketing engine or sales engine, before realizing that it's not scaling because you didn’t have a good enough product-market fit in the first place. To my mind, the reason PMF is important is that it allows you to quickly iterate on getting to a state where your product resonates with customers. That then allows you to scale much faster, rather than prematurely spending resources on marketing or sales. To give a concrete example, in one of my previous companies, I was working on a cloud security product and we had very good technology to solve a common network security problem. [![People looking at graphs and charts](https://www.futureofsaas.io/content/images/2022/10/meeting.jpg)](https://www.productledalliance.com/defining-and-measuring-product-market-fit/www.gotomarketalliance.com/defining-and-measuring-product-market-fit/) The problem was that we were trying to go after three different customer segments – cloud businesses, telcos, and traditional data centers. We were putting a lot of effort into trying to meet the needs of all three markets, but our efforts weren’t scaling. Eventually, we stepped back, looked at the feedback we were getting from customers, and realized we weren’t a good fit for all three segments. Once we were able to zoom in on the cloud segment, we started getting more traction. The moral of the story is that you could spend a lot of effort going after different markets and customer segments, when you might not have a good product-market fit with all of them. It’s vital to step back and ask yourself whether your solution is addressing the needs of a particular segment in a compelling and differentiated way. That's where you want to double down before branching out to different customer segments or products. **Abhishek Bathla:** I 100% agree. Zooming in on the right fit and doubling down on it is so important. To complement your answer, I’d like to add more about what happens when you don't have product-market fit. If you lack product-market fit in the create stage, you’ll end up having to non-organically pay for all your growth. You’ll acquire customers, but they will leave because you didn’t have the product-market fit in the first place. You’ll see those numbers falling very quickly. In the build stage, if you don't have product-market fit, you’ll get what is called in the subscription world “a leaky bucket”. Customers will come, but once their one-time promo to use your services expires, they’ll leak back out again because they don't see the value in your product. Basically, if there's a lack of product-market fit, you can never reach your full scaling potential, and that’s how I think a lack of product-market fit can define your position. ## **Measuring product-market fit** **Abhishek Bathla:** One of the articles I keep referring to is by Superhuman CEO Rahul Vohra. He says that in the early stage of your company you’ll know you have product-market fit if 40% of the small number of customers who are using your product would be very disappointed if your product ceased to exist tomorrow. If it’s less than 40%, the claim is that you don't have product-market fit. That’s a very clear way to determine whether you have a product-market fit or not in the create stage. In the build stage, because you already have product-market fit, the focus should be on input metrics. In Amazon’s early days, the focus wasn’t on whether revenue increased; it was on speeding up the turnaround on orders – time was the input metric there. [![People looking at graphs and charts ](https://www.futureofsaas.io/content/images/2022/10/measuring.jpg)](https://www.productledalliance.com/defining-and-measuring-product-market-fit/www.gotomarketalliance.com/defining-and-measuring-product-market-fit/) They also wanted to offer customers a greater selection of products; selection was another input metric. They wanted to get customers those products out at the lowest price, too – another input metric. If you focus on controlling your input metrics in the build and scale stages, that will give you the desired output. That's how I tend to think about measuring product-market fit across the three dimensions. How do you see it? **Shishir Agrawal:** You touched on a lot of good points, but I’ll just add that there’s no single set of metrics that can tell any business when it achieves product-market fit. I would encourage everyone to just look at metrics to gauge product-market fit in the context of your business. Typically, you’ll need to track a combination of quantitative and qualitative metrics. The quantitative metrics that people tend to track include net promoter score (NPS) because if your product is resonating with customers, those customers will probably recommend you to other customers. You can also look at churn rate, which is what I mentioned earlier around that leaky bucket. Maybe you’re getting customers, but are you able to retain those customers? Are they expanding with you? They might start with smaller deployment, but are they growing their business with you? That's another indication of product-market fit. Growth rate is another useful indicator of product-market fit. For example, we were projecting a certain level of revenue for one of the cloud products I worked on, and when we launched that product, the revenue turned out to be five times what we were projecting. That was in some sense a good indication that, yes, we were achieving product-market fit. In terms of qualitative indicators, you need to listen to what your customers are saying. Look at your sales feedback. Look at your support tickets. What is the media saying about you? What are industry analysts saying about you? Essentially, you have to triangulate across a range of metrics and signals to figure out whether you‘re approaching product-market fit. One last point here is that product-market fit is not a singular point in time. You need dashboards that will continually track your product-market fit indicators and evolve accordingly to maintain that fit, especially in the tech industry, where things move so fast. ## **Product-market fit in action** **Shishir Agrawal:** I’d like to start with a rough framework for ensuring product-market fit, then go through some examples. Typically, you start with some sort of a hypothesis, based on a customer problem in the market. You want to prove that hypothesis and then quickly iterate on it. The key to achieving PMF is being able to test and iterate fast because you want to reduce the time to get to product-market fit. Step one is to determine who your target customer is. Who are you going after? Step two is to identify the customer needs that you want to serve – these could be unmet or underserved needs. Next, you need to figure out your value prop. How are you differentiated compared to the competition? How are you uniquely solving that problem? Then you need to quickly come up with a minimum viable product (MVP) to test your hypothesis with the customers you’ve identified. You have your MVP feature set, you build that MVP, and then you test it with your customers and iterate on it. That’s the mental model I tend to use with the products I work on, especially the zero-to-one products. I'll give you three examples from three different buckets. The first example comes from a network intrusion detection product I worked on for Google Cloud. [!["Go for it"](https://www.futureofsaas.io/content/images/2022/10/go-for-it.jpg)](https://www.productledalliance.com/defining-and-measuring-product-market-fit/www.gotomarketalliance.com/defining-and-measuring-product-market-fit/) We had an early hypothesis that customers needed a cloud-native security product for intrusion detection and they also wanted best-of-breed security. We had a bunch of calls with customers to validate that hypothesis. I worked with my team to build a product prototype in nine months and partnered with an industry-leading player to get that product out into the market. The results show that it has a pretty good market fit. The key learning for me was that you don’t need to try to boil the ocean. We kept it simple and defined our MVP to make sure that this would resonate with our target customers in Google Cloud. The second example comes from one of my other companies, where we had a very interesting security analytics product, but we were trying to go after a set of customers who were in multiple clouds. Another problem was go-to-market – there was no good way for us to reach out to these multi-cloud customers. It turned out that although we had very interesting technology, we did not have a good product-market fit. In the end, we scaled back and decided to focus on one cloud, as opposed to going after multi-cloud customers. The third example I can share is a product I worked on at Juniper Networks, where, again, we had a very compelling technology to do security in the cloud, but we were, in all fairness, early to the market. The market was still looking at appliances as the primary way to deploy cloud security, and it took us a while to figure out if we should be going after telcos, the public cloud, or data centers. It took a bit of iteration, and the product didn’t have much success early on, but today it's a pretty successful product because we eventually achieved a good product-market fit. ### The building blocks of a Go-to-Market strategy URL: https://www.gotomarketalliance.com/the-building-blocks-of-a-go-to-market-strategy/ Last updated: 2024-06-07T10:56:22.000Z A strong Go-to-Market strategy requires strong foundations. But we get it, with a big project it’s hard to know where to start. Use these Go-to-Market strategy building blocks to help get your ideas in order and map out your strategy. ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/04/GTM-Infographics-Short_GTM_Building_Blocks_2--1-.png) If you want to delve deeper into any of these categories, check out our Go-to-Market hub page: [Everything you need to know about Go-to-Market strategyGo-to-Market is the strategy that takes you from the first spark of an idea, to a successful product or feature launch and beyond, to the market success of your product. Put simply, it’s the process of launching a new product.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/03/gotomarkethub.jpg)](https://www.gotomarketalliance.com/the-go-to-market-hub/) ### What is portfolio roadmap prioritization? URL: https://www.gotomarketalliance.com/what-is-portfolio-roadmap-prioritization/ Last updated: 2024-01-24T17:47:32.000Z As challenging as it can be, when you get the roadmap priorities right, you know, you’re off to a good start. Portfolio roadmap prioritization is the crystal ball that guides the path to stay focused on the right projects and priorities. In this article, I'll be discussing the lessons learned on the how, when, and where to bring prioritization for the portfolio roadmap with: - [RICE score](https://www.productmarketingalliance.com/portfolio-roadmap-prioritization/#step-1-rice-score) - [Team capacity](https://www.productmarketingalliance.com/portfolio-roadmap-prioritization/#step-2-team-capacity), and - [RAPID framework](https://www.productmarketingalliance.com/portfolio-roadmap-prioritization/#step-3-rapid-framework) Prioritization is where we make the trade-offs and the decisions on which priority/project we want to take forward, and which to hold off or de-prioritize and move to another quarter or below the line. A few months ago, we started the portfolio roadmap prioritization exercise, because we realized what we needed to deliver for our stakeholders(7+) with a small team was beyond stretching our boundaries and limits. I have included links to the PPT and XLs for your reference at the end. I came across the [RICE framework from Intercom](https://blog.intercom.io/rice-simple-prioritization-for-product-managers), which was simple enough and helped collect the data to identify which projects are above and below the line. And another factor that we added to this was a rough estimate of dollar value to make sure we are investing resources and time for the right ones. The end result led to the dollar value being a driver for which projects we need to prioritize and followed by the RICE score. Another element that we brought into the prioritization exercise was to evaluate team capacity. - How are we doing as a team to meet the business needs? - Do we have the bandwidth to take on new projects? - Which projects do we need to move to another quarter to focus on the new priorities that got added this quarter? - Do we have a buffer to take on last-minute priorities coming from the top management? These were all great questions and we set out to find some answers. Here is the 3 step process that we took to resolve the open questions. --- ## Step 1: RICE Score RICE scoring (Reach, Impact, Confidence, and Effort) was our answer to get clarity on each of the projects to our best knowledge — we had about 40 projects when we started. Initially, this was tough as we had never done anything like this before. With a few iterations, we got it to a place where we were ready to share with our leadership. ![RICE Prioritization score calculation](https://cdn-images-1.medium.com/max/800/1*1mDixcc84GfUrnnmQ5xc6w.png) RICE Prioritization score calculation ![Portfolio Roadmap Prioritization by Estimate Value and RICE score](https://cdn-images-1.medium.com/max/800/1*4H1XKh1H8u64wEot1_b8wA.png) Portfolio Roadmap Prioritization by Estimate Value and RICE score ![RICE score calculation](https://cdn-images-1.medium.com/max/800/1*5k2OGDkPRg_an8XKwgzakw.png) RICE score calculation --- ## Step 2: Team Capacity We set out to estimate how many hours per week for each project to understand where we are today with our team capacity. Ideally, we want team capacity to be at 80% so that you have room to take on last-minute requests, and trust me, you will always have them as change is inevitable in the company or in the market and industry. That’s when I realized that my senior team members were over 150% and hit burnout. As a leader, this is not a good place to be, but definitely a good reflection for much-needed help. And we set out to prioritize what and where we focus our time and energy. ![Evaluate findings based on key criteria with prioritization methodology.](https://cdn-images-1.medium.com/max/800/1*BwxNTx7VFQkgiH9lcU-t3A.png) Team Capacity by Projects and Quarter ![Evaluate findings based on key criteria with prioritization methodology.](https://cdn-images-1.medium.com/max/800/1*orvf05c7CjPmHOhRegCICQ.png) Team Member Projects --- ## Step 3: RAPID Framework We leveraged the [RAPID framework](http://www.free-management-ebooks.com/news/bains-rapid-framework/) to make sure we are making decisions in an efficient way with the right stakeholders and also receiving input from the right team members to make a collective decision. ![Evaluate findings based on key criteria with prioritization methodology.](https://cdn-images-1.medium.com/max/800/0*FAG0eh_6XOmWLXyU.gif) RAPID — Bain & Company ![Evaluate findings based on key criteria with prioritization methodology.](https://cdn-images-1.medium.com/max/800/1*PLzDosE_ex38dpd1wXchWA.png) RAPID framework These three steps with roadmap prioritization brought clarity and visibility into what we need and where we need to go. It could open conversations for resources. It has helped me to understand that adding more projects is not sustainable. And helped to be laser-focused on a quarterly basis to deliver on the expectations and meet the business demands. I am sure there are plenty of roadmap prioritization efforts and they can come in different flavors. It will depend on the leader and the team to figure out what works best for the group as a collective. #### Here are a few lessons that I learned along the way: 1. When we have more than 5+ stakeholders, and everyone has got a priority, it’s critical to bring everyone together in a meeting and make sure that you look at one collective set of priorities for the group and not just for each stakeholder. This was very important to bring the right conversations and focus. 2. Bring the data to support your recommendations and make sure to present the data in a coherent and succinct way. Provide the details to those who want to dive deep and keep the top-level summary for the decision-maker. 3. Set a timeline to make sure this doesn’t slip in terms of making a decision because it can have consequences on what you need to deliver as a team for the quarter. So, we need to always work on prioritizing for the next quarter at the beginning of this quarter. Trust me, some of this decision-making can take months and you will not have months to get this right. It’s better to make a decision now and then iterate for the next quarter vs being stuck in a limbo where every week is costly without a decision. Resources: - [Portfolio Roadmap Prioritization Presentation](https://docs.google.com/presentation/d/e/2PACX-1vQfkO88b1wFIqgmq86DfeZGpZLf2Ms2G30BlU06EbdWVHMQALocuDQ6vzE%5Fhww6cw/pub?start=false&loop=false&delayms=3000) - [Portfolio Roadmap Prioritization | RICE Scoring | Team Capacity — Excel](https://docs.google.com/spreadsheets/d/e/2PACX-1vQAyOl4wyjYHVDcwCoh%5FkfKL1IM1NuPUOr4eqJim7lWuZ9zkc3JhDlj9TgH1Uw1lA/pub?output=xlsx) ### 7 easy developer marketing metrics that reveal your campaign’s success URL: https://www.gotomarketalliance.com/7-easy-developer-marketing-metrics-that-reveal-your-campaigns-success/ Last updated: 2024-04-19T12:17:21.000Z Which metrics should you track to measure the impact of your [developer marketing](https://www.developermarketing.io/your-guide-to-developer-marketing/) campaign? In this article, we look at key performance indicators (KPIs) and metrics you should keep in mind in order to determine the success of your marketing strategies... ## **1\. Clickthrough rate** This metric measures the number of clicks you’ve on your ads per number of impressions. A high clickthrough rate (CTR) is important because it means that you understand your target market and what works when engaging devs. On the other hand, a low figure could mean that you’ve not nailed your target customers just yet (there are [many different types of developers](https://www.developermarketing.io/the-different-types-of-developers/), after all) or that you need to tweak your [content](https://www.developermarketing.io/7-top-tips-for-creating-great-content-for-developers/) in order to make it more appealing to developers, for example. You can find many other marketing metrics in the “[Developer marketing 101: the top terms you should be aware of](https://www.developermarketing.io/developer-marketing-101-the-top-terms-you-should-be-aware-of)” article. ## **2\. Average time on page** This is another key metric you should consider. It measures the time people spend on a page, whether it’s a blog, a tutorial or guide, or a landing page. While this metric doesn’t take the bounce rate into account, it’s still important to measure because it can tell you: - Whether you’re attracting the right audience, - If your content is right for them, - If you have enough graphics on the page, - Whether you lack calls to action, and more. There are several ways to increase the average time users spend on your pages, including by optimizing your navigation, adding media (images or video, for example) that breaks up the content, adding internal links, and ensuring a good site speed. It’s also worth noting that people will spend more time on certain pages when compared to others. For example, if you wrote an article, then you’ll want the average time on page to reflect the fact that people are actually reading it; but, if you have a landing page that directs people to a newsletter or white paper, you should expect shorter average times, as people follow the call to action. --- [Marketing invisible products to a technical audienceThe problem with marketing many products to developers is that oftentimes these “products” don’t have a face - especially APIs. They’re invisible. It’s much easier to market products people can actually “see” - but that simply isn’t the case with many solutions in the technical and developer world.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceDeveloper Marketing Alliance![](https://www.developermarketing.io/content/images/2022/03/james-harrison-vpOeXr5wmR4-unsplash.jpg)](https://www.developermarketing.io/marketing-invisible-products-to-a-technical-audience/) --- ## **3\. Conversion rates** This important metric refers to the percentage of visitors to your site that complete an action – this could be a purchase, a newsletter sign-up, or downloading something, just to mention a few. Is your site working to attract users? Do you need more calls to action? Is your audience happy with your offerings? Conversion rate metrics can help you to answer these and other key questions. You’ll want to have a good conversion rate, although this varies depending on your industry. For example, according to Wordstream, for computers and electronics, the [average Google ad conversion rate is 3.16%](https://www.wordstream.com/blog/ws/2019/08/19/conversion-rate-benchmarks). But how do you calculate conversion rate? The formula is simple: conversion rate = (number of conversions / total visitors) x 100%. For instance, if you had 6,439 visitors and 157 conversions in the previous month, your conversion rate is 2.4%. There are also different types of conversion rates to keep in mind, depending on the data you need to measure the success of your marketing strategies. You can focus on how well your website converts traffic from all sources, whether traffic from Google Ads converts, or if any of your keywords should get more budget for your pay-per-click campaigns. ## **4\. Impressions** Impressions let you know the number of views your content gets even if no one interacts with it. You might think this metric isn’t very important if it doesn’t take into account people clicking on your ad, for instance, but the truth is that impressions can tell you a lot about your content. It tells you, first of all, how many people are actually seeing it – and whether you want to increase [brand awareness](https://www.developermarketing.io/bulletproof-brand-awareness-for-developer-marketers/) or boost traffic to your site, you need developers to see the content you create. Additionally, you can also get an almost real-time take on how well your content is performing, which allows you to tweak it if you so wish, or to repurpose it and see if it performs better elsewhere. The higher the impressions, the more likely you are to be able to grow your community and to have developers engaging with your content. --- [Everything you need to know about developer communitiesWhether you’re building a developer community from scratch or joining an existing, active one, you’ll find that investing time and effort into a dev community offers many benefits to both developers and marketers. We’re taking a look at them in this article.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceTeresa Garanhel![](https://www.developermarketing.io/content/images/2022/08/DMA_Meta_Hub_developer-communities--1-.png)](https://www.developermarketing.io/everything-you-need-to-know-about-developer-communities/) --- ## **5\. Website traffic** You must track website metrics such as the traffic you’re getting, as this can help you understand just how efficient your marketing tactics are – and whether your site is growing or not. If you published a how-to guide and saw a corresponding spike in traffic, then you might want to do more of the same, for instance. The traffic source is also something to consider. You need to know where traffic is coming from and whether you can capitalize on it. Are people finding you on search engines, LinkedIn or typing your URL directly into the browser? A good amount of organic traffic means your SEO game is on point, for example, while low values on other sources could mean you need to invest more on them – it could also mean that your audience is simply not there. ## **6\. Free trial conversions** A good way to boost awareness of your product and reach a wider audience is to offer a free trial of your product. Everyone loves a freebie and developers are no different, especially because it allows them to see if your product solves their problem without having to spend money. But, if you do use this approach, keep an eye on your churn rate, because you may see a decline in users once the free period is over. Free and paid users are very different audiences and you want people to convert and become paid members. After all, it’s hard to succeed if none of your customers are paying for your product! Keep track of your free trial conversion rate, and adopt measures that can help developers convert. For example: - Support developers during the free trial by answering questions in a timely manner, - Remind them when the trial period ends, - Offer a discount for signing up as a paid member of your software (or a discount on the total price of the product), - Make it easy for people to use your product and avoid any barriers to access, etc. --- [How to announce new features to drive product adoptionA feature without an effective announcement and user onboarding strategy isn’t a feature at all. It’s wasted dev time and a layer of complexity for your users.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AlliancePulkit Agrawal![](https://www.developermarketing.io/content/images/2022/06/nick-fewings-1SsUquHPNT8-unsplash2.jpg)](https://www.developermarketing.io/how-to-announce-new-features-to-drive-product-adoption/) --- ## **7\. Customer Lifetime Value** Simply put, the Customer Lifetime Value (or CLV) refers to the total revenue a customer can generate for a business for as long as they’re a client. You calculate this metric by multiplying the customer’s value (i.e., the average value of the purchases the customer has made with you) by their average number of purchases. This metric helps you measure the impact of your marketing efforts because you can better see what will give you a higher return on your investment. Should you choose tactic A or B? Is it better to [focus on a particular segment of your audience](https://www.developermarketing.io/what-product-marketers-need-to-know-about-engaging-developer-audiences/) instead of another? Tracking the CLV also allows you to understand how much would it take to win back a customer and whether your product offerings match devs’ needs. ## **To conclude** You have to measure both [developer relations](https://www.developermarketing.io/top-7-devrel-metrics-that-measure-the-success-of-your-marketing-efforts/) and developer marketing strategies, so that you can better understand what works for you and what doesn’t. There are many different metrics and KPIs to choose from, so the list above is not, by any means, comprehensive – however, it’s a good starting point to make sure you’re capturing all the data you need to improve future marketing campaigns! ### Making connections: The secret to exceptional cross-functional teams URL: https://www.gotomarketalliance.com/making-connections-the-secret-to-exceptional-cross-functional-teams/ Last updated: 2024-01-24T17:46:37.000Z *This article originates from a presentation at the Product Marketing Summit in San Francisco, 2022.* Hey everyone, I'm here today to talk about working with cross-functional teams and how you can help them succeed. I've got a few hard-learned lessons to share about how we, as product marketers, can be the glue that holds these groups together. But first, I want to level set. Right now, I'm running on caffeine and adrenaline. My company, NVIDIA, has a major biannual conference coming up in two weeks, and I'm involved with some of the big announcements and launches that are part of our keynote. No pressure, right? So why am I writing this instead of frantically dealing with last-minute conference planning? Aside from being a workaholic overachieving perfectionist with impostor syndrome, I’m doing this because I've got an amazing cross-functional team. Our group of product, sales, marketing, creative, campaign, events, and other teams have come together to pull something amazing off. We're now working on the final details, and I couldn't be prouder of how it's all coming together. I can do this because I know that my team has my back, I know that we’re aligned on our objectives, I know that we all share and understand the same goals and needs, and can trust each other to make those goals happen. So, how can you get here? I want to do a quick thought exercise with you. Think of a time when you were in a room with a group of people that didn't really get along. You’re all working on the same project together, but there's a bit of tension. Maybe there are some heated discussions; maybe there are some strong debates; maybe there are some outright disagreements. Are you thinking of a meeting with people outside of your immediate team? Are the people in that meeting from other teams like product or sales? I thought so. Often, we as product marketers are in these cross-functional meetings. They're crucial for the work that we do. We can’t go off into a corner and build a marketing strategy or develop [messaging](https://www.productmarketingalliance.com/your-guide-to-messaging/) and [positioning](https://www.productmarketingalliance.com/your-guide-to-positioning/) on our own. We’re reliant on sales teams, product teams, and others for that input. So what can we do about this tension? How can we help our cross-functional teams succeed? How can we make those meetings less awkward, and help everyone to get along? How can we be even more successful as a team than we've been before? [![](https://lh4.googleusercontent.com/njJrEbmZ2M_oqEYHVoF6ynIb9kd4XeH2WT0Y4oPzUPUfbPXdUc7VzWPXHuHiynmC_DX2cNss9LN2mR5-o1mmiw2dwYhV4LN0cyvKVKzp8y-RxL3RvWJn3gEwIW9MtfybqqQfKdOcvID5-5xyyQoFSd4)](https://www.productmarketingalliance.com/making-connections-the-secret-to-exceptional-cross-functional-teams/www.productmarketingalliance.com/making-connections-the-secret-to-exceptional-cross-functional-teams/) The secret is **you**. As a product marketer, you’re in a unique position to build connections and help bridge the gap between these disparate technical and non-technical teams with different objectives, who may not even speak the same language. If you've ever worked in a tech company, you can understand the difference between the engineering jargon and the sales jargon and bridge those gaps, not to mention the gaps in the goals and [KPIs](https://www.productmarketingalliance.com/how-to-craft-kpis-for-a-killer-competitive-program/) of different teams. ## **Product marketers are born connectors** In preparing for this article, thinking about cross-functional teams, teamwork, and what that means as a product marketer, I rediscovered Malcolm Gladwell's book, *The Tipping Point*. Perhaps you’ve read it – it's pretty well-known in product marketing circles. He describes three types of people: - Connectors, - Mavens, and - Salespeople. The way he describes Connectors really stands out to me. [!["Having a foot in so many worlds, [connectors] have the effect of bringing them all together." – Malcolm Gladwell](https://lh5.googleusercontent.com/6s-P1FZ98BUa--J1_qNdCEEPDOLh7V45EUxUb7u3pQ1sA15komleDZLU3OHo0Rug57Yv-qMJ4IPGJxsfvp7BnBEbnhU5VikXhLJfho9N_h4zv79wB_NLg-eVsr2LqdE2KJkf1R6FSAGWF5WpMoBwSyI)](www.gotomarketalliance.com/making-connections-the-secret-to-exceptional-cross-functional-teams/) I wouldn't call myself the most extroverted person, but I absolutely love bringing people together. Even though I might not be the life of the party or the one that's typically up on a stage, I love connecting people who have something in common or might be able to help each other out. In my career, that's led me to mentorship, volunteering, and all kinds of incredible opportunities. Rediscovering this book was also an 'aha' moment for me because I realized something else: this definition of a connector also applies to [product marketing](https://www.productmarketingalliance.com/what-is-product-marketing/). Where Gladwell says, “Having a foot in so many worlds, Connectors have the effect of bringing them all together,” and we can very easily change out “Connectors” for “product marketers”. Now, let’s take a step back for a second because product marketing is, I would argue, a loaded term. There are a lot of different definitions of this role, but I love how Product Marketing Alliance illustrates the work we do in the diagram below. Even if your role is more outbound, or you're more focused on content or [sales enablement](https://www.productmarketingalliance.com/your-guide-to-sales-enablement/) than overarching [messaging and positioning](https://www.productmarketingalliance.com/how-long-should-you-spend-messaging-positioning/), this structure makes sense. [![Venn diagram showing product marketing at the intersection of marketing, product, customer success, and sales.](https://lh6.googleusercontent.com/YSkTgaDDz3WS1bHoYJYSpcAoT0LNvRHlhHCVzlW3KxU1epWw4_04wt6DCPdXMPH7kk7YLCgUSVfOn586rIogzXtWrVHey2wa7pkdQRIriLsjWou5M7U65F-TG9bcBlOQJIZZMPQeS8_nLxU4noXifok)](www.gotomarketalliance.com/making-connections-the-secret-to-exceptional-cross-functional-teams/) ste We’re essentially the driving force behind getting products to market and keeping them there. In representing the customer or developing our product messaging, enabling sales teams, or even helping drive [product adoption](https://www.productmarketingalliance.com/reviewing-and-refining-your-product-marketing-efforts/#product-adoption), we’re working together with all these other teams. We’re dependent on them. We sit in the middle, and we ultimately bring them all together. Product and sales are set pretty far apart, and that can cause problems. We in the product marketing world are focused on [understanding the customer](https://www.productmarketingalliance.com/pmm-weekly-live-session-online-june-9-2022-2/), understanding sales’ needs, understanding product development, understanding the [roadmap](https://www.productmarketingalliance.com/communicating-your-product-roadmap-and-vision/), and bringing all of that together. That allows us to develop realistic sales enablement material that ensures that the sales team is aligned on what the product can do, rather than selling the world. So how do we do this effectively? What skills or superpowers do we need to hone to become connectors within our cross-functional teams? I'm going to share three that have really helped me. These are skills that we often use when we market externally, but they're just as valuable when we're working with our internal cross-functional teams. ## **PMM superpower number one: Translation** Product marketers are translators. By developing [personas](https://www.productmarketingalliance.com/your-guide-to-personas/) and [segments](https://www.productmarketingalliance.com/what-is-market-segmentation/), we help other teams to understand our audiences every day. Think about how we can use that power internally. Maybe you’ve been in a room with a technical team and a sales team and realized that you understand what both sides are saying, but they don't seem to understand each other. I can't tell you how many times I've had to swoop in and explain what a CTA is, for instance. Let’s look at some practical steps you can take to harness your translation superpower. [![](https://lh3.googleusercontent.com/RWKOn6SJgZZAnPbVmX9LtxthNl01jvWFu6aR9jUmX7W38o8xc4JhDOF5pJ2oWnCABjQT7sNUrGvp9_E3os_FsvymJjciUyxI3IsWVd_lLEn5SkvnKpaqjoXYxQ-uxrXZC7xXT-FKSSk0GtAMZ_Gw4C8)](www.gotomarketalliance.com/making-connections-the-secret-to-exceptional-cross-functional-teams/) ### **Step one: Listen actively** As a translator, the most important thing is to actively listen and understand what our team is really saying. For that, we need to make sure we’re paying attention to all sides. ### **Step two: Know where they’re coming from** Context is also crucial. Make sure you know where everybody is coming from. I've sat in a number of rooms, especially launch war rooms, where things have gotten heated. Maybe sales is demanding something and product teams are saying that they can't deliver it because the timing doesn't work. Where are they coming from? Well, sales is under pressure to drive revenue and close deals, while product is under pressure to deliver a quality product. Understanding where each team is coming from is going to help you defuse that tension and bring everyone together. ### **Step three: Find a common language** We at NVIDIA have an entire internal glossary for all the different acronyms we use on a regular basis. And different teams use different acronyms, right? Sometimes they even have the same acronym for different things. One example is AR – that’s augmented reality to our product teams, but it means something entirely different for sales and comms. Ultimately, you need to find a common language, even if it's just plain English. Because you’re all working in the same place, you can come back to the company’s overarching goals, visions, and objectives. ## **PMM superpower number two: Matchmaking** We product marketers are matchmakers. We bring people together all the time, and doing so with our cross-functional teams is key. Let’s explore how you can make that happen. [![](https://lh4.googleusercontent.com/5Xjm8jAfCK_gdi79aKEiT2eNwAklbasqymZNtDTQpDkjAsRrxV-QK_WVKgeNGSZ2Q-xxMDvq7heatCIpM5DpTRCRXk3ENPlo3B90i9Fl4lgp7VeWt4IXHp27AIYpE7XSMJsd_56Y5AlwpMoUw919Cg4)](www.gotomarketalliance.com/making-connections-the-secret-to-exceptional-cross-functional-teams/) ### **Tip number one: Collect acquaintances** Maybe you like to go to industry events and network with your peers. Me too. Think about how you can bring that same energy to your place of work and seize opportunities to gather and network with people. I can't tell you how amazing it's been to get back to the office, even just a few days a week or every other week, because it allows me to organically connect with people. You can do that online too. ### **Tip number two: Introduce people** It's helpful to think about how you can connect people with others as well. I like to have one-on-ones with new employees. They might not be on my team; oftentimes they're working on an adjacent segment or industry, or they might be on the product team. At the end of our one-on-one, I leave the new employee with some recommendations for people they should talk to because they have something in common or because they can help each other out. Small things like that help build stronger networks, across your cross-functional teams. It also helps build your position as that hub to bring people together. ### **Tip number three: Think collaboratively** Finally, you want to take that matchmaking energy and build it into opportunities. Think collaboratively about what you could accomplish as a larger group. Maybe it's something as simple as a webinar. Let’s say your focus is [developers](https://www.productmarketingalliance.com/collaboration-between-developer-marketing-and-developer-relations/) – you might be able to collaborate with your media and entertainment team to do something even greater than a focused developer webinar. Maybe you can bring in some industry representatives and partners to do something really cool that is relevant to a larger audience. Plus, working with another team gives you more resources to make that happen. ## **PMM superpower number three: Mediation** Our position of being in the middle comes with some challenges and a lot of responsibility. Because we know where everybody’s coming from and understand all the different languages being spoken at the table, we're in a position to help everyone find common ground. Coming back to that tense meeting room where not everyone is on the same page, how can you help bring them together? [![](https://lh4.googleusercontent.com/moD_2oINOjnNCzdfJuqwGZB3RgbMmpYb_t52x-B-OSkSJyZ84qzQECQwuSLZKv-yllEs8VJqXxFv6kfaIvn_S_dp9QZ4Zf2zkfX5DDP2V7h3f28YLGxQV799yeryATmwAnC520iWNqocKO2WeSsGdsw)](www.gotomarketalliance.com/making-connections-the-secret-to-exceptional-cross-functional-teams/) ### **Tip number one: Assume the best intentions** This one took me a while to learn. Coming into some of these discussions, I was kind of in a defensive position as well. I had my objectives and I wanted to make sure that I was heard. When I didn’t get the feedback I wanted, it was frustrating. Oftentimes, it felt like a personal attack or an attack on my team and the work that we were doing. Marketing can feel like a thankless job where no one's exactly happy with us. In spite of this, you have to assume the best intentions. Sales have their objectives – they have quotas to reach. Product wants to make sure what they put out there isn't buggy and makes customers happy. Everyone is coming to the table with their own reasons and objectives, and it's really valuable to assume that they mean the best for the company, for the team, and for your goals. ### **Tip two: Identify shared goals** Centering around shared goals feels pretty obvious, especially as we all work on our strategies and build [OKRs](https://www.productmarketingalliance.com/your-guide-to-okrs/), but it's really valuable as a team to center around something specific. If you’re in a cross-functional team that's working on a specific [product launch](https://www.productmarketingalliance.com/a-visual-guide-to-product-launches/), what shared goals do you have around that launch? Are you driving a new vertical? Are you driving specific adoption numbers, or are you also looking at just getting awareness out there? Maybe your product team’s goal is just to understand how users will work with the product. Things like that can come into play as you build goals together. ### **Tip three: Align on objectives and KPIs** Of course, you want to turn those goals into something tangible, and you can do that by aligning objectives and KPIs. This, I’ve found, can be hard. Everybody has their own KPIs, but what are some common objectives that drive back to those goals? For my team, this can be as simple as looking at awareness together. We want to understand how our product is being received, what volume of impressions it’s getting, what kind of [engagement](https://www.productmarketingalliance.com/12-top-customer-experience-engagement-tools-for-product-marketers/) it’s driving, and how it’s impacting our share of voice. We also want to understand and drive adoption, so that’s an important metric for everybody involved in the cross-functional team. Some [metrics](https://www.productmarketingalliance.com/pmm-metrics-that-matter/) that come more from our sales and partnerships side are partners, lighthouse accounts, and integration of our technologies in public-facing solutions. T hat last one is really valuable for me as a product marketer to build use cases from; it's also important for our product team to understand so they can see what our solutions look like in the field. ## **To sum up…** I've shared three product marketing superpowers. These shouldn't be net new skills; they should be things that we do every day with our external audiences, but they're also extremely valuable to bring back to our cross-functional teams. [![](https://lh6.googleusercontent.com/tohy4eojgm4VaZ7zfi-BcrCJVeV9DQrFm926ZModVX5asvKnyyhWh9IDt8kv4Tlv0BkebGHWY7v8Jh6hfEDYRqkc7LWlZXpZCcClFX-A0P6mmtDkBiWoLrMPexTTJU8Et8-aDJi6J9TCYsn3hIM528I)](www.gotomarketalliance.com/making-connections-the-secret-to-exceptional-cross-functional-teams/) I want to leave you with a final quote. This really speaks to me because I've definitely learned this the hard way. “If you want to go fast, go alone. If you want to go far, go together.” My company has a philosophy of “team of four,” which is essentially the core cross-functional team – the people that you can't do your work without. The team of four goes beyond the framework of decision-makers, [stakeholders](https://www.productmarketingalliance.com/how-stakeholders-are-key-to-product-marketing-success/), reviewers, and approvers. It’s the core team that you work alongside for everything that you do. Think about your team of four and how you can leverage your superpowers to bring them all together. ### Become the boss you always wanted, with the C-suite Masterclass URL: https://www.gotomarketalliance.com/become-the-boss-you-always-wanted-with-the-c-suite-masterclass/ Last updated: 2023-04-17T13:00:08.000Z Uncertainty, the fear of the unknown, they hang over everyone, but business leaders more than most. How can you predict how markets will react to a product, or what the economy will do in the next five years? Sadly, you can’t see the future. But what you can do is give yourself the best possible preparation and advantages to ride out the storm and make sure your company survives the traps and pitfalls of the free market. That’s where the **C-suite Masterclass** comes in. [Enroll now](https://certified.thealliance.io/course/c-suite-masterclass) 8️⃣ hours of on-demand content 7️⃣ discussion sessions 6️⃣ live classes 2️⃣ hours of social activities 1️⃣ guided reflective journal 👩‍🎓 All adds up to an official certification from a leading education provider. There’s no one way to lead, which is why this course fosters open discussions led by C-suite members with decades of experience. In conversation with these experts, you’ll gain the confidence and know-how to develop your own watertight leadership style. This course provides you with the theoretical and practical knowledge to fast-track into the C-suite role of your choice, don’t miss this opportunity to make your mark. ## Program overview Through the C-suite Masterclass, you’ll gain the strategies, insights and skills you need to become a successful leader and hold your own at the C-suite level. Over the course of four months, you’ll sit down with current C-suite execs and your peers to evaluate what it means to lead. Plus, you’ll have access to extensive frameworks and case studies to support your learning. You’ll develop your leadership abilities, gain an understanding of the unique challenges faced by C-suite level executives, and master the skills you need to drive results, inspire your teams and achieve your career aspirations. ## What should you expect? 🎓Live masterclasses with leading experts. 📣Facilitated discussion and debate sessions. 🕐OnDemand content you can access any time. 🤳Grow your network with social activities. 📓Reflect on your learning with the guided journal. 🧑‍💻Test your understanding with a 60 question exam. ## You’re in very good hands You’ll be taught by experts like: ![](https://lh6.googleusercontent.com/9ZJ3t5Li3R0cuyq34CNeQ4fmHX3307F_YFaHT6oCeLYoGPQ0Czpq9r3JC0d5eVQHq5VHow4irSaEKa_8_PK1UofnrQwmHChHKiQfgaTEv5CZweHygqSk_DmKSZHR9sax3TP4j3-lkpkJgNG9IXxhAf8) Plus, new speakers are added each week. [Enroll now](https://certified.thealliance.io/course/c-suite-masterclass) ## How it works By taking this course, you’ll: - ****Obtain practical tools and techniques for honing your leadership abilities.** - Understand the unique challenges facing C-suite executives. - Gain the knowledge and skills you need to advance in your career. - Stay current by keeping up with the latest trends and leadership best practices. - Network with peers and learn from a variety of experiences. - Drive business results by improving the performance of your organization. --- We do team rates too - we’ve got you covered if you're looking to get a team of three or more product pricing certified, then speak to Tom about team rates at t.madden@productledalliance.com --- ## What you’ll accomplish By the end of this course you’ll: - Develop exemplary skills required for C-suite execs, including resilience, prioritization, time-keeping, business strategies, investment, decision making, budgets, and emotional intelligence. - Identify the success factors and key components of ‘disruptive leadership’ and a change management approach. - Identify how organizations achieve hard-to-imagine results in uncertain and volatile times. - Be able to navigate important leadership issues that are often overlooked, like maintaining your mental health, hurdling imposter syndrome, and managing your work/life balance. [Become a leadership master](https://certified.thealliance.io/course/c-suite-masterclass) ## FAQs ### Who is this course for? This is for Director and VP-level professionals who wish to, or are expecting to, transition into a C-Suite leadership role. But, if you’re a newly appointed C-suiter who’s keen to explore how other like-minded professionals have led teams or sustained organizational performance levels, then you’ll thrive in this program, too. ### How does the course work? This masterclass spans a four-month period. So, alongside the modules, there’ll be interactive sessions wherein you can listen to different viewpoints from C-suite executives, and discuss questions with them afterward. Once the modules are complete, you’ll have some exams and assignments to complete to pass (more info on this is below). ### How long will the course take to complete? This course is designed to be equal parts comprehensive and comprehensible. Between the modules, discussions, and exams, it will take approximately 25 hours to complete. ### How do I pass this program? In order to pass this program, you’ll be asked to complete a short exam, two practical tasks, and one written assignment from a list of topics. Then, you’ll present your findings from this assignment to a panel of experts after the program has ended. ### How long will I have access to the course content? Always and forever! One payment gives you permanent access to our C-suite masterclass’s course content… and future updates and templates. 😎 ### The secrets of compelling messaging and effective product positioning URL: https://www.gotomarketalliance.com/the-secrets-of-compelling-messaging-and-effective-product-positioning/ Last updated: 2024-04-19T12:17:55.000Z If you have anything to do with a product, you’ll know that messaging and positioning are absolutely integral to your responsibilities. Don’t believe us? Just refer to the 92% of respondents in the [State of Product Marketing Report 2021](https://www.productmarketingalliance.com/state-of-product-marketing-leadership-report-2021/) who confirmed this to be the case. 📈 ![92% of product marketers cited messaging and positioning as a core responsibility in the State of Product Marketing Report 2021.](https://www.productmarketingalliance.com/content/images/2022/03/PMM-responsibilities.png) For developer marketers, making sure that their product is connecting with the right audience is crucial. If product messaging doesn’t resonate with your customers, you’re prone to customer churn, while [adoption rates](https://www.developermarketing.io/what-product-marketers-need-to-know-about-engaging-developer-audiences/) could take a hit if you fail to position your product in an increasingly competitive marketplace. ## How to create compelling product messaging **Ashley Wood, Head Of Product Marketing at LANDR Audio Inc.** gave her insights on how PMMs can refine their product messaging. **👇** ### What does powerful messaging look like? I think it's clear above all else, we have a tendency, especially for working on a product and just internally in general, to assume if people have heard about this function or this feature, that they understand the brand as a whole. And that's why empathy is such an important quality to have in a product marketer. Powerful messaging addresses the who, the why, the what, and the how. The why really is about helping them solve a problem, identifying what is, what your differentiators are, and the how being your features and functionalities. I play this really annoying game with my PMMs where I'll just ask, ‘So what?’ until we've really gotten to the core of the problem that we're solving. So they'll give a positioning statement or their primary messaging and I'll just ask, ‘so what?’, and they'll give me an answer. We really end up somewhere where we've got the meat of the problem, and the meat of the solution, which makes the messaging a lot easier. I think lastly, make sure that you understand that powerful messaging doesn't stay powerful forever. Your products are evolving, your competitors are evolving, and more importantly, your users are evolving. It's possible that you outgrow your messaging. I think it's important that you're always checking that it's still resonating with your audience, whether that's through A/B tests, user interviews, and performance metrics. ### **How can PMMs develop existing messaging?** I think the more time you spend with users understanding their goals, their jobs to be done, the easier it is to [build the messaging that resonates](https://www.developermarketing.io/bulletproof-brand-awareness-for-developer-marketers/). When it comes to evaluating it and making sure that you're always combining the quantitative and qualitative data, typically quantitative findings will signal that there's an issue and then you can dig in a bit further with qualitative findings, mostly through user interviews and focus groups. If you do one without the other, this can leave too much room for blind spots. Landing page performance is a really good one, ads, paid ads are just a really easy, quick way to validate if your messaging is working. I'd say looking at performance for your quantitative and then user interviews for your qualitative will usually give you a pretty well-rounded, comprehensive view if your messaging is resonating. --- [How to go from product marketing manager to developer marketerDo you know what it takes to transition from a product marketing manager (PMM) role to a developer marketing one?![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceBecky Trevino![](https://www.developermarketing.io/content/images/2022/05/justin-luebke-BkkVcWUgwEk-unsplash--1-.jpg)](https://www.developermarketing.io/how-to-go-from-product-marketing-manager-to-developer-marketer/) --- ### **How do you highlight USPs in your messaging?** Working on messaging without being crystal clear on the positioning is a mistake. I really like April Dunford’s framework for positioning. We use that document as a home base so we have a lot of clarity on who our competitors are in each space, how we're unique for each of them, and who cares the most about the value that those unique attributes bring. Once that’s set in stone for the moment we use it to come back to, and when we create messaging, we say, “OK, does this line up with our positioning document? Does this line up with our user personas and our segments? As I mentioned before, there is always quantitative data to consider such as performance metrics, email, click-through rates which all highlight whether you're hitting the mark or not. When you're not, then you can go back and dig through step by step where you went wrong. ### **What challenges have you faced when creating messaging?** The [biggest challenge](https://www.developermarketing.io/challenges-in-marketing-and-perception-to-developers/) probably comes to narrowing down exactly who cares the most about the value you're providing. We have a tendency to want to communicate with as large an audience as possible. However, I think what usually ends up happening there is that your messaging talks to everyone without actually talking to anyone, because you've watered it down so much that it's generic and therefore, it doesn’t resonate with anyone. > *“Establishing strong positioning that everyone internally is aligned on is the key to crafting successful messaging. In my opinion, when you know exactly who your product is serving, why it's the best position to solve that problem, messaging becomes a lot more instinctual.”* ### **Which common messaging mistakes do you often see?** One of the most common mistakes I see is when messages are so big that you don't understand what they do and who they're for. At Lander, there's no shortage of people who could benefit from our products. But having to take a step back and communicate that to a product manager that's spending all of their time trying to make this the most usable product for as many people, I'm letting them know, ‘I know, all of these people could care about it or should care about it, but this is the group of people we have the best shot of converting.’ I think a common internal mistake is not clearly communicating your audience segment to internal stakeholders. --- [Developer relations and developer marketing…they aren’t the same thingThe world of developer relations is often in a state of change. The industry has many takes, but most boil down to relating information and communicating with developers.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AlliancePJ Hagerty![](https://www.developermarketing.io/content/images/2022/03/shoeib-abolhassani-ukDEbYnyDsU-unsplash.jpg)](https://www.developermarketing.io/developer-relations-and-developer-marketing-they-arent-the-same-thing/) --- ### **How can PMMs create messaging that aligns with brand identity?** > *“To me, messaging is the outcome of positioning plus branding. It’s essential to align the expectations of the product marketing and brand teams so they understand what each product is solving for the audience.*” At Lander, we're lucky enough to have great copywriters on our brand team that take the insights and the USPs that PMM feeds them, and turn them into content that our audience wants to read and engage with. I think it's about providing the right insights to the right teams and making sure you're aligned right from the start. ## **The art of product positioning** Product positioning is also a crucial part of a product marketing strategy. It’s a strategic exercise used to find a product or service’s place in the market. Positioning defines what makes your product different from the others on the market so you can focus on messaging and effectively explain its value to potential customers. **Carrie Smith, Director of Product Marketing at Salesforce**, outlines how the company cut through the noise with messaging and positioning to make their product unique in the eye of the customer: **👇** I joined Salesforce about four years ago, and I started out on a cool product called Pardot. For those of you that aren't familiar with Pardot, it's our B2B marketing automation platform, and it lives inside of Salesforce. Pardot was acquired through acquisition and before it was integrated into the Salesforce platform, it was a standalone app and you had to log in through your browser. When I joined Pardot, back in 2017, it was an interesting time, because the engineering team was working on the code and all of the plumbing to take it from that standalone app and bring it into the platform. During this time, it was my job to position it in the right way and figure out how to make a big splash, because we were going to launch this new product, essentially at Dreamforce. Because this was launching at Dreamforce, we knew that we needed to nail the messaging. So, we rolled out the first round of messaging and we tested it with our trailblazers, analysts, and unsurprisingly, we didn't quite hit the nail on the head the first time. So, we went to our platform team and I said, “what can we do with this?” It was interesting because they had a whole different way of looking at it. Their position was, “it's not just the marketing data that you're moving back and forth from Salesforce to the app, you're bringing sales and marketing together into one platform.” At that moment, no other company could say they did that. I just remember thinking, “wow, that's a lot bigger than the app that we're currently working with.” With this in mind, that's the messaging we took and that was what we used for our launch in 2017. The messaging worked great, and by the end of it, I kept thinking back to how flexible our products were and how we positioned them, especially when it's around software and technology. There are a lot of things you can do to not only make messaging more strategic but also emotional and fun. That's what I focus on because we all have that opportunity whether it’s with the products that we're working on, the company we're working with, or how we're positioning the messaging for those. To do that, I wanted to start with some of the basics of what positioning is and understand what that word means. The word ‘positioning’ is about finding that position for your product, or maybe your company inside of somebody else's brain. > "Nothing sits in your brain by itself, everything is connected to something else; think about when you go to sleep at night - your brain is trying to organize your thoughts and relate all of those thoughts together. As a marketer, you need to know that because you need to find that position for your product." For example, when I say the word ‘college’, your brain thinks of all the things you associate with your time studying at college. Maybe it was the dorm you lived in or the friends you had, or maybe even the classes or the bars that you went to. Whatever they are, you have those associations with this word and your brain brings those up because they're all connected. Products, services, and companies work the same way. As far as product association is concerned, you can think about those associations across a multitude of different levels. I want to highlight Coca-Cola as an example. ![As far as product association is concerned, you can think about those associations across a multitude of different levels. Coca-Cola is a great example of this in practice.](https://www.productmarketingalliance.com/content/images/2022/03/Coca-cola.png) Firstly, let’s highlight the aspirational message, which is what the company wants your immediate thought to be. In the case of Coca-Cola, or Coke, it might be happiness or feeling refreshed. Those are the words that Coke pushes on us. Then, there's the experiential association. So, things like, it might have a lot of sugar in it or it might not be that healthy. These are the things that we experience when we think about Coke. Then, there are the influential associations. These are the things that we may be read about in the press or read about online, and these are going to give us that different set of associations, and our brain puts all of that together. This is how you create a brand and the associations with the brand. So as a marketer, we need to understand how associations work so we can get the right words and the right language to position our product with our customers. There’s one thing I want to highlight, because we've all either been there, or we've all seen this done, is creating a new space in someone's mind for a new category, product, or technology. It’s hard because your brain *wants* to put it somewhere and associate it with something. However, it can't always do that if it doesn't know where to plug it in, and we see a lot of that with new technologies. For example, a few years ago, Salesforce launched blockchain and I had the opportunity to meet with that team. While they were building the messaging, it was an interesting conversation, because the feedback that we got from our customers was that they weren’t sure how to associate with it. Also about 20 years ago, when Salesforce started, there was a team that was launching the messaging around cloud CRM, and they struggled with the positioning. That was a tough place to be in because customers were using on-premise CRM, and though it wasn’t a surprise that we were being associated with the likes of Siebel, it wasn't quite the positioning that Salesforce was looking for, because it wasn't differentiating our product enough. We wanted to move away from the on-premise that lives in our heads. The core differentiator at the time was what we call multi-tenancy. This is the cloud, i.e. its ability to run a whole bunch of customers onto one instance of a product. That’s what set us apart and made us different. There are a lot of benefits with that; the customers couldn't get out of their current IT space in their head that Salesforce was a CRM in the cloud because it wasn't quite what they're used to. Explaining multi-tenancy was tough, and nobody quite got that either. ### **Metaphor marketing** As a solution, Salesforce came up with the idea called metaphor marketing. This involves creating a metaphor for your product, technology, or your company that’s easily understandable, relatable, and desirable. It explains what you do to associate with another brand. I'm going to walk through a few examples of that - some of our analogies and metaphors are used everywhere, so I hope you find some great news out of this. ![Salesforce came up with the idea called metaphor marketing. This involves creating a metaphor for your product, technology, or your company that’s easily understandable, relatable, and desirable.](https://www.productmarketingalliance.com/content/images/2022/03/Metaphor-marketing.png) For Salesforce, that metaphor was Amazon. Just like you point to your browser and Amazon, you point to your browser and Salesforce, and you get all the benefits of that enterprise application. For example, when you rent an apartment building, you get infrastructure, you get security, electricity, maybe you even get a swimming pool - it’s likely, you don't pay for all of that separately. When you rent an apartment building, it's easy to assume that you're renting the apartment building with all of those amenities included. Salesforce offers the same thing. When you purchase Salesforce, it comes with real-time updates, and all of your information across all of your org is in the cloud, so you don't need to upload it. Everybody's essentially working from the same set of data. Similarly, when I think about Chatter, I think of it as Facebook for the enterprise. Alternatively, if you've ever been on Appexchange, it is like iTunes for an enterprise app. Even when you think about Einstein, that brings a whole set of associations to what Einstein is. Einstein’s smart, innovative, and a trailblazer. All of those associations are immediately attached to our product. When we start using those words, it's an easy way to think about positioning a product in a new space by creating these associations. ### **Repositioning your product** ![We know that positioning any product can be tricky, it can also take a lot of time and research, and repositioning your product when it already has a position in somebody else's head can be tough, if not even tougher. ](https://www.productmarketingalliance.com/content/images/2022/03/Repositioning-your-product.png) Let’s switch gears and talk about repositioning. We know that positioning any product can be tricky, it can also take a lot of time and research, and repositioning your product when it already has a position in somebody else's head can be tough, if not even tougher. We'll do and see that a lot when technology, markets, and even we as consumers and creators evolve and change. That said, it's hard to say, “we’re not this anymore, instead, we’re this.” You've got to figure out how to move your positioning for a product when you do that. A good example of brand repositioning is Toyota. They started out making relatively midsize cars and they created this great brand association around reliability, and it worked for them. However, it came to the point in the company's history where they wanted to move upscale into more luxurious cars. They couldn't take their position and just say, “we’re Toyota, and now we're going to start selling luxury cars.” They couldn't do that because people just couldn't wrap their heads around a luxury Toyota. Therefore, they created an entirely new brand called Lexus. While it’s expensive to do that, sometimes you need to shift from where you are and create a new brand around that. So we'll see that today in our space, especially the SMB (server message block) space, Salesforce is trying to sell more SMB, but the Salesforce brand, essentially that we've created, is associated with those big enterprise Fortune 500 companies. What we’ve done over the years is ironic because we started in the SMB space, but we've gradually moved upmarket. And so we have a lot of Fortune 500 companies, but we're trying to do that. We created a new brand, and it's called Essentials. If you're not familiar with Essentials, it’s our SMB brand for Salesforce. We use that name (coupled with Salesforce) to start creating that brand new association. Another example in terms of associations is Zendesk. It’s incredibly easy to use, simple, is made for small businesses, and in many ways is the opposite from us in that it’s trying to move into the enterprise space. They've created Zendesk Enterprise, so it's always a challenge moving your positioning into a new space, and I’m so excited to see how they take it and where they go. ### **Cars and positioning** ![Car companies invest significantly in their product messaging and product positioning.](https://www.productmarketingalliance.com/content/images/2022/03/Cars-and-positioning.png) Let's talk about cars and positioning. I chose Oldsmobile because, during grad school, I spent a little bit of time dissecting their messaging and working on a project around it, so I have a little bit of insight into what I wanted to share. There's a ton of information about the repositioning campaigns online, and it's a lot of fun to read about. I'm sure everybody has heard of Oldsmobile. I believe my grandmother even had an Oldsmobile. Around the 1950s and 1960s, they positioned themselves as fast, fun, young, and they sold a lot of cars to the younger market. At the time, Oldsmobile cars were sporty and fun; you can see some of their ads here with slogans like, “make a date with 88”. They were trying to appeal to that younger buyer, and they did incredibly well over the years. Then, those buyers started to age and they needed to find cars to suit their families with four doors, etc. So, as the demographic got older, the brand positioned its products differently and evolved its models. They did well and their sales kept going up over time. There were dips and recessions here and there, but every car manufacturer felt that in the early 70s and early 80s, but overall, they did well. Eventually, they got to the point where they needed to shift and reposition themselves to grow and meet the needs of a younger audience. This is where all the growth in the industry was, and with a brand like Oldsmobile, with the word ‘old’ in their name, it was hard to appeal to this market segment. However, they came out with a whole new brand campaign. They had print ads, outdoor advertising, TV commercials, and even coined the phrase, ‘this is not your father's Oldsmobile’. They were trying to appeal to the younger audience, but it backfired. The problem was that it was their father's Oldsmobile because that car was the same car their father probably had. In this case, Oldsmobile didn't change the product, but they changed the marketing. This is one of the biggest learnings I think we can take from this: your positioning needs to be reinforced by the product. It’s important to know when to position and reposition a product as we want to create this position in people's heads. There are frameworks and methods you can use to position yourself more strategically and instill emotion into what you do. how we can bring a little bit more emotion into what it is that we do. ### **Positioning quadrant** ![](https://www.productmarketingalliance.com/content/images/2022/03/Positioning-quadrant.png) We don't always think about emotion when we sell to a buyer with technology, but this needs to be taken into consideration. We also need to think about how we can be more strategic, because when you make something more strategic, people are going to spend more money on it. A great example of this is Tesla, in the upper right-hand quadrant of the square. I don't know if you've ever talked to somebody with a Tesla, or if you have a friend that has a Tesla. There’s an emotional attachment there and if you visit a Tesla dealership, they'll sit and talk to you about their product for 20 to 30 minutes, explaining how the car is 100% electric, and the great things they're doing for the environment. This brand messaging matters to a lot of buyers and people pay a lot of money for that. Associations are important to Tesla as a brand, but not everybody can be up there on the right. When you get down to the bottom right of the quadrant, there are brands like Oracle, and this technology is a little bit more strategic. CIOs spend a tonne of money on Oracle to run their businesses, so it’s an important tool. However, if you ever read the content on their website, or maybe if you go to a keynote, it's not super emotional. And maybe if you've ever been to Oracle OpenWorld, , it's geared towards those IT folks, and that's pretty much about it, there isn't a ton of emotion behind it. And then in the upper left-hand corner, you're going to get emotional brands, and people have a high and strong attachment to them. I consider Starbucks to be a great example of this. I wouldn’t say they're overly strategic. Granted, some people could disagree with me and suggest that caffeine is strategic because people need it as part of their daily routine. But the brand certainly is very highly emotional and there are a lot of buy-ins when it comes to Starbucks. People love it, and they have a high affinity for it. So, I want to switch gears a little bit. And I want to show you an ad from a company and we'll talk about it at the end. It’s an ad from Apple, and I think that they've done an incredible job at taking boring B2B technology and turning it into something that's incredibly emotional and something that we can all relate to. ### **Our marketing goal** In this advertisement, you saw a little bit of Siri, an alarm clock, a lot of collaboration, and there were different types of Apple products included by themselves. Separately, they could be considered as ‘boring technology’. However, they didn't showcase the technology. Instead, they showed how people use it and the outcome of the technology. That's where emotion comes in; our goal is we want to get offered the ability to show the impact of your products and what it does on people's lives. With this in mind, I'm going to show you a typical framework that we use for all of our products. ### **Start with a positioning statement** ![Start your positioning with a positioning statement.](https://www.productmarketingalliance.com/content/images/2022/03/Positioning-statement.png) At Salesforce, there’re about five or six different frameworks we use, but I'm only going to highlight this one, and I'm going to show you how we use it to make our product more strategic and more emotional. Firstly, I'm going to start with the positioning statement. This is tried and true in marketing. I know it probably looks a little old school, but it works well. It highlights the problem that we're trying to solve, the solution, and also the benefits that we offer. “We must differentiate the product. I took our traditional positioning statement, which has all of these elements that we added to the top, and we call these trends or a shift. This is what takes you to where we are today with our products and makes it more relevant in terms of what's happening around the world. I want to walk you through each one of these elements and talk to you about how to make each one more strategic and more emotional, just to give you some ideas and some frameworks around it. ![Example positioning statement](https://www.productmarketingalliance.com/content/images/2022/03/Positioning-statement-1.png) Beforehand, I’m going to apply this to sales. We use this when we position all of our products and the trend that we address is the Fourth Industrial Revolution. You can see our target is C-level executives who are disconnected from their customers, and then the solution is our customer success platform. So the benefits are sales, service, marketing, growth, loyalty, productivity, things like that. Our differentiators are: 1) We're a company based on values, and 2) The customer success platform. We can help you integrate and help buy into anything and everything you do. With Einstein, we're going to help with this, and give you that 360-degree view of your customer. We also have this awesome Trailblazer community, and that's going to help make you even more successful. Those are all the little things that are going to make you different. If you look at this, this is also what we use for our pitch deck. This is essentially how we use these frameworks today. This is one of the flows that work well, so this is why I wanted to show you this framework. ### **Be relevant** ![Relevance is critical to the success of any product positioning strategy.](https://www.productmarketingalliance.com/content/images/2022/03/Be-relevant.png) One thing I want to highlight is also relevancy. Let me start with the first part of this shift that happens today. We use the Fourth Industrial Revolution here at Salesforce because it's emotional. When we relate this to big shifts, and I'll use the Fourth Industrial Revolution as an example, we're talking about losing jobs and the need to build new skills. This hits home for a lot of companies because they're running into this issue today, but it's also strategic because it can make a huge impact on your company. So, if you can make this transformation, become more connected to your customers, and integrate intelligence in everything you do, then Salesforce is going to take you on that path. In the lower right, most technologies, and I think SAP is a good example, are strategic, but they're not that emotional. It's something maybe a CIO might get a little emotional about, but it's a technology. Then, in the upper left-hand corner, you're going to get things in technology like a user interface (UI) shift. This can be extremely emotional, especially for people that might work inside maybe a ton of different browsers with a ton of tabs open, and they can never quite find what they're looking for. It’s up to us to take those users and explain how it can be beneficial. ### **Your target drives positioning** ![Your target drives positioning](https://www.productmarketingalliance.com/content/images/2022/03/Your-target-drives-positioning.png) Salesforce Experience Cloud can be sold to a partner manager at a tech company by saying, “this is going to power your partner portal.” I can talk about closing deals faster with partners and take that same technology, and sell it to somebody in the financial services industry. They can use it to power their broker community. I can also take that same product and position it to somebody that might work in HR, who’ll use it to help their employees collaborate and be more productive. Each of these use cases requires different messages, benefits, and different buyers. But overall, it's the same technology. In a situation like that, you need to create a messaging hierarchy of what the core positioning is for your products, and then how to map to those different use cases. This is a good place to be in because it gives you a lot of options of where you can sell, and the highest level of how you position that. As soon as you have your target, here's where I think you can start adding more emotion into how you're positioning, what you're selling. ### **Increase emotion through pain** ![Increase emotion through pain](https://www.productmarketingalliance.com/content/images/2022/03/Increase-emotion-through-pain.png) Look at emotion like a great starting point: what is the pain for your product? What is the problem that you're addressing? I've seen a few positioning statements that say “I need this”, or maybe “I need to sell more”, or “I need to work faster”, “I need to find answers faster”. However, those are needs, as opposed to pain points. Therefore, it's not that emotional. However, if you can convert that pain into something like, “my sales are down 5% and I need to sell more”, that's more than likely going to resonate and hit on something that might affect someone's job, or possibly that they need to do something different in their role, and that's closer to where you want to be. You need to be able to address pain as a disruption in someone's business. If you're selling into retail and you bring up Amazon, that's probably going to bring up a lot of angst for a customer, because a lot of companies are having a tough time competing with Amazon. The mention of Amazon and talking about it’s probably going to get you a foot in the door and possibly a conversation with a customer because the impact on their company is real. So, that's a pain that affects an entire business - not just someone's job, or someone's department. Think about that, and how emotional you can get as you start to position your products. ### **Strategic product positioning** ![Strategic product positioning](https://www.productmarketingalliance.com/content/images/2022/03/Strategic-product-positioning.png) You've identified the pain, and now you want to show a solution. This is the point when you're going to start to get more strategic and this goes back to that open example I had around, is it an app? Is it a platform? Is it a marketplace? This prompts the question: what do you think about that spectrum? I think at the lowest level of being strategic, we can market our features and our products. When we started Salesforce, we had a bunch of different features. It was accounts, opportunities, and contacts - that's essentially all it was. Through time, it started to become an application. We had more workflow, more processes, we sold applications, which was obviously more strategic than just selling features. As we evolved, we started to open up those apps with application programming interfaces (APIs), developer kits, and we became a platform. This was much bigger because now customers and partners could start building things on our platform. We opened up new revenue streams for other companies, the ecosystem around us became even bigger and more strategic. Once that started happening, we were able to create that marketplace. There was a whole economy around Salesforce and the AppExchange and companies building and selling products that they have now and they have new ideas for, so it becomes even more powerful than what our apps even could have been, or even what our platform could do, so it grew tremendously over time. Today, I think we're at a point where we're becoming even more strategic in that we talk about solutions and think about solutions encompassing everything below this. For selling into sales, service, or marketing, a solution needs to include some apps, probably the platform, a partner ecosystem where partners can plug into and discover things their company is missing. It's up to us to figure out how to package that together and how to talk about it in the right way for a person who has pain or a problem. This is where we're going and that's where we're going to help solve those solutions for them. ### **Align benefits to solving a pain** In industries, we can take this by a line of business but this is the next step for Salesforce, how we think about what we want, how we think about all these components, and how they work together. Once you've identified those solutions, you want to go down the path and figure out what are the benefits of the solution. This is where we go back to that emotion again, and at the lowest level, the solution we have is the metrics for the business that make improvements. For example, “30% faster”, or “10%, more productivity” are all great metrics to solve your problem. That said, they aren't that emotional, so it's solving a business problem, but no one can relate that to a person. When we can bring more emotion in, that's when we can start to talk about the achievements that we can help people deliver with our products. When we incorporate that emotion, this is where our Trailblazer marketing goes, “this is where we identify those people, how they use Salesforce, and how those Trailblazers have made an impact on their department or their company, and all of the people we work with”. It gets more emotional and more relatable to the people in the business. Finally, if we can address that level of transformation, connect customers, and blaze trails for them, that's the highest level of value that we can deliver where companies or people are making an impact on an entire company, or even an entire economy. That’s where those huge amounts of benefits lie. Ideally, all three of these work together into your positioning and you can have that product level that delivers the metrics at a personal level and makes people successful at a higher level. ### **Strategic product positioning** Now, you're helping a company achieve some business value. So think about how to weave all of those things together to position your products. Then finally, the most important part of this is differentiation. **Price** Sometimes, our lead message is, “we work in competitive markets today, we need to be different, and we need to show our difference.” You can differentiate on price, and reduce your product, however, the danger is that your competitor follows suit and does the same thing. Very few companies can use their pricing strategies to differentiate well. For example, Walmart competes on price. But they've also built a company and a supply chain that's the lowest in the industry and they've built a culture at the company where everybody knows that they need to get the cheapest price out of their vendors. They’ve probably done that better than anyone else. So they have that advantage with that, but it's not something that most of us want to do. **Features** After price, you can differentiate on features, and tell your target audience, “we have this feature, they don't, here's our demo”, and then you can show that, and that works for a little bit. However, a time will come when your competitor conducts competitive intelligence and figures it out. They can put a demo together and they can build the feature. **Performance** It’s more interesting when you start to compare the performance of your product with market alternatives. This tactic is used a lot amongst hardware vendors. Whatever it is, or whatever it takes, it's hard to get to that place because you need a working product that an analyst can verify that performance. **Benefits** Similarly, you can think about the performance in terms of business benefits. For example, “20% higher revenues with Salesforce” or “10% higher customer loyalty”. We have customer proof points that customers have shown what they've done. This is a great differentiator because it takes companies a long time to get there. If you have the product in use, showcase it, then validate it, and be willing to speak about it. That's going to help tremendously. --- ### Eliminating bias in your Go-to-Market strategy, with Jarod Greene URL: https://www.gotomarketalliance.com/podcast/eliminating-bias-in-your-go-to-market-strategy-with-jarod-greene/ Last updated: 2023-09-12T12:20:28.000Z What is bias in a Go-to-Market strategy? How does it affect your results, and what can you do to stop it? Here to answer all your questions, and more, is Jarod Greene, Vice President of Product and Customer Marketing at Highspot. With over a decade’s experience as a VP of product marketing, Jarod’s led more than his fair share of Go-to-Market strategies, and dealt with plenty of GTM bias. Now, he’s here to share that experience with you. --- Highlights include: - Common biases to look out for in Go-to-Market. - The most likely sources of bias. - Why does bias manifest in Go-to-Market teams? - What steps can you take to eliminate bias? Be sure to tune in wherever you get your podcasts.👇 [‎GTM-FM on Apple Podcasts‎Business · 2023![](https://t0.gstatic.com/faviconV2?client=SOCIAL&type=FAVICON&fallback_opts=TYPE,SIZE,URL&url=https://podcasts.apple.com/us/podcast/gtm-fm/id1629395489&size=128)Apple Podcasts![](https://is2-ssl.mzstatic.com/image/thumb/Podcasts122/v4/84/6f/0f/846f0f85-a40a-428a-a10b-4e5771c0dcf9/mza_6691777692131485979.png/1200x630wp.png)](https://podcasts.apple.com/us/podcast/gtm-fm/id1629395489) [GTM-FMWelcome to the official Go-to-Market Academy podcast.Join us as we get up close and personal with guests from across the C-suite and business leaders to uncover their secrets for Go-to-Market success.![](https://ssl.gstatic.com/images/branding/product/2x/podcasts_48dp.png)Google PodcastsGTM-FM![](https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcRvZGy_qyUpxXD7JyCXMoKgWny26b3GflhHhC8r_YJvfYW7FPI)](https://podcasts.google.com/feed/aHR0cHM6Ly9mYXN0Lndpc3RpYS5jb20vY2hhbm5lbHMveHQ4NXJtbW9hai9yc3M) ### What is a sales enablement charter? URL: https://www.gotomarketalliance.com/what-is-a-sales-enablement-charter/ Last updated: 2024-04-19T12:18:23.000Z If you’ve spent any amount of time chatting to people in the sales enablement [community](https://salesenablementcollective.com/join-the-sec-slack-community/?%5Fgl=1%2Aveicne%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY2ODA5OTk5Ny4yNTYuMC4xNjY4MDk5OTk3LjAuMC4w), or tuned into sales enablement [events](https://world.salesenablementcollective.com/) and webinars, the odds are you’ve heard talk about charters. But what is a sales enablement charter, why is it important, and how do you even build one? That’s exactly what we’re going to dive into in this article. ## What is a sales enablement charter? One of the biggest **challenges** that enablement departments face (especially new teams or markets where the discipline is less mature) is that the rest of the organization doesn’t know what sales enablement is. And if they *do* have an understanding of it, it’s not a clear one. Sales, marketing, product marketing, and other functions in your organization might not understand how to collaborate with your sales enablement team. Another **challenge** is that the enablement team is treated as a fire-fighting department, fixing problems as they arise and not having a true, long-term sales enablement strategy. An enablement charter is a **solution** to both of these challenges. Your charter is a document that provides direction and focus to your enablement team, while also acting as a “holy grail” which you can direct any other department towards when they have questions about what you actually do. According to our [Sales Enablement Landscape Report 2022](https://www.salesenablementcollective.com/the-sales-enablement-landscape-report-2022/), 45% of sales enablement professionals have a charter, which leaves a significant percentage without one. Building a charter can help you align your enablement objectives with the rest of the business’ in the short- and long-term. ## Why is a sales enablement charter important? As we mentioned above, building a formal enablement charter helps address two of the biggest enablement pain points: - Other teams not understanding your role - Not having a strategic influence on the organization How does building a [charter](https://www.salesenablementcollective.com/when-talking-sales-enablement-squirrel/) help with this? **Firstly**, it focuses your sales enablement efforts. Your charter will include the strategic, measurable initiatives you plan to undertake over the course of a year. Your charter should clearly outline your sales enablement program’s objectives - this means that you’re not just taking work as it comes in a disorganized fashion. Everything you want to achieve as an enablement organization should be outlined within the charter. How you plan to measure success and whether you actually achieved your stated objectives should also be included here. **Secondly**, it helps you align key stakeholder groups. Creating your charter should be a collaborative process, and you should make an effort to take feedback from any functions you’ll be working with. > This ensures that anyone you’ll be working with knows **what your sales enablement does** and why it’s important to the success of the overall organization. While your primary responsibility will be to support and enable the sales team to achieve success, you have to interact with other teams to do that and that’s where using a charter to gain organizational alignment is so important. ## How do you build a sales enablement charter? Creating a sales enablement charter isn’t an overnight task. It’s a process that takes time, and it’s never *truly* over. Your charter should be built to be flexible and adaptable, as business needs are constantly changing and your enablement team needs to be prepared for that. For a comprehensive view of how to build an enablement charter from scratch, including a template you can use, you can download our **free** playbook [right here](https://www.salesenablementcollective.com/enablement-charter-playbook-download/). Here’s the rundown: - Start with a brief, aspirational **vision statement** - Create a clear and direct **mission statement** outlining how you help the company - Decide on what your enablement team’s **priorities** (or pillars) are and list them - Speak to your **key stakeholders** and collaborators to get their input - Build your core: map out the **most relevant details** of each priority you listed earlier - Include your **team’s roles** and responsibilities so stakeholders know who does what - Outline your **review process**, including how often you’ll revisit the charter to update it - **Circulate the charter** to everyone who needs to see it! That’s your whistle-stop tour on how to build your very own formal enablement charter. While you’ll find more information in our playbook, let’s look at what key details you should consider including for each priority or pillar of your charter. ### What should you include in your charter’s pillars? Regardless of which enablement pillar you’re focusing on as you construct your charter, there are certain elements which you need to include in order to ensure consistency in the direction of your enablement department. **1\. Overall objective** Here, leave a summary of your overall objective for this pillar. Where do you want to be with this pillar in 12 months’ time? **2\. Quarterly objectives** Follow up your overall objective by breaking it down quarter-by-quarter. Not only will it seem more achievable if it’s broken down into micro-objectives or milestones, but it will also give you a reason to think about *how* you’ll achieve your overall objective. **3\. Key metrics and KPIs** This is important because you need to know how you’ll measure your results and what you’re looking to achieve results-wise before you start. Have set targets and metrics that align with the business’ overarching goals from the start and you’ll know exactly what to look for as you analyze your results. **4\. Known risks and potential issues** Your charter can be an opportunity to highlight anything you know may go wrong in advance, as well as a chance to think about how to address those issues before they happen. Maybe you’ve tried something in the past and it hasn’t worked and if so, what did you learn? **5\. Cross-functional support** This is where your alignment is extremely important - list (and talk to!) the departments you’ll need to collaborate on this pillar with. If you’re going to collaborate with product marketing on content creation, for example, how will that happen? If you’re working on your onboarding pillar, how will HR be involved? **6\. Resources needed** Here’s a chance to call out what you’ll need resource-wise in order to actually achieve your goals. Do you need a new team member to run content as a content specialist, or budget for a new LMS to help with onboarding and coaching? As this document will be circulated to all relevant stakeholders, it’s an opportunity to make your requests heard. Of course, there’s no set way to build a charter! Be flexible and adapt it to your organization’s unique needs. These are guidelines to consider as you’re building out your document. ## Wrapping up To sum up, a sales enablement charter is a document that: - Provides direction and focus to your team - Aligns key stakeholders and gets them on the same page as you - Is an opportunity to move from short-term, tactical activities to strategic, long-term planning With a charter, you have a chance to change enablement’s perception in your organization from fire-fighters that have problems thrown at them as they appear, to a strategic powerhouse with real, long-term impact on the organization’s success. If you’re still hungry for more information, as well as your own **free** sales enablement charter template, then don’t forget to download our playbook. It’s packed with expert insights to help you kickstart your enablement charter journey. 👇 ### Personas and segmentation in product marketing – Are they overrated? URL: https://www.gotomarketalliance.com/personas-and-segmentation-in-product-marketing-are-they-overrated/ Last updated: 2024-01-24T17:43:01.000Z *This article originates from a presentation at the Product Marketing Summit in San Francisco, 2022.* Let’s start with a quick game of two truths and a lie. There are three statements below. All you need to do is figure out which one is the lie. 1. Buyer persona is the same as buyer profile. 2. Buyer journeys are not always linear. 3. [Personas](https://www.productmarketingalliance.com/your-guide-to-personas/) are never static. What do you think? The lie is number one: a buyer persona is the same as a buyer profile. Well done if you got it right! This is one fundamental thing I want to leave with you today. [Buyer personas](https://www.productmarketingalliance.com/winning-the-buyer-persona-begin-with-studying-what-matters-to-buyers/) and [buyer profiles](https://www.productmarketingalliance.com/how-to-determine-your-ideal-customer-profile/) are two different things. When we think about buyer profiles – your IT Ivans and your marketing Megans – we geek out about their demographics, their roles, and what a day in their lives looks like. Then all that information goes into a long, long document. The [buyer persona](https://www.productmarketingalliance.com/when-can-personas-fail/) takes a fundamentally different approach. It’s not so much about the buyer’s role as it is about how they make the buying decision. What are the criteria? What is their journey? Zooming in on the buying aspect is key. While a buyer profile could be one-dimensional, the buyer persona looks at multiple attributes. ## **A real-life buying process** Let’s look at a real example of a buying process – with Pokémon cards. My son is the buyer; his thought process is, “is this Pokémon card real or fake?” His cousin is the key influencer in the buying process; he’s always saying, “always buy your cards from a pack, not online!” I’ll be honest: I still don't get it. The final stakeholders are me and my husband. Our role is to make sure that our son isn’t getting scammed. Then, on the vendor side, tons of amazing platforms [personalize](https://www.productmarketingalliance.com/how-to-use-personalization-tactics-in-your-product-marketing-strategy/), hyper-personalize, and share ads and offers. [![Title saying "of course personas are real!" then an image of Gayathri's son holding pokemon cards and a speech bubble that says "is this fake or real?" then an image of Gayathri's son and his cousin with a speech bubble that says "always buy from pack not online." Then an image of Gayathri and her husband which says "are kids getting scammed? Is trading even ok?" Next to these images are three screenshots of Pokemon cards from three online stores: Amazon, Target, and Best Buy. ](https://lh3.googleusercontent.com/C5l9VUuZE2KQpAUvIkLX3iL-YRealFQ538Ab2y-_TfMyc-WtPF9KNAQIkanMkR-j0yMsd3sthNmqxAYvBajcA1mEwDfwCVMMQi6C5v38cpwJ2ABXf8LiAsFqhPpDphJJ2pJjG8LLwSyneRypS4kI-pQ)](www.gotomarketalliance.com/personas-and-segmentation-in-product-marketing-are-they-overrated/) **Image courtesy of Gayathri and RingCentral* My point is that we see buying processes every day, and there are a bunch of different [stakeholders](https://www.productmarketingalliance.com/how-stakeholders-are-key-to-product-marketing-success/) involved, all with their own wants and needs. ## **Getting your buyer personas right** Coming back to the title of this article, are personas and segmentation overrated? No. Not at all. However, there is a delicate balance between doing it and overdoing it. I’m going to share my four top tips on how you can strike the right balance. ### **Tip one: Don't make your research rocket science** The first time I did buyer research, I took a 30-slide template and meticulously filled the whole thing in. What I should have done instead is have a conversation with a buyer about the things that matter to them. Lucky for us, the **Buyer Persona Institute** has created a simple framework that outlines [the five fundamentals](https://buyerpersona.com/what-is-a-buyer-persona?ref=productmarketingalliance.com) that you’ll want to discuss in an interview with a buyer: 1. **Priority initiatives**: Why are they buying? 2. **Success factors**: This goes beyond financial success; it could also be about personal success. 3. **Perceived barriers**: These could include anything from a lack of alignment with the executive team to not being able to build a business case. 4. **Decision criteria**: Perhaps your buyers are looking for the lowest-priced, best-rated, or easiest-to-use solution. It’s up to you to zoom in on the factors that have the biggest impact on their buying decision. 5. [**Buyer journey**](https://www.productmarketingalliance.com/buyer-funnel-stages-tactics/): Make sure you understand the stakeholders involved and how decisions are being made. While it’s important to focus on these fundamentals, I wouldn’t recommend that you go into an [interview](https://www.productmarketingalliance.com/persona-interview-questions/) and start asking these questions right away. Start with some open questions and keep an open mind. The same applies to the types of people that you interview. I used to make the mistake of only interviewing people from the finance and operations departments. Instead, you want to flip that thinking on its head and talk to anyone involved in the buying decision. Look at all the people on the buying committees you deal with – you might be surprised by the range of roles. ### **Tip two: Research need not be expensive** One of the best pieces of advice on persona research I’ve ever heard is not to outsource it. Instead, you should listen to the buyers as much as you can and unearth their insights yourself. At our organization, to keep research costs down, we look for existing opportunities to speak to buyers. If there's an annual conference, we’ll squeeze in 20 or 30 minutes for a chat. If we’re conducting a [case study](https://www.productmarketingalliance.com/what-is-a-case-study/), we’ll try to carve out an extra 15 minutes to understand the buyer’s behavior. In the current economic downturn, it’s a great way to keep up to date with what's going on from the buyer’s standpoint. ### **Tip three: Align your sales cycle to the buying cycle** [Research](https://www.productmarketingalliance.com/your-guide-to-research/), if not actioned, is a waste of everyone's time. There’s no point in producing reams of documents if nobody reads them. When it comes to the time you spend on buyer personas, you want to spend 20% on research and the remaining 80% on activation – that's where the value lies. The goal is to align your sales cycle with the buying cycle you’ve uncovered. Let’s look at some practical steps to make that happen. In my company, we've done activation workshops. They’re a great way of rallying people from multiple facets of the organization around the core [value proposition](https://www.productmarketingalliance.com/your-ultimate-guide-to-creating-a-value-proposition/). You want to share where the buyer’s need is, where your product’s strengths are, and highlight the intersection. From a marketing standpoint, you want to hit the right buyers with the right [campaign strategy](https://www.productmarketingalliance.com/boosting-your-campaigns-with-useful-marketing-automation-strategies/). You don't want to target people who are not going to be in the buying process; instead, you should prioritize the primary buyer. From a content perspective, you're looking at the top, middle, and bottom of the funnel. You want to have educational content that resonates with the [buyer's needs](https://www.productmarketingalliance.com/customer-needs-and-how-to-meet-them/) at each stage. Sales strategies and playbooks are critical too. We thought about every stage of the buyer journey and mapped our sales journey to it. It's an elaborate process, but it's worth the time. From there, you can really spoon-feed sales by having plays and strategies for every stage of the sales cycle. Try to bake in whatever [sales methodology](https://www.salesenablementcollective.com/what-is-a-sales-methodology/?ref=productmarketingalliance.com) your company uses to make sure your sales folks take full advantage of these strategies. You’ll also need to rethink your [sales](https://www.productmarketingalliance.com/sales-assets-choose-your-weapon/) and [competitive intelligence](https://www.productmarketingalliance.com/your-guide-to-competitive-intelligence/) assets. For instance, we had to change the way we positioned our competitive strengths to IT specialists versus operations managers because they each have different needs and priorities. Finally, think big! How can the insights you’ve gleaned from your persona research impact the company’s business strategy? Our buyer data was invaluable in helping us put forward the case that our company should take a platform route and focus more on developers. ### **Tip four: Don't sweat updating your personas** Continuously and incrementally updating your personas whenever you have the opportunity to speak with a buyer is a much better strategy than approaching your updates as a mega project. You don’t have to reinvent the entire wheel every quarter. ## **Getting segmentation right** Now let’s connect the dots and jump into [segmentation](https://www.productmarketingalliance.com/what-is-market-segmentation/). I’m going to talk you through my top tips for effectively [segmenting your buyers](https://www.productmarketingalliance.com/target-the-strongest-buyer-segments/). ### **Tip one: Choose attributes that matter** We've come a long way since the days of focusing exclusively on the number of employees and total revenue as a way to [segment our audiences](https://www.productmarketingalliance.com/customer-segmentation-unbounce/). These days, we should be thinking more about aspects like use cases, number of user seats, and complexity. Even though some of the banking software companies I’ve worked with are smaller, their use cases are often much more complex than larger organizations’ – that’s something we need to take into account. ### **Tip two: Segmentation can’t be siloed** You need to align segmentation across the company. Good segmentation does not start and end with sales. However, sales *is* the first team you want to segment your audience for. If sales aren’t involved, nobody's gonna care. Next, you want to turn to marketing; the segments your sales team are targeting need to align with their personas and demand strategies. On the other side of the equation, support is extremely critical as you go into segmentation. In our focus on signing deals, we tend to lose sight of this, but especially in large complex enterprise B2B products, delivering seamless implementation support is crucial, so you need support packages and models that are aligned with your segments. Of course, we have to invite product to the segmentation party too. Ideally, you’ll have distinct products for each segment. This, along with the segments you define for your sales team, is one of the most critical pieces of the segmentation puzzle. To avoid endlessly iterating and duplicating the same information, you may also want to look at a shared service model. This would encompass segments for your pre-sales teams, finance, legal, and any other departments that could benefit. From a resourcing standpoint, this is going to be much easier to scale. ### **Tip three: Only change your segments if buying patterns change** When there's consolidation in the market or people are trying to buy adjacent products, it may be time to change the way you look at your segments. However, in my corporate life, I’ve seen segments shift on the basis of more internal changes. That’s best avoided. Focus on what’s happening with your buyers, not within your own teams. ### **Tip four: Don’t rush to evolve your segments** It’s easy to get carried away with segmentation and rush to introduce new regions and verticals. I think it's important to really look at where the market is going and how your company is evolving, rather than just hyper-segmenting for the sake of it. It might not make sense to do vertical segmentation at this point. ### **Tip five: Make sure you understand each segment’s buying process** Now it’s time to bring your segmentation and personas together – this is where the magic happens. It can be extremely valuable to do buyer persona analysis by segment. The differences in buying patterns are often huge. An obvious example is companies with a low market share versus those with a high market share. In the former, people just go online and buy stuff; in the latter, there’s usually a highly sophisticated sales process with multiple committees making decisions. ## **Final thoughts** With that, I'm going to wrap things up with these three reminders: 1. Don’t overthink it. 2. Keep it real. 3. Make it actionable. ### Everything you need to know about Go-to-Market strategy URL: https://www.gotomarketalliance.com/the-go-to-market-hub/ Last updated: 2024-04-05T14:17:21.000Z ## What is Go-to-Market? Go-to-Market is the strategy that takes you from the first spark of an idea, to a successful product or feature launch and beyond, to the market success of your product. Put simply, it’s the process of launching a new product. But rather than approaching each launch as a new process, a Go-to-Market strategy is a defined process you’ve tailored for your business and can use time and time again. It’s a broad strategy that touches pretty much every aspect and function of your business. A defined [Go-to-Market strategy](https://www.gotomarketalliance.com/why-you-need-to-invest-in-go-to-market-strategy-2/) is repeatable, scalable and will help you launch more effectively. In this article, you’ll learn about the core teams involved, the stages of Go-to-Market and agile strategies you can adopt. And don’t forget to follow the links for more detail on the topics most relevant to you. ## Go-to-Market teams Every company functions differently, and this list could be a lot longer, but these are the core teams you need for a Go-to-Market strategy to function. ### Product **Product** teams combine market knowledge, business strategy and technical expertise to design and build products that solve customer problems and, ideally, plug a gap in the market. Product design is not a function that can happen in isolation, and bringing in a marketing lens early on in the process is hugely beneficial for strategic product design. For this reason, the product team tends to work closely with product marketers when it comes to Go-to-Market strategy. [Using customer feedback to improve your productAs many product marketers will testify, bringing a product to market is no piece of cake. From conducting market research and forming your personas to completing competitor analysis, you need to follow a long process, before unleashing your creation on the world.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/04/jason-goodman-vbxyFxlgpjM-unsplash.jpg)](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) ### Product marketing **Product marketing** is marketing with a product lens. Instead of building a product and then looking to see if it has a place in the market, product marketing prioritizes building products with market research, customer **pain points** and opportunities for **product market fit** at the forefront of your design process. If you don’t have a designated product marketing team, getting marketing input on the product stage is still incredibly beneficial. Sitting within the marketing team, product marketers are often viewed as bridging the gap between internal and external stakeholders. Product marketers can bring customer and market knowledge to the ideation stage of your Go-to-Market process, as well as being arguably the best placed to carry out **positioning, messaging, pricing strategy** and the **product launch** itself. Product marketers will lead all marketing activities before, during and after launch, but any PMM worth their salt will also have product insights and be instrumental in crafting your value proposition and effectively communicating with and educating teams further down the Go-to-Market timeline. Read more about: - [Positioning](https://www.gotomarketalliance.com/everything-you-need-to-know-about-product-positioning/) - [Messaging](https://www.gotomarketalliance.com/positioning-and-messaging-in-the-startup-space/) - [Pricing strategy](https://www.gotomarketalliance.com/how-to-choose-the-best-pricing-strategy-for-your-go-to-market-launch/) - [Product launches](https://www.gotomarketalliance.com/launching-success/) ### Sales enablement An effective Go-to-Market strategy depends on frontline teams being properly onboarded with product knowledge, **buyer personas** and customer pain points. If you want every step in your customer’s journey to be seamless, then sales reps need to know what's happened before they’ve got involved. **Sales enablement teams** make sure that your sales reps are up to scratch when it comes to all of this information and have everything they need to convert prospects into buyers. The leading responsibilities of sales enablement teams are onboarding reps, sales content creation, revenue enablement and sales KOs. Read more about: - [Sales enablement for Go-to-Market](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) - [Sales enablement tools](https://www.gotomarketalliance.com/its-time-to-invest-in-sales-enablement-tools/) - [Revenue enablement](https://www.gotomarketalliance.com/why-sales-enablement-is-the-key-to-sustainable-revenue-growth/) ### Customer success **Customer success** is too often overlooked, given they’re the most important team in your Go-to-Market strategy after a prospect becomes a buyer. It’s easy to think that once someone buys your product it’s job done, but that couldn’t be further from the truth. Customer acquisition is really expensive, whereas **retention** is cheap. Once you’ve a customer in, you want to keep them for as long as possible. Customer success ensures that a customer’s lifetime value (ie how long they’re a customer of your brand) is as long as possible. They achieve this by **onboarding customers** to get the most value out of your product and preventing **customer churn**. Read more about: - [Customer onboarding](https://www.gotomarketalliance.com/why-you-need-to-nail-your-customer-onboarding-process-and-how-to-do-it/) - [Customer retention](https://www.gotomarketalliance.com/our-top-five-tips-for-customer-retention/) ## Go-to-Market stages ### Ideation The **ideation** stage is when the product is developed, and the product roadmap and sales pipeline are planned out. It’s important to make sure that those leading on the Go-to-Market strategy have a working knowledge of the product at this stage, so they can think tactically about its value and how to achieve product market fit. Getting the **product roadmap** nailed down at this stage allows you to set expectations for the launch and communicate to stakeholders when they will be involved in the strategy. At this stage you’ll also need to decide: - Who your total addressable market are - Your buyer personas - The distribution model for your product - Your pricing strategy This will influence the work you do at the build stage. ### Build At this stage, your Go-to-Market team should be building out the assets you’ll need for your launch. This doesn’t just mean the launch day itself, but everything leading up to it. The strategies most associated with this stage are positioning and messaging. Positioning is literally how you position your product in the market. You’ll develop an internal positioning statement, which is used to communicate to your stakeholders the value of your product, the pain points it resolves, the type of customers (i.e. personas) you’ll be targeting and what sets this product apart from the competition. Messaging is guided by your positioning. This is the external tool that conveys everything you’ve defined in your positioning statement to your prospective customers. Messaging encompasses all of your marketing assets, such as social media, email campaigns, webinars and so on. This is also the time to be educating your frontline teams and making sure you have everything ready for launch. [The top ten examples of brand positioning, as voted by our teamGood positioning is all about knowing your target audience, understanding how you can make your product essential to them and finding that all-important product market fit. The intended effect? You graft your product onto a consumer’s life so effectively they can’t imagine living without it.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/03/toptenpositioningexamples.jpg)](https://www.gotomarketalliance.com/the-top-ten-examples-of-brand-positioning/) ### Soft launch An important but often overlooked stage, this is where you carry out **testing** of your product and launch assets to see if they’re hitting the mark. You should test internally first, then externally with focus groups or a selection of existing customers. If you find at this stage that your messaging isn’t resonating, or users are struggling to find value in your product, you have the opportunity to make adjustments before you commit to an expensive full launch. Learn more about testing here: [What beta testing is, how it’s done - and why you need to pay attentionA term originating within software development, beta testing plays a critical role in gaining feedback from users about a product and/or its respective features. Once this phase has been completed, the product in question is on the cusp of being launched amongst the target market.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/04/niklas-bischop-df3C-hSOFv4-unsplash.jpg)](https://www.gotomarketalliance.com/what-beta-testing-is-how-its-done-and-why-you-need-to-pay-attention/) ### Go-to-Market launch At this stage, all of your assets should be ready to go. Landing pages should be built, email campaigns set up. Everything is ready to go live at the flick of a switch. Your launch size will vary depending on the type and scale of your product. If it's a big flagship launch, you’ll want all hands on deck and a big splashy launch that grabs attention. For a smaller launch, you won’t want to expend that many resources. [The tiers of Go-to-Market launchesWhile you may assume bigger is better, when it comes to product launches this isn’t always the case. Effectively scaling a launch can make or break a company, so you have to be tactical or risk over launching, putting your budget, resources and customer retention on the line.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/06/tu-nguy-n-yW9DcLDYdMw-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-tiers-of-go-to-market-launches/) But whatever you do, make sure it’s consistent with your messaging and all launch assets go live at the same time. You don’t want to announce a product to customers, only for them to find it doesn’t yet exist on your website. Make sure you have everything ready for launch with our product launch checklist: [Your ultimate product launch checklistf you own your company’s Go-to-Market strategy you’ve probably got a lot of plates spinning right now. In the run-up to launch, there’re lots of tasks belonging to multiple teams that you have to make sure get done.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/11/productlaunchchecklist.jpg)](https://www.gotomarketalliance.com/your-ultimate-product-launch-checklist/) ### Post-launch There ain’t no rest for the wicked. Meaning, in this case, just cause the launch is over doesn’t mean your work is done. To make sure a product really finds its place in the market and stays there, you need to carry out post-launch activities. This will look different for different companies, but for a large launch, you’re looking at at least six more months of marketing activities. And of course, your customer success and sales strategies will be in full swing at this point. These are essential to keep new customers coming in and to convert casual buyers into advocates of your brand. The **customer journey** doesn’t end when a purchase is made, it’s actually only just beginning. Don’t overlook that. Learn more about post-launch activities here: [The biggest mistakes companies make post launch.Launch day means your job is done, right? Wrong. Post launch can make or break your Go-to-Market, but too many companies leave it up to chance.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/06/Product-launch-mistakes.jpg)](https://www.gotomarketalliance.com/the-biggest-mistakes-companies-make-post-launch-and-how-to-fix-them/) ## Go-to-Market strategy ### Cross-functional alignment You’ve probably picked up on the fact that a lot of different teams are involved in GTM. In the modern business world, increasingly made up of hybrid and remote teams, it’s harder than ever to make sure your teams are properly aligned. This doesn’t just mean working together, although it’s a good place to start. **Cross-functional alignment** is about ensuring that all your teams understand the overall business objectives, have access to the same information and know what the responsibilities of their fellow teams are. Misaligned work results in missed deadlines and wasted time, which you just don’t have room for in a successful business. Get everyone on the same page and speaking the same language, make sure your teams are transparent about their responsibilities and workloads AND remove any barriers to communication between teams that you can. Beyond this, it’s important to set a **business cadence** for meetings early on in your Go-to-Market strategy, to make sure your teams come together often enough to keep abreast of each other’s progress, but not so often that you’re wasting time. Build your own cross-functional Go-to-Market strategy with our *free* playbook: [The Cross-Functional Go-to-Market PlaybookDid you know only 33% of PMMs have a defined Go-to-Market strategy? At Go-to-Market Alliance, we don’t think that’s good enough. There’s a lot of confusion around what Go-to-Market is, who does it and how it benefits growth and revenue. We’re here to change that.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/11/GTM_Cross-Functional_GTM_Playbook_2022_Blog_.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) ### Go-to-Market motions Every Go-to-Market strategy has a driving force behind it; that driver is better known as a **motion**. The four main Go-to-Market motions are: - Product-led - Sales-led - Community-led - Content-led Whichever you choose for your GTM strategy, it should support your overall business objectives. Your motion will guide all your Go-to-Market activities, how you grow your customer base and your business model. To find out more about the Go-to-Market motions and how to choose the best one for your business and product, download your *free copy* of the playbook here: [The Go-to-Market Motions PlaybookGo-to-Market isn’t a one size fits all strategy. Done right, it’s dynamic. It’s agile. And most importantly, it’s built to support your long-term business goals. Motions are the building blocks of a GTM strategy that takes you closer to achieving your business objectives with every product cycle.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/03/GTM_Motions_Playbook_2023_Blog_Meta_.png)](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) ## Quick Go-to-Market index When you’re researching Go-to-Market strategies, there are some key terms you’ll come across time and time again. You can find definitions of those terms here. - **Buyer personas** Buyer personas are a tool to help you better understand your prospective customers. You identify the types of customers your product will appeal to, then research them and fill out a persona so you and your GTM teams can know how to sell to that customer type. Download the buyer persona template here: [The Go-to-Market Buyer Persona TemplateWith the Go-to-Market Buyer Persona Template, we’re taking the stress out of this process and giving you a strong starting point for your GTM process. Save time developing buyer interview questions, brush up your existing processes or get inspiration for your own frameworks.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/01/buyerpersona.jpg)](https://www.gotomarketalliance.com/the-go-to-market-buyer-persona-template/) - **Product roadmaps** Product roadmaps are a single source of truth, outlining the timeline and vision for a product. These are essential tools for your stakeholders to understand what their product strategy is working towards, what’s needed of them and what the priorities and challenges of their peers are. Learn more about product roadmaps here: [Why you need an outcome driven product roadmapa product roadmap can be so much more than a timeline. It can be an agile and strategic tool to help you not only keep up with a rapidly changing market, but to have the adaptability you need to get ahead of competitors.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/07/outcomedrivenroadmaps.jpg)](https://www.gotomarketalliance.com/why-you-need-an-outcome-driven-product-roadmap/) - **Sales funnel** The sales funnel allows us to understand the journey buyers go on. As with a real funnel, prospective customers are taken on a journey, ideally from their first introduction to your brand to being loyal advocates of your business to others. A Go-to-Market strategy is designed to try and move as much of your TAM (total addressable market) down the funnel as possible. - **Segmentation** Many customers make up your TAM, and they’ll have different pain points and priorities. By segmenting your customers you can tactically apply the right marketing strategies to the right segments. Common segments include age, geography, gender, and so on. Find out how to use segmentation to your advantage here: [How buyer personas and segmentation can supercharge your product marketing strategyIt gets tough to explain product marketing. Is it in product management? Is it in marketing? But if there’s one topic we all agree it belongs to, it’s personas and segmentation.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceBekka Nathan![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/03/personassegmentation.jpg)](https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/) - **Pain points** Pain points are the problems a customer has. Your job is to deliver products that resolve these pain points and to design a GTM strategy that effectively communicates how the product will do so. Learn more about pain points here. 👇 [Do you know how to use customer pain points to your advantage?Imagine the feeling of that inconvenient thing that’s been annoying you just a little bit every day. How much would you pay to get rid of it? The solution to that problem, that makes your days run smoother and your life easier, that’s what you want to be for your customers.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/01/customerpainpoints.jpg)](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/) - **Product market fit** Product market fit refers to having successfully found a gap in the market and plugged it with a product that consumers want. It’s hard to measure, and unfortunately, there’s no magic wand you can wave to achieve it, but if you have product market fit your product will be selling, you’ll have organic growth and your revenue will be going up. [How to scale with product-market fitIf you have a product-market fit, you’ve found a need in the market and you are fulfilling that need. Customers want your products and you can make a profit off of them. But, as we’ve said, the hard part is getting to that stage, and maintaining product-market fit once you’ve found it.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/07/productmarketfit.jpg)](https://www.gotomarketalliance.com/how-to-scale-with-product-market-fit/) - **Total addressable market** More commonly known as TAM, this refers to the total number of potential market opportunities for your product. Not everyone in the world will be interested in your product, it’s important to work out what your market opportunities are and focus on them, to make the best use of your resources. ## Go-to-Market resources As well as all the fantastic articles we have on Go-to-Market strategy, we've got podcasts, playbooks and reports to support you on your GTM journey. The content you need, in a format that suits you. Check out our other resources here: - **Go-to-Market Radio** is a curated collection of podcast episodes from across our sister communities. These episodes feature insights from experts across the GTM timeline, so whatever your role, there's something here for you. [Go-to-Market Radio.Welcome to the Go-to-Market Radio. Each week we’ll be bringing you unmissable episodes packed with insights and experience from GTM leaders. Go-to-Market Academy: helping organizations go-to-market better.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/01/GTM_Meta_3--1--1.png)](https://www.gotomarketalliance.com/go-to-market-radio/) - **GTM-FM** is our original, exclusive podcast. Hosted by Holly Watson, VP of Product Marketing at Amazon Web Services, this podcast dives deep into Go-to-Market strategy. Plus, we rap up each episode with actionable advice from our guests. [Welcome to GTM-FMWelcome to the official Go-to-Market Academy podcast. Join us as we get up close and personal with guests from across the C-suite and leadership to uncover their secrets for Go-to-Market success.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/02/GTM-FM-Channelart.png)](https://www.gotomarketalliance.com/gtm-fm/) - The **Go-to-Market Motions Playbook** is the latest in our series of in-depth strategy breakdowns. All our playbooks are free to download and offer unparalleled insights into GTM processes. [The Go-to-Market Motions PlaybookGo-to-Market isn’t a one size fits all strategy. Done right, it’s dynamic. It’s agile. And most importantly, it’s built to support your long-term business goals. Motions are the building blocks of a GTM strategy that takes you closer to achieving your business objectives with every product cycle.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/03/GTM_Motions_Playbook_2023_Blog_Meta_.png)](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) And before you go, don't forget to sign up to our newsletter **Generation GTM**, for brand new content delivered straight to your inbox. 👇 [Sign up now](https://www.gotomarketalliance.com/sign-up-to-our-newsletter/) ### Maximizing the impact of product messaging frameworks URL: https://www.gotomarketalliance.com/maximizing-the-impact-of-product-messaging-frameworks/ Last updated: 2024-04-19T12:19:34.000Z Product messaging frameworks, AKA message maps, come in all shapes and sizes. When you’re selecting your framework, ask yourself, “who is the intended audience” as this’ll determine whether you need something plain or fancy, poetic or technical. In this article, we’ll: - Reveal a product marketing expert’s preferred messaging frameworks, and her advice for using the framework - Share a product messaging framework and talk you through how to complete each section - How to develop your positioning, in preparation for creating your messaging - Discuss the most common points of failure and how you can avoid making the same mistakes **Tim Hinds, Product & Marketing at GrokSpark** has used lots of frameworks over the years and some of his favorites are: - Pain - Agitation - Solution - Feature - Benefit - Advantage - Jobs to be done It depends on the situation as to which is most effective, but they rarely work completely on their own and require combination and customization. One that he adapted from a few different frameworks for B2B Saas is: - **Challenges -** Do your products solve my problems? - **Outcomes -** What am I missing out on if I don’t solve those problems? - **Benefits -** What am I going to get from using your products that will help me solve my problems? - **Features -** What specifically in the product will give me those benefits? There’s no one-size-fits-all framework – though that would be nice. Most frameworks have a lot of stuff you don’t need. It’s important to acknowledge framework’s are always a work in progress. Don’t let perfection be the enemy of the good. When it comes to designing the messaging framework for your company, you don’t need to start from scratch. Top product marketers start out using a framework that somebody else has already used, test it out, and then readjust and tweak it to work for their company, business model, and process. Working on your desired frameworks will take effort and time, but once you’re happy with it and it’s signed off, you’ll be amazed at how easy it is for marketing collateral, website pages, and pitch decks to be created. ## Expert product messaging framework advice **Holly Watson, Senior Product Marketing Manager at Amazon Web Services**, enjoys messaging frameworks that take a holistic approach. She says: > “I always like to start at the brand level and make sure that I'm thinking about my nomenclature and taxonomy. What I mean by that is, when I look at the brand at large, I can start to see what our intention is from this 30,000-foot view. > “If I slowly start getting down into the nuances, how do I categorize that? And that's where your nomenclature and taxonomy come into play. Nomenclature is your dictionary, your guidebook. > “When I say ‘product’, what do I mean? When I say ‘feature’, what does that mean? When I say ‘benefit’, what does that mean? It's important, at least amongst the product marketing team, that you're aligned to those definitions. This might also seem something that's, ‘oh, we all know what a product is. We all know what a benefit is.’ But do you? > “I strongly encourage people to double-check that and double-check their nomenclature. Once you as a team have that established, go in and pressure test that against other teams. If your product management team agrees, do they see other ways of categorizing it? > “There are a couple of different ways that you can break that down. Once you have your nomenclature, though, your taxonomy comes into play, and you're able to stack rank and align.” > “Establish how your platform breaks down into specific products, which features are those products being supported by, and whether you need to divide into modules or even capabilities that are smaller than a feature. That type of taxonomy helps you see as a product marketer, opportunities to classify and categorize your story. > “The whole intention of messaging is to succinctly bring a prospect through the buying process and turn them into a paying customer. But not only a customer, a [customer advocate](https://www.productmarketingalliance.com/the-role-of-customer-advocacy-in-sales-and-support/), and a massive fan. > “As a product marketer, you have to tell that connected story to make sure that they're following this path throughout their journey.” > As we’ve alluded to previously, there’s no one-size-fits-all approach to messaging frameworks. What works for one company, may not necessarily work for another. > Having shared the pearls of her wisdom, Holly Watson then explained why the challenger sales framework is her ideal option: > “I like the challenger sales framework because it takes us more outside the market perspective. It says, “this is happening in the marketplace, that's going to change the way that you do work in the next few years.” > “If you don't make a change, today, you're going to be on a ladder, and you’re going to be behind the industry. It gives you a reason to act. But you need to set that up through solid stats, and thorough [market research](https://www.productmarketingalliance.com/why-is-market-research-important-in-product-marketing/). > “Those opinions should not be of the organizations, it should be from valid and trusted sources. This can come from things like Forrester and Gartner reports, and it can come from strong partners. > “Oftentimes, you're seeing things like Accenture or Deloitte, IDC is being quoted in these fashions because they're doing those big market research projects to get that that big picture view, those types of stats should help you influence that, why now, why our solution, which then helps you flip the script and say guess what we have? > “Here's where you can get into those categorizations of your different benefits. And then, of course, you want to end with anything that's going to support that. Do you have customer testimonials/[case studies](https://www.productmarketingalliance.com/what-is-a-case-study/), proof points and claims that you can back up? You then need to root yourself in different [use cases](https://www.productmarketingalliance.com/the-role-of-use-cases-in-product-marketing/).” ## What to consider when using the challenger sales framework Holly Watson endorsed the challenger sales framework, and also outlined what product marketers need to take into account, using iPhone as an example to accentuate her point: > *“If you decide to use the challenger sales framework, you need to ask yourself: how are we distinct, distinguishing between a benefit of our solution/our product versus a use case of our solution or product?* > *“Oftentimes, I see that these are blurred - there's not a distinct version of a benefit of our use case, and I strongly encourage teams to try to make these distinctions. A benefit is something that can be supported by features. So it's much more related to the product or service at hand.* > *“For example, iPhones have an endless app library that you can connect to, they have facial recognition and are backed by security with facial recognition or your pin of choice. Those are very distinct features of the iPhone, as well as the megapixels on the camera, and other features of the iPhone.* > *“You can roll those up into a bucketed statement of what a benefit is - again, this is very separate from a use case. A use case of the iPhone is that I get to stay connected with friends and family members on an easy-to-use iOS system that keeps my life organized.* > *“Your use cases are much more rooted in terms of the value that it's providing. So oftentimes for businesses, we're looking at use cases being related to how we're making and saving money, saving time, reducing risk, or providing some type of added benefit that's going to allow me to do more differentiated tasks.* > *“Benefits, again, are much more rooted in the product or service, and it can be backed by very clear, distinct features. Tying that all back to messaging, it should be how you look at your messaging framework and how you're creating the storylines.”* **Sara Din, VP of Product Marketing at Unbabel**, gave her perspective on the challenger sales framework: > “The challenger framework is a way of selling where the seller focuses more on painting a picture of an alternative world rather than frameworks like Sandler which are mostly focused on building relationships with the prospect. > “It’s all about challenging the prospect’s current status quo and getting them to think about alternative options where your product solves a problem they have. > “This method also assumes that by the time prospects talk to a salesperson, they have already done their due diligence in understanding what is out there and how your product works, and they’re only speaking to you because they need to be convinced to purchase. > “The narrative here is critical because first, it requires the seller to paint a picture of the world today and identify a problem with the current world. They then introduce an idea of a solution and introduce the hero - i.e. your product that can solve that problem. > “The challenger method is about building an emotional connection with the prospect and [using empathy](https://www.productmarketingalliance.com/elevating-your-gtm-strategy-with-empathy/). It’s also much more prescriptive where the seller acts as a subject matter expert and helps the buyer understand why they should buy (rather than focusing on the what). It also requires the seller to have a very clear [value proposition](https://www.productmarketingalliance.com/how-to-write-a-killer-value-proposition/) that’s highly tailored to the prospect’s [business case](https://www.productmarketingalliance.com/how-to-create-business-case-messaging/).” ## Product messaging frameworks ### How to complete a product messaging framework To get maximum impact from messaging frameworks, you need to start by thinking carefully about what you need to do. Then you must define it as a process. [Overhauling your company’s messaging](https://www.productmarketingalliance.com/how-to-know-when-its-time-to-update-your-product-messaging/) is not something that you or your team can tackle alone, or something you can do all in one go. It needs to involve people from several different departments and will take a long time to complete. We've spoken to product marketers within our community who’ve spent 4-6 months on their messaging overhauls. This process involved product marketing, sales, marketing, and product, as well as their leadership. You need to create different layers of messaging and usually, the first to be tackled is brand messaging, also known as core messaging and corporate messaging. If you work for a company that has lots of products or you have vastly different [buyer personas](https://www.productmarketingalliance.com/how-to-create-buyer-personas/), you may need more than one brand message. You might need messaging tailored to different departments or verticals. Begin by prioritizing the messaging you want to change, because it's unrealistic for you to think that you're just going to roll out a huge message overhaul in one go. You need to consider having phases and phase one should be your corporate messaging. If you have two or more personas who have a wide gap in how they need to be framed, you’re going to need different messaging documents for each, otherwise, you’re not going to be speaking to them in a way that makes them tick, relate, and act on what you’re saying. PMAs messaging framework is a great starting point. ![Prodcut messaging template](https://www.productmarketingalliance.com/content/images/2022/06/Product-messaging-template-fadeaway--1-.jpg) Keep in mind, this framework isn’t prescriptive. For example, if you’re managing multiple products you might have a portfolio message that sits at the top of your document. Alternatively, if you’re a start-up where things tend to be a bit more blurry to begin with, you might want to include corporate messaging at the top to make sure your corporate and product messaging don’t get mingled. ## How to develop your product positioning Before you begin using the messaging framework, you need to develop your product positioning, as your product messaging is an extension of this. [Here’s a framework to help you](https://docs.google.com/document/d/1GmwAWGgfo0hyfcUygXxrizTXMiyRJNA2rgsDYRWR8CI/edit?usp=sharing): ![Product positioning template](https://www.productmarketingalliance.com/content/images/2022/06/Product-positioning-template-fadeaway--2-.jpg) ### Value proposition Going back to the messaging template, the first field is your core [value proposition](https://www.productmarketingalliance.com/how-to-convey-positioning-and-value-proposition/). This is what often shows up on homepage headlines and is a clear, succinct statement of the unique value you offer customers. This should be closely tied to your [positioning](https://www.productmarketingalliance.com/how-long-should-you-spend-messaging-positioning/) and have one, clear focal point. Length-wise, you’re looking at around 10-15 words. For example, “Digit analyzes your spending and automatically saves the perfect amount every day, so you don't have to think about it,” and “Slack replaces email inside your company. Keep conversations organized in Slack, the smart alternative to email.” These might not be their value props word-for-word, but they’re almost certainly a flavor of it. ### Audience Next is your audience. This is a \* *brief\** background on the profile of the persona you’re targeting - note the emphasis on brief, this isn’t a place for you to repeat all the detail of your personas; you can link out to those documents to provide people with further reading. When you’re filling this field in, think about things like their personality, responsibilities, title, and role in the buying process, and don’t forget this is an individual, not a company or group of people. ### Elevator pitch Next comes your elevator pitch - this should be around one to two sentences and incorporate your value proposition. Here, you want to touch on what you bring to the table that your competitors don’t, and you can get this information by pulling the top one to two value points you decided on during your positioning work - that’s why it’s so important to start with the positioning exercise first. ### The ‘long description’ Then you’ve got the long description. This should be in the region of 100 - 200 words, give or take. In terms of use cases, this might be used in a boilerplate, sales email, or webpage intro. Again, this should include the value points uncovered in your positioning work, and then you should think about things like product details, headline benefits, an indication of who your target market is, and then some proof points. This’ll be things like the names of current customers or brag-worthy awards, product usage, or customer satisfaction stats. Here are a few tips to help make this bit as impactful as possible: **Tip #1:** Keep It Super Simple (KISS). Stay away from industry jargon and express your pitch as simply and purely as you can. They say in marketing copywriting you should write as if you were writing for a 9-10-year-old child, and that’s the same for your messaging, so write like you’d speak and imagine you’re writing for one person, not the masses. **Tip #2:** Run your pitch through the Readability and/or Hemingway apps to make sure they’re easily understood. This is kind of the same as tip number one, but it’s just another way to check you’re on the right track. **Tip #3:** Focus on what you want the recipient to remember after seeing the elevator pitch — i.e. which outcomes and emotions should they have? If you don’t write with the end outcome in mind, you won’t achieve it - it’s on you to pull those emotions out of people with your choice of words. ### Tone of voice Next up is your tone of voice. This one’s important because if someone from within the business modifies some of your messaging or starts their own from scratch, it needs to be consistent with everything else you’ve got out there. If you covered all bases in your persona research, you should have this information handy. It doesn’t have to go into heaps of detail here, just a top-line overview of which 3-4 adjectives describe your ideal voice. For example, formal, informal, conversational, punchy, in-depth, friendly, approachable, etc. It’s also a good idea to include some before and after examples of what the voice sounds like so everyone’s super clear on what they’re aiming for. ### Outcomes Up next are your outcomes; what can your customers achieve as a direct result of using your product or service? There are so many possibilities for this one depending on your product, but some examples might be that customers can manage all their integrations in one place, they can collaborate with external companies, or they can book a holiday without putting any deposit down, and so on. These outcomes should be listed in order of importance to your customers. The most important outcomes should be higher up than the less critical ones. Don’t guess with this, speak to your customers to get a feel for what the hierarchy should be. ### Customer requirements Following on from that are your customer requirements. These’re the needs that are essential to be met for your persona to convert. For example, this could be the ability for Slack to integrate with Intercom, or to be able to take high-quality videos on their phone. These are super important because it ensures other business areas, particularly sales, aren’t neglecting crucial conversion points. ### Value points Next, you move on to your value points - this is your approved wording for your top three to five points of value which, again, follows straight on from your positioning work. There are three handy pillars in the template, but if you’ve got more, just add them in, but we wouldn’t recommend going over five. The first thing you’re going to do for each pillar outlines the pain points this pillar solves. ### Product/feature benefits Next, is your product or feature’s benefits - how well do they resolve those pain points? Stick to 3-5 bullet points and focus these around your value and supporting benefits. Using our membership plans, here’s an example of what these two sections might look like filled in: ![Product/feature benefits](https://www.productmarketingalliance.com/content/images/2022/06/Outcome-pillars.png) ### Product or feature details The penultimate row is for your product or feature’s details. This outlines the parts of your product that are responsible for the benefits we just listed. In our case, that would be 100s of hours of product marketing presentations from senior-level product marketers, a hub packed with templates and frameworks, and access to product marketing mentors. In theory, you should have the same number of bullets for this row as the one above, as your product details should align with your benefits. ### Proof points Finally, you have your proof points. These are important in terms of validating everything else you’ve done in this exercise. Your word alone isn’t always enough to persuade people to buy; most people want some sort of evidence that you can deliver on what you’re promising them, whether that be in the form of a testimonial, [case study](https://www.productmarketingalliance.com/three-critical-components-to-consider-for-your-next-case-study/), or award, for example. Once you’ve completed this template and you, your team, and key stakeholders have approved all the wording, it’s time to turn your attention to the communication side of things again. To save going through the communication ropes twice, it might be a good idea to communicate your positioning and messaging work together. Here are a few tips when it comes to nailing your communication: **1\. Split your meetings by department** so you can tailor the agenda to meet your audience. Your sales team will use your positioning and messaging differently from your product team, for example, and if you make people sit through stuff that isn’t relevant to them, you run the risk of them tuning out. **2\. Go in hard with the benefits.** Everyone has their own objectives and KPIs so helping you hit yours falls off their agenda. Help them and you by letting them know how your positioning and messaging will help them do their job better and make their life easier. **3\. Provide your colleagues and customers with use cases.** For example, for sales, that might be in the form of “you can use our elevator pitch in follow-up emails to help reiterate the value the product brings.” **4**. **Circulate uneditable versions of your templates** to all relevant departments so they have it to hand whenever they want to use them. **5\. Check-in down the line** to see how people have found them. This’ll a) provide you with feedback that can be used in future iterations, and b) prompt people who aren’t already making the most of your templates to start. ## Roundup So how do you get maximum impact from your messaging maps? You need to always set realistic expectations. You need to be truthful, clear, and concise on the spectrum between what your product owners believe the product to do and the experience the customer will have in reality. And it’s our responsibility as product marketers, to tell the truth, and create realistic expectations that inspire confidence. You can make sure your messages are right on target and set the right expectations by listening to your customers and those who choose not to buy. [Win-loss interviews](https://www.productmarketingalliance.com/how-to-conduct-win-loss-interview-programs/) and client experience surveys provide great insight and details that you can use to make sure your messages are authentic, understandable, and manage expectations. If you hone your message to accurately set expectations, you can deliver on your valued promise and delight your customers. Too often firms are a bit too aspirational in their messaging, and their customers are left disappointed. You also need to secure buy-in from key stakeholders. You might have the best message maps in the world but if they aren’t used, you have just wasted lots of time. You want them to embrace what you’re proposing, not just review it, sign it off and forget about it. Stakeholders will have so much valuable knowledge that they can share, if you show them how important it is to the success of your organization, they’ll be behind you 100%. ## Common product messaging fails - and how to avoid making them yourself When it comes to the most common failures, messaging has a lot. A lot of people overcomplicate things. There are sentences that are way too long, they try to pack in millions of benefit statements, and their value proposition ends up being too long and complicated. To avoid making the same mistake, try not to be fearful about missing out on a benefit or missing out on a feature. Perhaps you’re not sure what’s going to land with a prospect, so you feel like you have to say all the things that are great about the product. If you do this, you’ll start confusing and overwhelming people, as there’ll be too much information to process. Your audience won’t be able to figure out what the core value is. The solution to this is to consult with someone who wasn’t on the messaging project, ideally a customer, and learns which parts you can afford to let go of. You can overcomplicate things by getting too technical and going too far down into the weeds. This is especially the case if you've got a super technical product. Again, this can make people struggle to grasp what you do or what your product is. Oftentimes, people use too much jargon and the copy can become too fluffy. Don’t fall into the trap of putting stuff in just because it sounds good. Marketing speak can alienate people. Ditch the words that are unnecessary. You need to understand where in the hierarchy you need to be messaging too. Fail to understand the different levels, and your messaging won’t have the desired impact. Let’s quickly run through the layers. The highest level is the brand level. It’s your company story and explains what value you’re offering as a company. You should know what your main pillars are and what the high-level company story is. Now for an earlier stage start-up, where you've got one product, that message is also the main value of that product; at this stage your value proposition will show them what they can expect working with you, and some key benefits. For a later stage company with more products, different solutions, use cases, and things like that, you've got the company level. This is high-level, its what this company stands for and delivers on through its collections of products and solutions. There's a layer below it at the product messaging level, where you’re focused on the value and the specific benefits of the product. There’s a layer even below that, into the technical side of things, getting more into the features, benefits, and specs of the product itself, that would go into sales enablement for example. So there are three levels. Sometimes people make the mistake of spending too much time up high at that lofty company level when they actually need to prioritize that product piece in the middle. Some companies are diving straight into that deeply technical bottom level when they need to first show the business value of the product. Understanding where in the hierarchy you need to focus your messaging is important. ### How to write a positioning statement for a product URL: https://www.gotomarketalliance.com/how-to-write-a-positioning-statement-for-a-product/ Last updated: 2024-04-19T12:20:05.000Z In our [B2D guide to product positioning](https://www.developermarketing.io/the-b2d-guide-to-product-positioning/), we touched on how to write a positioning statement for a product – but how do you actually create a good one? What are the elements to keep in mind to create a product positioning statement that works? Check it out: - What is a product positioning statement? - What is a unique value proposition? - Product positioning statement examples - How to write a positioning statement for a product - Product positioning statement template ## **What is a product positioning statement?** A product positioning statement is a brief statement that summarizes a product’s unique value proposition and helps set you apart from your competition. It’s basically a tagline for your product. In a simple sentence or two, you can make it clear what your product does, who it’s for, and why it’s special. It helps position your product in the minds of your customers. Product positioning statements help to guide both the development and marketing of your product, ensuring it’s aimed at the [right technical audience](https://www.developermarketing.io/the-different-types-of-developers/) and solves their problems in the best way possible. In short, a product positioning statement is a vital tool for any company or individual looking to create and sell successful products. --- [How to announce new features to drive product adoptionA feature without an effective announcement and user onboarding strategy isn’t a feature at all. It’s wasted dev time and a layer of complexity for your users.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AlliancePulkit Agrawal![](https://www.developermarketing.io/content/images/2022/06/nick-fewings-1SsUquHPNT8-unsplash2.jpg)](https://www.developermarketing.io/how-to-announce-new-features-to-drive-product-adoption/) --- ## **What is a unique value proposition?** Before writing a positioning statement, you must know what’s unique about your product, app, SaaS, API, SDK, etc. How does it differ from the competition? What are its unique selling points? And how can you condense that information into a statement? A unique value proposition (UVP) can help with that. This is a concise statement that describes what your product offers to your customers, and why they should choose you instead of your competitors, while a product positioning statement is a type of UVP that targets a specific persona or data segment. Find out more about [creating the best unique value propositions](https://www.developermarketing.io/your-ultimate-guide-to-creating-a-value-proposition/) in our blog. In the meantime, remember this proposition should be straightforward, A/B tested if possible, tweaked regularly, targeted at a specific audience, and include what makes your product different. 💡 If you’re stuck when trying to create your unique value proposition, Steve Blank has a little formula that can make all the difference: “****We help** \[X\] ****to** \[Y\] ****by** \[Z\]” ## **Product positioning statement examples** Want to be inspired? Check out these positioning statement examples from global brands: ### **Wistia** *“Create, host, market, and analyze the impact of video—all with Wistia’s video marketing platform.”* **Why it works**: it showcases how customers don’t have to leave their platform, as everything can be done there, from video creation to hosting. ### **Airhouse** *“Airhouse helps direct-to-consumer companies get orders from factory to front door. Sync your shop, send inventory, and you’re all set.”* **Why it works**: it highlights the company’s market focus (direct-to-consumer) without leaving any doubts of what they do. So, the target audience is clear, as is what makes the service unique, with emphasis on how simple everything is. ### **Mailchimp** *“Mailchimp is an all-in-one Marketing Platform for small business. We empower millions of customers around the world to start and grow their businesses with our smart marketing technology, award-winning support, and inspiring content.”* **Why it works**: the statement showcases Mailchimp as a comprehensive service for small businesses, making it clear who the audience is while leaving room to add new services if they wish. --- [The secrets of compelling messaging and effective product positioningFor developer marketers, making sure that their product is connecting with the right audience is crucial. Messaging and product positioning matter.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceLawrence Chapman![](https://www.developermarketing.io/content/images/2022/07/speech-balloon.jpg)](https://www.developermarketing.io/secrets-of-compelling-messaging-and-effective-product-positioning/) --- ## **How to write a positioning statement for a product** Product positioning statements are often used internally, so it may not even see the light of day – however, it’s still important to make it as accurate and representative of your product as possible (and include how it can meet the needs of developers). A good positioning statement for a product should, as the name indicates, position it in relation to your competitor’s products. Steps to write a positioning statement for a product: 1. **Identify your target audience** – who are your customers and where do they [hang out](https://www.developermarketing.io/where-do-developers-hang-out/)? 2. **Understand devs** – this means [developers’ pain points](https://www.developermarketing.io/5-developer-pain-points-backed-by-dev-marketing-pros/), emotions, needs, etc. 3. **Check what your competitors are up to** – what are their statements? Have you spotted any opportunities? 4. **Define your unique value proposition** – make sure it highlights what makes you different from your competitors. 5. **Use clear language** – this way, there’s no room for interpretation. 6. **Keep it simple and short** – avoid the use of [jargon](https://www.developermarketing.io/developer-marketing-101-the-top-terms-you-should-be-aware-of/) and don’t be long-winded! 7. **Focus on value** – keep in mind your product’s benefits and the value it adds to the customer, not just the product features. 8. **Test** – if you have the chance, A/B test your positioning statement and choose the iteration that resonates better with your [developer persona](https://www.developermarketing.io/the-complete-guide-to-developer-personas/). 9. **Revisit the statement** – nothing ever stays the same and your product, your company, your brand, the market, your competitors, etc., can change too. So, tweak the positioning statement as needed. It’s challenging to condense a good amount of information in a couple of sentences or a short paragraph, but we hope these steps help! ## **Product positioning statement template** If you’re struggling to get words down, Geoffrey Moore, an American management consultant and author, created a solid template you can use to write a positioning statement for a product: *“For (target customer) who (statement of the need or opportunity), the (product name) is a (product category) that (statement of key benefit – that is, compelling reason to buy). Unlike (primary competitive alternative), our product (statement of primary differentiation).”* ### What is Competitive Intelligence in Marketing? URL: https://www.gotomarketalliance.com/what-is-competitive-intelligence-in-marketing/ Last updated: 2023-07-25T17:08:45.000Z Competitive analysis refers to the process of identifying your competitors and analyzing their strategies. The goal is to gather as much intelligence as possible so that you can find out your competitor’s strengths and weaknesses in order to develop an effective go-to-market strategy to gain a competitive advantage. **[SCIP (Strategic and Competitive Intelligence Professionals) Executive Director Cam Mackey](https://klue.com/blog/cam-mackey-customer-experience-suffers-without-competitive-enablement)** defines the process as: > *“A discipline that enables organizations to reduce strategic risk and increase revenue opportunities.”* Needless to say, competitive intelligence research is an invaluable process for any product marketing team. When conducted properly, it can greatly enhance your workflow and unearth vital competitive insights. These can help you: - Spot gaps in the market - Stay ahead of the competition - Improve your products and services with comprehensive market research - Meet demand and price accordingly - Make more informed decision-making - Support your sales team - Improve resources such as battle cards. It’s important to pay particular attention to your competitor’s announcements and keep up-to-date with announcements relating to a product, partnership, merger, or acquisition. Furthermore, customer reviews are also a great source of intel when you’re trying to learn more about a rival product. They’re often available to the public and serve as a visualization of what your target audience is looking for in a product. Here are the key questions you want to be able to answer when you’ve conducted market intelligence and fulfilled the data collection process. 1. What is your competitor's strategy, and more importantly, how can you apply your findings to enhance strategic planning, and make smarter business decisions that’ll appeal to your target audience? 2. What have they already done to effect that strategy that’s visible in product announcements, social media channels, webinars, press releases, marketing messages, acquisitions, statements, etc.? 3. Where might they head next if they were continuing that strategy, and how might I get ahead of it? 4. Which actionable insights can I transfer to the internal marketing team to improve business strategy? Executive teams, and communications teams, require market intelligence to support the delivery of high-level strategic decision-making. To help you answer these three questions, we're about to take you through: - Why you should use competitive intelligence - How to conduct competitive intelligence - How to compare yourself to the competition ## What is competitive intelligence? Competitive intelligence is the practice of gathering and analyzing information relating to an organization’s competitors and using these insights to create a competitive advantage. This tactic helps businesses to understand their competitive landscape and the opportunities and threats that might be present. [Competitive intelligence 101In this article, I’ll discuss the process of prioritizing, defining, and researching competitors through the lens of Formstack.![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceClint Buechler![](https://www.productmarketingalliance.com/content/images/2021/02/ran-berkovich-kSLNVacFehs-unsplash--2-.jpg)](https://www.productmarketingalliance.com/competitive-intelligence-101/) ### What is the difference between marketing intelligence and competitive intelligence? Marketing intelligence focuses on understanding customers and their actions. This makes marketing intelligence a client-focused activity that may involve understanding your customers and creating [user personas](https://www.productmarketingalliance.com/your-guide-to-personas/). Competitive intelligence on the other hand is focused on what your competitors within the market are doing. This involves collecting and analyzing data to find key insights into a competitor's decision-making and find opportunities and risks in the business environment. ### What is competitive pricing intelligence? [Competitive pricing intelligence](https://www.productmarketingalliance.com/how-competitive-pricing-intelligence-can-increase-revenue/) is a strategy used by organizations to track the price and performance of competing products on the market to determine how to make informed pricing decisions. ## **What are the common types of competitive intelligence?** Competitive intelligence isn’t all equal - there are two main types: tactical and strategic. Tactical competitive intelligence deals with more short-term issues such as increasing profits, whereas strategic activities help with long-term issues such as key opportunities and threats. ## **Which teams are responsible for competitive intelligence?** In the [2021 Competitive Intelligence Trends Report](https://www.productmarketingalliance.com/the-2021-competitive-intelligence-trends-report-has-arrived/), we explored who is responsible for the CI function to decipher which department owns the process and understand *who* is responsible in most cases. Most product marketers surveyed ****(78.6%)** indicated that they are responsible for competitive intelligence at their company. The undoubted value of a dedicated CI team is being recognized, with ****11.4%** of respondents saying they have a specialist team who owns the process. ![In the 2021 Competitive Intelligence Trends Report, we explored who is responsible for the CI function to decipher which department owns the process and understand who is responsible in most cases. Most product marketers surveyed (78.6%) indicated that they are responsible for competitive intelligence at their company.](https://www.productmarketingalliance.com/content/images/2022/01/Who-is-responsible-for-competitive-intelligence_.png) ****Adam Houghton, VP of Success at Klue**, gave an insight into how the company’s client success team sync with PMMs across the board, and some of their common findings: > *“Our Client Success team works closely with thousands of product marketers across multiple industries and company sizes.* > *"There’s a common thread we tend to see - understanding how they differ from competitors and where they fit in their market landscape is critical to success - not only for [positioning](https://www.productmarketingalliance.com/your-guide-to-positioning/) and [messaging](https://www.productmarketingalliance.com/your-guide-to-messaging/) to empower revenue teams to win, but to help drive product direction and strategy across the organization.”* [How can you create a culture of competitive intelligence at your company?To learn more about creating a culture of competitive intelligence (CI) within your organization and using it as a catalyst for collaboration, Erik Mansur, VP of Product Marketing at Crayon, sat down with Patrick Wall, Head of Competitive Intelligence at Imperva.![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceLawrence Chapman![](https://www.productmarketingalliance.com/content/images/2022/05/building-a-culture-of-competitive-intelligence--1-.jpg)](https://www.productmarketingalliance.com/how-can-you-create-a-culture-of-competitive-intelligence-at-your-company/) ## Why should you use competitive intelligence? Competitive intelligence enables you to learn from your competitor’s mistakes and strive to improve in areas where they may be better than you. Conducted properly competitive analysis will help you: - Develop new products and features, - [Identify gaps in the market](https://www.productmarketingalliance.com/8-ways-to-identify-opportunities-in-the-market/), - Uncover trends, and - Market and sell your product more effectively. Competitive analysis helps you develop a deeper understanding of market dynamics so you can find the best way to reach your target customers. The information you gather will also help you develop and/or adjust your Go-to-Market strategy so it’s as effective as it can possibly be. [Everything you need to know about Go-to-Market strategiesLet’s assess your current situation: you’ve had your eureka moment, your killer idea’s smashed through the confines of your mind and landed in the lap of your stakeholders.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceLawrence Chapman![](https://www.productmarketingalliance.com/content/images/2020/09/PMA_Framework_Graphics_10.jpg)](https://www.productmarketingalliance.com/everything-you-need-to-know-about-go-to-market-strategies/) [How to craft KPIs for a killer competitive program“Does anybody think the product marketing role is kind of a scam? No, of course not, but a competitive program is something to show how we add value because oftentimes it’s somewhat of an echo chamber that we have to prove our value.”![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceNikhil Dhingra![](https://images.unsplash.com/photo-1520697830682-bbb6e85e2b0b?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.productmarketingalliance.com/how-to-craft-kpis-for-a-killer-competitive-program/) ### The importance of competitive intelligence in product development A CI manager at Consensus Point and Cipher shared some insights into the importance of competitive analysis in product development. My experience as a CI manager taught me the importance of conducting a wide market analysis to assess each player’s strategic positioning and in doing so, I uncovered a major competitor not mentioned in the report. Upon deeper investigation, I understood that the competitor had begun product development two years earlier and was soon to release the product. Due to the competitor’s strong product, position, and status - this was a true game changer. Once management was informed, the company decided to switch product focus and in hindsight saved millions by discovering CI insights. I often wonder how things would have been different without the use of CI. [Competitive intelligence at the speed of DevOpsIn this article, I’ll discuss competitive intelligence as a startup framed in my experience at GitLab, how it affects overall marketing, and share the tools, techniques, and resources we used to get CI information across the DevOps lifecycle.![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceClinton Sprauve![](https://images.unsplash.com/photo-1481597262637-0545b18186ea?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDEyfHxzdXJ2ZWlsbGFuY2V8ZW58MHx8fHwxNjI0NDQxMzA1&ixlib=rb-1.2.1&q=80&w=2000)](https://www.productmarketingalliance.com/competitive-intelligence-at-the-speed-of-devops/) ## Competitive intelligence challenges There are a variety of [challenges](https://www.productmarketingalliance.com/common-challenges-when-gathering-competitive-intelligence-2/) that can block competitive intelligence in your organization. This can stop you from reaping the rewards of CI. Here are some challenges that PMMs face: > *“At my company, there aren’t enough resources. I’m the only PMM.”* > *“There are a few areas I’m struggling with. I find it difficult to complete an apples to apples comparison, while it’s also tough to find pricing, hard to distinguish what a company does from their marketing hype.”* > *“We struggle with focus and prioritization. Most of the players in our space are not competition. Our offerings are not comparable and our target customers are not the same. We mistake everyone in the industry as potential competition."* > *“We have no budget and insufficient time to do it all manually. There are so many internal requirements for different information.”* > *“In the AdTech industry, your competitors can be your frenemies. So it is sometimes difficult to pick out your exact competitors.”* > *“There are too many methods and tools you need to apply to gather the same information.”* To help you overcome these problems and many more, check out our [competitive intelligence course](https://certified.productmarketingalliance.com/p/competitive-intelligence-certified/). [Competitive Intelligence Certified | MastersLearn how to stay 10 steps ahead of the competition, and convert more customers into advocates.![](https://process.fs.teachablecdn.com/ADNupMnWyR7kCWRvm76Laz/resize=width:32,height:32/https://www.filepicker.io/api/file/qWBUUeIwSaa5ORwBLiWN)Product Marketing Alliance![](https://www.filepicker.io/api/file/RQpAzstiR1aPmxIkGEl3)](https://certified.productmarketingalliance.com/p/competitive-intelligence-certified?%5Fga=2.248762247.1609743061.1659519077-68587397.1654091384&%5Fgl=1%2A1ujcs56%2A%5Fga%2ANjg1ODczOTcuMTY1NDA5MTM4NA..%2A%5Fga%5FKVYRMDNSEY%2AMTY1OTYwNDk2OC43MC4xLjE2NTk2MDUyMTMuNjA.) ## What are the goals of competitive intelligence? There’s nothing worse than failing to learn from other people’s mistakes, and as we mentioned before, thorough competitive intelligence will show you exactly what your competitors have done wrong, paving the way for you to benefit from their shortcomings. While the benefits and goals of competitive intelligence will vary from brand to brand, here are some of the core reasons to embrace the process and delve into the activities of your competition. ### Spotting gaps in the market There’s no doubting consumers will always be attracted to something new, that isn’t available in other areas of the market - it’s part of consumerism, and this will never change. Making an existing product and pitting your wits against another company, and fighting for customers’ attention is extremely difficult. However, conducting competitive intelligence not only reveals what’s already available but also how you can fill a gap in the market with a brand-new product nobody else is offering. Sportswear manufacturers Admiral executed this to perfection in the 1970s. Following the success of the England soccer team at the 1966 World Cup, owner Bert Patrick scoured the market and identified a gap in the market for replica team shirts. The company would go on to produce shirts for the likes of Manchester United, Arsenal, Tottenham Hotspur, and the England national team, with the likes of Adidas and Umbro, soon jumping on the bandwagon. In using competitive analysis, Admiral spawned an industry worth billions to the sports industry, annually; the perfect testament to the benefits of keeping an eye on the ball. No pun intended, honest. ### Improve products and services A pessimistic may say, ‘there’s no such thing as perfection’, but product marketers adopting a more optimistic stance would argue competitive intelligence can serve as the ideal way to aspire to achieve more or less the same thing. Although mistakes are somewhat inevitable when making a product, or putting a new service together, (let’s face facts, we are human, after all), the shortcomings of other companies can’t be acted upon if you don’t know about it, which is all the more reason to scope out your competition, spot their flaws, and pounce the minute you get the chance. ### Meeting demand and pricing accordingly Competitive analysis also allows you to use the services being provided by your competitors as an indication of how market trends are emerging. For example, research into product sales can provide insight into what customers in the field want, and don’t want, at any given time. This can be used during your product development phase to ensure you’re not promoting products unlikely to prick the interest of your target market. Similarly, price is always a key driver behind whether a prospect converts into a customer, or whether they decide against making a purchase. Researching market trends will give a clear indication of how much money someone is willing to spend on a product; introduce a price that’s too low, and not only could you lose out financially, but you could also risk devaluing your product. Similarly, if you price too high, this can drive away customers, and thrust them into the grateful arms of other companies. Use your competitors as guinea pigs, and analyze their strategy to inform your decisions, never make an impulsive decision. Ultimately, there’s no doubt competitive intelligence can benefit your company. We'd go as far as saying it’d be pretty ignorant to think no lessons can be learned from those you’re competing with. But before you can reap the benefits, you need to consolidate your understanding of exactly who your competitors are. --- Crayon, a market, and competitive intelligence company, share the benefits of competitive intelligence with each team at your organization. ### Benefits for your executives "Your executives have a lot on their plates, but they need competitive intelligence insights to effectively steer the organization. While they might not be the ones acting on the insights, they want to have a view of the competitive landscape so they know what their teams are focused on. When you deliver insights to an executive, [follow these tips](https://www.crayon.co/blog/how-to-deliver-competitive-intelligence-to-executive-leadership) for making sure they’re getting the most out of the data." ### Benefits for your marketing team "The information you gathered about your competitors’ marketing efforts, whether that be content marketing, events, social media, messaging, or A/B tests, can be used to improve and implement new marketing initiatives. "In collaboration with the product team, your product marketers can craft stronger messaging to assist with upcoming product launches, website copy, and collateral for your whole organization." ### Benefits and objectives for your sales team "The information you gained about your competitors’ pricing, sales teams, and products can be used to improve your [sales collateral, demo scripts, and sales processes](https://www.crayon.co/blog/12-types-of-sales-enablement-materials-to-win-more-deals). If you turn the information you gathered into sales battle cards or competitor profiles, your sales team will be well equipped with the information needed to turn competitor intelligence into revenue won. "The data that you arm your sales team with can give them the competitive edge they need to better handle competitive objections throughout the sales process and win more competitive deals." ### Benefits and objectives for your product team "Gathering information about your competitors’ products from [their websites](https://www.crayon.co/blog/why-and-how-to-track-website-changes-on-your-competitors-websites), customer reviews, and online forums is a great way to improve your own products. Knowing the specs of your competitors’ products, how they work, and what people like (or dislike) about the solutions can help your product team iterate to make your product even better. "There are many [tools that you can use ](https://www.crayon.co/blog/8-market-research-tools-that-every-analyst-should-explore)to assist with gathering intel and analyzing your competitive landscape. There is a lot of valuable data on the internet about each of your competitors, and with the right resources, you can seamlessly integrate competitive intelligence into your existing business strategy. "If you follow these steps, you can pull out key pieces of intel, communicate it to your team, and derive value from the data you gathered during your competitive intelligence process. "[Understand who are the market leaders, who is controlling the conversations, and who is up-and-coming in your industry. Request a free competitive landscape report.](https://www.crayon.co/free-competitive-landscape-report)" ## **How often should competitive intelligence be conducted?** So, now you know what competitive intelligence is, and how to conduct the research, you may be wondering *when* you should be completing the exercise. Competitive intelligence is a continual job, and honestly, there’s no definitive answer to how often it should be carried out; the frequency will vary depending on how many companies you’re scouting. Competitor research may be conducted weekly, bi-weekly, or monthly, depending on individual circumstances. However, what we can say is leaving it longer than once a month isn’t advisable. After all, the market and the behaviors of your competitors are always changing, and you could well be left behind. It’s also important to note your stage in the cycle should also influence when you conduct your research into the competition. For instance, if you’re launching a new product, or making improvements to an existing service, you need to make sure you’re completing competitive intelligence. ## **Making competitive intelligence actionable for product marketing teams** ****Q: How do you make competitive intelligence useable for your team? I'm curious about tools or processes that have enabled your teams to effectively understand both high-level and detailed competitive intelligence.** > *“Slide deck presented in a lunch and learn format, and Ask Me Anything; mix of high level and granular. People can come to you individually for deeper dives.”* ****Yuting Chu, Digital Product Manager at CrowdDoing** > *“Useful deliverables: External - one slide for customers showing where you are better (tick marks vs crosses). Internal - two-page battle card with strengths, weaknesses, how to attack, etc.”* ****Anatolii Lakimets, Senior Product Marketing Manager at Bold** > *“Sales will be focusing on individual deals and their territory - product marketing can add value by looking more broadly at trends and collating to give a larger picture. We tackle market intelligence a few ways at my company:* - **Maintain battle cards for tier 1 competitors, quick SWOT analysis for tier 2 and emerging competitors, and quick readouts of competitor news (investments and acquisitions, product updates, etc) analyze closed opportunities each month for win/loss, and do a quick recap on Slack to build interest in our market position.* - **Build an overview of key competitor analysis for new hires with a picture of where we win/they win.* - **Run workshops with sales to analyze recent deals, to get them to talk to each other and share insights. E.g. how to spot a competitor, what traps they leave for us when to walk away.* - **As we build up a better picture of our competitors we create assets such as one-pagers to show reasons to choose us vs them. It’s not a feature comparison or checklist but we highlight our pricing strategy and how that helps customers to grow with us, for example.”* ****Louise Dunne, Product Marketing Manager at Linnworks** > *“Table with comparison by features and pricing. Newbies onboarding and testing. Bi-weekly meeting about the news and competitors. Chat in the Slack or Telegram for hot news, questions, and updates.”* ****Alexandra Kulachikova, Product Owner (ML-based SaaS for B2B) at Semrush** > *“In my experience, sellers want very straightforward competitive materials. Our battlecards are built in Crayon and integrated to live in Highspot with the rest of our collateral. They consist of:* - **Quick dismisses (< 10-word responses when a competitor is mentioned)* - **Long-form content for emails* - **Shareable collateral (G2 grids, case studies, etc)* - **A feature comparison* - **Negative customer reviews (from G2 and TrustRadius)* > *“Our executive team gets a monthly newsletter summarizing competitive product changes, acquisitions, funding, pricing updates, employee headcount changes, and competitor mentions (tracked via Chorus).* > *“Product managers get semi-annual reports based on the products that they own. In the reports, we include information from analysts, NPS, win/loss reviews, and survey responses that help them better understand what to prioritize for their roadmaps.”* ****Andrew McCotter-Bicknell, Product Marketing Manager at ZoomInfo** [Competitive intelligence 101In this article, I’ll discuss the process of prioritizing, defining, and researching competitors through the lens of Formstack.![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceClint Buechler![](https://www.productmarketingalliance.com/content/images/2021/02/ran-berkovich-kSLNVacFehs-unsplash--2-.jpg)](https://www.productmarketingalliance.com/competitive-intelligence-101/) ## How to conduct competitive intelligence First of all, you need to divide your competition into two groups: direct and indirect. ### Direct and indirect competitors A direct competitor is a business with a product or service similar to yours, which operates in the same geographic location. An indirect competitor provides products that aren’t quite the same but could meet the same customer need or solve the same problem as your product. If you’re comparing your brand, it’s important to focus mainly on your direct competitors. However, this doesn’t mean you should completely drop your guard around indirect competitors, they could quite easily become direct competitors in a very short space of time. ### Get to know your competitor’s company Use your competitor’s founding date, fundraising rounds, and employee count as a benchmark against your own growth. If your company’s been around for two years, where were your competitors at the same age? How fast was their growth? How much revenue did they generate? You can find this information on websites like LinkedIn, AngelList, Crunchbase, and Owler. You can also use this data to set goals and projections for the year. It’s not easy to find out information on market share, but it’s something that’s worth looking into. Big companies spend millions investigating competitors, we know that’s not a viable number for the majority of SaaS companies or start-ups, but there is a way you can get a ballpark figure without spending a ridiculous amount. Conduct a survey with a decent sample size of respondents and ask them which solutions or tools they’re currently using, if the same products or companies keep popping up you've got a solid estimation of their market share. ### Get to know competitors’ products You'll need to analyze your competitor's complete product line along with the quality of the product or services, looking at the competing product’s strengths and weaknesses. How do customers perceive your competitor’s product design, quality, and price Make a list of your competitor’s core product features and compare them to your own, looking at which features your competitors offer that are unique to their product. How do your same features measure up? Look at pricing and whether or not they’re offering discounts to users. Ask yourself the following questions: - How are the products distributed? - Which methods are used to differentiate products from competitors? - Does the company offer a budget or premium product? - How do customers perceive the product’s design and quality? - What are their customers’ needs? - Is their online pricing different from their in-store pricing? Check out our [members area](https://www.productmarketingalliance.com/templates-and-frameworks/) to unlock the competitive intel checklist below. ![](https://www.productmarketingalliance.com/content/images/2020/08/Competitor-intel-checklist--1-.jpg) [How do product marketing leaders influence competitive intelligence?Our State of Product Marketing Leadership Report 2022 addressed the role of leaders in competitive intelligence. Here, we focus on the influence they’re having on the process.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceLawrence Chapman![](https://www.productmarketingalliance.com/content/images/2022/04/How-do-product-marketing-leaders-influence-competitive-intelligence-.jpg)](https://www.productmarketingalliance.com/how-do-product-marketing-leaders-influence-competitive-intelligence/) ### Check out their marketing methods Scoping out your competitor’s website is the easiest way to gauge their marketing methods. Do they publish regular blog content? Do they make Vlogs? Podcasts? What advertising campaigns are they using? Is there an FAQ section? Look at the company’s about us page, What story are your competitors telling customers? How do they position their product? How do they describe its value proposition and benefits? What’s their tagline? As well as products and marketing, it’s important to research other areas, including: - Sales tactics - Content strategy - Customer success approach - Social media presence You’ll want to look at the kind of topics they cover on the blog and how their customers engage with it. Are they commenting? Sharing? Liking the content? [How to conduct a social media competitive analysisA social media competitive analysis is a key component to developing a successful social media strategy. In fact, it’s one of three elements that feed any strategy that I develop for clients. But what is a competitive analysis and how do you conduct one?![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceAventi Group![](https://www.productmarketingalliance.com/content/images/2020/07/scott-graham-5fNmWej4tAA-unsplash--1-.jpg)](https://www.productmarketingalliance.com/how-to-conduct-a-social-media-competitive-analysis/) And, to help speed up your shortlisting process, we put together a tried and tested list of competitor intel tools, personally recommended by product marketers. ## Is enough PMM budget spent on competitive intelligence tools? Whether it’s an awesome [product launch](https://www.productmarketingalliance.com/what-makes-a-successful-product-launch/), [compelling messaging](https://www.productmarketingalliance.com/how-to-avoid-messaging-positioning-mistakes/), or [essential sales enablement assets](https://www.productmarketingalliance.com/which-teams-create-sales-enablement-assets/), investment plays an essential role in the success of every facet of product marketing. Which prompts the million-dollar question: is enough money being spent on [competitive intelligence](https://www.productmarketingalliance.com/how-to-collect-and-share-competitive-intelligence-results/)? In our follow-up report to the 2020 write-up, [Competitive Intelligence Trends Report 2021](https://www.productmarketingalliance.com/2021-competitive-intelligence-trends-report/), we asked our crop of PMM experts how much budget is allocated to competitive intelligence at their companies, and it was encouraging to see ****62.3%** of respondents indicated their orgs are setting money aside to support the function. ![ 62.3% of respondents indicated their companies are setting money aside to support competitive intelligence.](https://www.productmarketingalliance.com/content/images/2022/03/Competitive-intelligence-budget.png) ****Chris Owen, Director of Product Management at Saviynt**, explained how the company used existing data to incentivize company executives to invest in a competitive intelligence program: > *“The first thing we did at Saviynt was targeted the exec team with the concept of a CI program, asking how we can stretch our competitive landscape from 1 to 40.* > *“By starting with the data we have in Salesforce, and broadening that to the other software areas in which we exist, we were able to predict how much we could increase our win rate by targeting certain competitors. That really incentivized them to move forward with a CI solution.”* ### Competitive intelligence tools As highlighted in the [Product Marketing Tools of Choice](https://tools.productmarketingalliance.com/), there are plenty of competitive intelligence tools available. Here are the top 9 [competitive intelligence tools](https://www.productmarketingalliance.com/19-of-the-best-competitive-intel-tools-for-product-marketers/): - Klue - Google - Crayon - Gong - Google alerts - Gartner peer insights - SEMRush - Slack - Chorus ![](https://www.productmarketingalliance.com/content/images/2022/08/image.png) ## ## How do you compare your competitors? It’s really important to establish an internal baseline before you compare your competition. Look at your sales, business, and marketing methods through the same lens you’d view your competitors. Record the information and use this to compare across the board, the information you gain can also be really helpful when the time comes to perform a SWOT analysis. [How competitive pricing intelligence can increase revenueNo-one likes talking about money, least of all your competitors. In this article, we go through how you can gather competitive pricing intelligence to optimize your product marketing strategy.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceCharley Gale![](https://www.productmarketingalliance.com/content/images/2022/02/fabian-blank-pElSkGRA2NU-unsplash-2-2.jpg)](https://www.productmarketingalliance.com/how-competitive-pricing-intelligence-can-increase-revenue/) ### What is SWOT analysis? If you're looking for a way to get an accurate overview of your product’s strengths, weaknesses, opportunities, and potential threats stick with us and we’ll explain how to conduct one. And how you can use it to blow your competition out of the market. [Competitor SWOT analysisCompetitor SWOT analysis Date last reviewed: DD/MM/YYYY Company Strengths Weaknesses Opportunities Threats Your company Out of everything you listed in your competitor intel worksheet, what do you outrightly do better than your competitors that distinguishes you? For exa...![](https://ssl.gstatic.com/docs/documents/images/kix-favicon7.ico)Google Docs![](https://lh6.googleusercontent.com/wm_DDUtv98r1H1Hv1IdSPkl-W-WDpaBsmkcSkD0IiuMxVIK5F2qLfitOIutOOR7IBKJpA658d4ezrg=w1200-h630-p)](https://docs.google.com/document/d/1ZhsjWAZ6OKAWYJJ4Ci-7DHAHpHt%5FDqCxwNOoo5vkUmk/edit) SWOT is an acronym for Strengths, Weaknesses, Opportunities and Threats. ****Strengths**: what sets you apart from the competition? Do you offer a feature unique to your product? Are you an innovator? Do you have an established, engaging social media presence? ****Weaknesses**: what is it that’s stopping you from having a competitive edge? Is it a lack of capital? Is your marketing strategy letting you down? ****Opportunities:** these are prospects or openings you could take advantage of to get ahead of the competition. They could be new developments in the market you serve, a new trend, or perhaps a popular feature you're sure you could improve on. ****Threats**: include anything that could negatively affect the business, internal or external. For example, evolving technology is always a threat! Anything that makes you especially vulnerable in the market is a threat. ### How to conduct a SWOT analysis You don’t have to be psychic to conduct a successful SWOT analysis (although that would definitely give you a competitive advantage) it’s not about being exact in your predictions, it’s about planning for any and all eventualities. **Specify an objective** It sounds kind of obvious but it’s worth reiterating, establish exactly what data you're trying to gather and assess, this way you’ll know precisely what to look for in the research stage. You might want to run a SWOT analysis to decide if you should introduce a new feature or launch a completely new product, add a new department or outsource a specific process. It’s flexible enough to assess all kinds of different areas across the organization. **Assemble an elite team** You’ll want to assemble a team whose knowledge and experience closely match your objectives. Your team can include customers, stakeholders, executives, anyone you deem a match basically, the more feedback you can gather the better. **Research, research, research** It’s time for brutal honesty. You need to carry out some truly unbiased research to find out where you stand in the market. Be honest about your weaknesses, because, well, not to get all Mr. Miyagi on you, but your weaknesses could very well lead you to your biggest strength. Be just as honest about your strengths too, without this research you’ll never be able to compete or maintain your advantage. **Make a list** Using a grid formation, or better still this [free template](https://docs.google.com/document/d/1ZhsjWAZ6OKAWYJJ4Ci-7DHAHpHt%5FDqCxwNOoo5vkUmk/edit)! Use each square to condense your results (strengths, weaknesses, opportunities, and threats) into short, snappy sentences. Always use the points that crop up most frequently in your research, these are the ones that’ll pack the most punch. This template is a great way to visualize your success and find potential connections between each square, could your strengths be used to eliminate a weakness? Could eliminating a weakness open the door to a new opportunity? **Take action** Making plans and mapping out strategies is all well and good if you actually follow through. Now you have the results, what are you going to do about it? You're going to prioritize your list into an actionable plan you can tackle straight away. Think about what you and the team can realistically address right now, then think about what you can tackle and how long-term. Make sure your action list is measurable. No vague statements like ‘increase productivity’’ thank you very much! We want to know how you’ll increase productivity, actions like ‘investing in a new platform, to make accessing client information easier’ or ‘investing in a [PMA Team Membership](https://www.productmarketingalliance.com/team-membership-plans/) plan, so everyone is aligned and has access to the same templates and vast library of content 😉’. Don’t forget to set goals and [KPIs](https://www.productmarketingalliance.com/okrs-the-key-ingredient-when-setting-and-achieving-product-marketing-goals/#sts=OKRs%20vs%20KPIs) so you can measure the success of your objectives too. Depending on the size of your team you could delegate an action to the specific person whose experience aligns best with the objective (someone who has buy-in preferably). Set an allotted time to sit down with this person and set benchmarks and measurable goals. Finally, create a timeline to begin the action and complete it. Breaking up the timeline into manageable chunks ensures everyone can see the progress unfold and your best-laid plans won't fall by the wayside. If you’d like to take a deeper dive into SWOT analysis, we have a number of resources you can access in our members' area. ## 6 steps to a successful competitive intelligence process Crayon shares their top six steps to a successful competitive intelligence process. ### 1\. Identify your competitors "The first step in the competitive intelligence process is to identify your competitors. Have a [robust competitive landscape](https://www.crayon.co/free-competitive-landscape-report). Start with your top five direct competitors. In addition to your direct competitors, you should identify your indirect competitors, your aspirational competitors, and your perceived competitors. "Your indirect competitors are key players within your industry but likely don’t compete with you for customers. Your aspirational competitors are those leading companies within your industry that you don’t necessarily compete with, but you can pull inspiration from to benefit your own business. "Finally, your perceived competitors are those companies that may come up during the sales discovery process, but that you don’t actually compete with for business. "If you want to segment your competitive landscape even more, you can break it down by sales vertical or industry focus, and solution type. Identifying your competitors is key to beginning your competitive analysis and diving deeper into your market to understand your competitive landscape." ### 2\. Track competitors’ digital footprints "Once you’ve identified your competitors, and who you want to start analyzing, you should choose major focus areas for the data you need to collect. Consider all of the data accessible online about each of your competitors as well as internal knowledge from your front-line teams. If you narrow down the types of intel you care most about, data points that align with current initiatives, it will be easier to digest the data. "If you’re unsure where to start, try exploring some of the [most engaging competitive intelligence types.](https://www.crayon.co/competitive-intelligence/types-market-intelligence)" ### 3\. Gather your intel "The act of gathering the intel can be the most time-consuming step of the competitive intelligence process. In fact, The State of Competitive Intelligence reported that 33% of time dedicated to CI/MI goes toward the research phase. This is where you have to take the time to explore your competitors’ online presence and gather information about their products, websites, teams, announcements, social media engagements, content, and everything in between. "You want to gather the most intel about each of your competitors so that you can dig in and analyze the data to pull out the valuable insights." ### 4\. Create a competitive analysis "Analyzing the intel is where your analyst or competitive intelligence manager breaks down the data, pulls out the key trends and essential pieces of information, and organizes the findings so that they can be easily communicated throughout your organization. "[Creating a competitor analysis](https://www.crayon.co/blog/what-competitor-analysis) can be done a couple of different ways. One way is to do a benchmark or baseline analysis, which will allow you to compile your data and create a competitor profile. "Competitor profiles or battle cards are highly useful to ensure that your findings on each competitor are being kept within one centralized document. An equally important approach to competitor analysis is to analyze competitive intelligence on an ongoing basis, in real time. "It’s beneficial to create profiles on your competitors, but it’s even more valuable to continue to track your competitors. The best way to keep a pulse on your competitors is by setting up alerts on everything from new news mentions to product changes to customer reviews. That way, you can stay on top of your competitors’ moves and continue to arm your team with up-to-date analysis." ### 5\. Communicate intel "The worst thing to happen when you’ve gathered competitive intelligence is if no one consumes your findings. You want to ensure that the key stakeholders see your findings and that the data is being leveraged to improve your own strategies. The State of Competitive Intelligence report found that 66% of companies share their competitive intel via email, 54% use meetings, and 25% of companies use an internal chat. "A useful tool that many people take advantage of for intel communication is Slack (or other internal chat), where they can easily communicate competitive intel to their whole company via instant message. Another great place to store complete competitor profiles if you don’t have a CI platform is on a collaborative website such as a company wiki or intranet. That way, you can alert your coworkers when new intel is added, and you can ensure that the information is in an easy-to-locate place." ### 6\. Turn data into results "So, now you’ve identified your competitors, gathered intel, analyzed the data, and effectively communicated your findings to the relevant stakeholders. The final step is to make your data actionable - use your findings to benefit your overall business strategy. Here are a few ways you can make the data actionable for each of your key stakeholders." [The two most critical areas for improving your competitive enablement programKlue identified five levels of competitive enablement maturity programs exist in, and the actionable steps you can take to progress along each stage. Two key themes emerged as most important for improving the maturity of your competitive program. Here’s what they are, and why they matter.![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceAdam McQueen![](https://images.unsplash.com/photo-1615270445011-02104672f6f4?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDM3fHxhcnJvd3xlbnwwfHx8fDE2Mjc0NjMyMjA&ixlib=rb-1.2.1&q=80&w=2000)](https://www.productmarketingalliance.com/the-two-most-critical-areas-for-improving-your-competitive-enablement-program/) ## Deliverables to watch out for Deliverables are an effective tool for getting the right information to the right people to drive action. Here are some examples of deliverables to consider implementing in your organization. ### 1\. Alerts or Watchlists Create alerts or watchlists to get notified about changes in your industry or updates on your competitors' actions. These alerts can give you quick updates on your competition regularly to keep you in the loop. ### 2\. Dashboards Keeping data on a dashboard keeps it visible and allows you to check data at a glance. You can easily find all the data-driven insights you need to compare your organization to competitors in one place. ### 3\. Newsletters Sending short weekly newsletters internally in your organization can help to give insights to the right team members. These newsletters could share all the new information on a particular topic so it can be read quickly. This can help everyone stay on the same page. ### 4\. Reports If you need to go more in-depth into a particular topic or area, a report might be the best way to share this information internally. They will analyze your insights in an impactful way and share these findings within your organization. ### 5\. Competitor Profiles Competitor profiles can provide key information about your competition at a glance. These should be very short and specific. Think of these profiles as one-page fact sheets on each of your main competitors. Remember to update these regularly to keep the information up to date. [How to collect (and share!) competitive intelligence resultsAre you keeping a beady eye on how rival companies are occupying their time? If not, then you oughta take a long, hard, look at yourself and begin giving competitive intelligence the credence it deserves.![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceLawrence Chapman![](https://images.unsplash.com/photo-1600456548090-7d1b3f0bbea5?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MXwxMTc3M3wwfDF8c2VhcmNofDN8fHRlbGVzY29wZXxlbnwwfHx8&ixlib=rb-1.2.1&q=80&w=2000)](https://www.productmarketingalliance.com/how-to-collect-and-share-competitive-intelligence-results/) ## How to monitor competitive activity Emily Dumas, Content Lead for Product GTM at ZoomInfo, shares her top insights into monitoring competitive activity. ### Set yourself up for success "Before you begin monitoring your competitors, you need to set yourself up for success. "Competitive intelligence (CI) can’t be conducted in a vacuum—if you’re conducting CI on your own, with no clear goal in mind, your CI program won’t be impactful for your organization. "Here are four actionable items to complete before you get started monitoring competitive activity:" ### Identify your competitors "Every company has multiple competitors, even startups. The first step in monitoring competitive activity is identifying who you’re competing against. Depending on the size of your company, you might have many competitors. "At first, you don’t want to go after your entire competitive landscape, so break down your market, and tier your competitors based on who you compete with for the most revenue. Start with tier one, two, and so on." ### Identify your stakeholders "Externally, you’re identifying your key competitors. Internally, you need to identify your key stakeholders—who within your organization is integral to your CI program? "While everyone within your organization can benefit from Competitive Intelligence, you will have a group of key stakeholders that you’ll work closely with, who will be the main consumers of your intel. "Some examples of key stakeholders might be: - Product Marketing Managers - Sales Enablement Managers - Product Managers - Sales leadership - Marketing leadership - Executives" ### Set a cadence for monitoring "Conducting competitive intelligence research doesn’t have to be time-consuming. If you can set aside a certain amount of time every week or month to focus on CI, you’ll soon build a habit of incorporating competitive intelligence into your day-to-day. "When setting a cadence for monitoring competitive activity, you should take a few variables into consideration: - How much time can you realistically allocate to your CI initiative? - How many people are dedicated to CI on your team? - How often are changes happening within your market? "There is no right or wrong answer to how often you should be conducting competitive intelligence research. It all depends on your unique market and your business needs. Whether you’re going to spend 10 minutes per day or five hours per week, just make sure you set a cadence and stick to it." ### Set goals and KPIs "As a product marketer, you know that it doesn’t make sense to kick off a new project without setting goals and [KPIs](https://www.productmarketingalliance.com/how-to-measure-the-success-of-product-marketing-2/). When it comes to CI, you should set both short-term and long-term goals, as well as a combination of both quantitative and qualitative KPIs. **"Some examples of KPIs:** - Revenue - how has your revenue changed? (Revenue is the ultimate KPI!) - Win rate - how has your win rate improved? - Strategy shifts - How has your strategy been impacted by CI? - Employee engagement - Is there a high adoption rate of your CI tools? Are your teams benefiting from CI?" [How to craft KPIs for a killer competitive program“Does anybody think the product marketing role is kind of a scam? No, of course not, but a competitive program is something to show how we add value because oftentimes it’s somewhat of an echo chamber that we have to prove our value.”![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceNikhil Dhingra![](https://images.unsplash.com/photo-1520697830682-bbb6e85e2b0b?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.productmarketingalliance.com/how-to-craft-kpis-for-a-killer-competitive-program/) ### How to improve sales team training sessions URL: https://www.gotomarketalliance.com/how-to-improve-sales-team-training-sessions/ Last updated: 2024-01-24T17:40:48.000Z Converting a prospect into a customer isn’t straightforward. If you talk to any product manager, they’ll tell you that early adopters are pivotal to future product development. This is true, but not in the way you may think. Early adopters are assumed to be end-users of the product, but in reality, an early adopter is anyone who you can get to buy into your product, and as such, the first sale happens well before you hit the market. The real first? It’s the one you make to the sales team. Without their buy-in, your product will die and feedback-less, no matter how hard you push it. [Sales training](https://salesenablementcollective.com/how-to-make-your-sales-training-stick/) is one of the most nerve-wracking but rewarding things you can do as a product marketing professional. It’s your chance to set the product and product manager up for success, push [positioning](https://www.productmarketingalliance.com/your-guide-to-positioning/) to drive future development in the direction you think it should go, and of course, directly impact [revenue potential](https://www.productmarketingalliance.com/tying-product-marketing-to-revenue/). But given agile development cycles and tech debt realities, it’s also a fine line. Nothing kills a product release faster than over education, and nothing kills an external client sale faster than under education. There’s a line with every release and finding it isn’t always easy. Fortunately, there are some rules that you can follow to ensure your first sale is as successful as it can be. --- ## Tips for hosting live demos Powerpoint is a great tool for getting your point across, but the point isn’t the same as the product (unless you work for Microsoft). As a product marketer, you should be able to [demonstrate the product](https://www.productmarketingalliance.com/effective-marketing-demo-presentations/) in detail, and you need to push your sales team to do the same. The best way to do this is by directly prompting it, you can and should insert “live demo” transition slides into [sales narratives](https://www.productmarketingalliance.com/how-to-master-narrative-design-q-a-with-hubspot/). [Narrative Design Certified | Masters | Product Marketing AllianceCrush your product’s story. Get certified in Narrative Design.![](https://process.fs.teachablecdn.com/ADNupMnWyR7kCWRvm76Laz/resize=width:72,height:72/https://www.filepicker.io/api/file/qWBUUeIwSaa5ORwBLiWN)Product Marketing AllianceTamara Grominsky![](https://www.filepicker.io/api/file/S8oKVJPTzK4DDReN3aQI)](https://certified.productmarketingalliance.com/p/narrative-design-certified) As you walk through the product, hit on the main points you want the sales team to understand, and also tell them where it’s easy to get tripped up. Got a sales team with varying levels of experience? Great, so does everyone. Raise the bar, don’t go to the lowest common denominator. Encourage them to pitch it to each other, continuously, not just during the initial product training. This way they can share what resonated in the room with their unique clients, and get stronger, collectively. --- ## How to communicate with empathy and understanding The universal truth is that most salespeople are stressed. In many cases, the majority burden of revenue falls squarely on their shoulders. The expectation for a seller is that they know their clients front to back, but is that the reality? Not really. It’s your job to understand this and empathize with it. When you’re explaining [positioning](https://www.productmarketingalliance.com/your-guide-to-positioning/), it’s not enough to explain how it maps to their clients, you also need to explain how it stands up against the competitors their clients are also getting pitched by. When you walk through a product’s [value proposition](https://www.productmarketingalliance.com/pmmnow-reasons-to-believe/) \- don’t just read it, explain it. Explain how the use of this word is a hit on this competitor, or how you avoided this phrase because it’s overplayed. Doing so does two things. First, reading to someone doesn’t drive any mental retention. Second, explaining ‘the why’ instills confidence in the team that this message is the best possible one because you’ve thought through all the ways it could fail. --- ## Don’t sleep on discovery Sellers want to have all the answers, and so that’s where the focus lands when it comes to training them, but the best sellers out there aren’t the ones who answer questions, they’re the ones to ask them. Providing a robust list of client discovery questions to them upfront allows them to have a two-way dialogue with their client, without going off the rails. [Listening is critical](https://www.productmarketingalliance.com/your-customers-are-talking-but-are-you-listening/), and the answers their clients provide will make it a million times easier to zero in on which product proof points to hit home, with the goal of getting to no, or in a perfect world, yes, even faster. [Your customers are talking, but are you listening?The most effective PMMs know their customers inside out. Becoming the ‘voice of the customer’ means uncovering customer pain, digging deep into buyer personas and creating messaging and positioning that resonates.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceLouise Dunne![](https://images.unsplash.com/photo-1516726283839-a493d9f167aa?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.productmarketingalliance.com/your-customers-are-talking-but-are-you-listening/) But discovery questions also have an added benefit - the questions your sales team asks their client will ultimately drive the client response. The quickest and easiest way to impact the [product roadmap](https://www.productmarketingalliance.com/pricing-packaging-pricing-roadmaps-to-help-grow-revenue/)? Drive a client to share the same piece of feedback you gave during[ GTM](https://www.productmarketingalliance.com/go-to-market-refresher/). --- ## How to position product features effectively “Oh, nice! The button is green,” said no one ever. The job of a product marketer isn’t to dive into product features, it’s to explain the value behind them. A green button has no value on its own, but if you explain why it’s important that it’s green (the color of life, renewal, nature, and energy) now the sales team is seeing the value behind something benign. This small adjustment will translate into how they pitch the product, even if you don’t write this exact language into their talk track or materials. --- ## How to demonstrate product value As a former salesperson myself, I can’t tell you how many [sales training sessions](https://www.productmarketingalliance.com/building-a-bridge-between-marketing-and-sales/) I’ve sat through where I’m asked to do something (likely another Salesforce update) and I’m told why I need to do it, but not why it matters to me. Falling back on the old adage of “because there’s money to be made” is lazy. Instead, dig into the problems their clients face, explain their pain, and how your solution solves it. Make them realize they have the opportunity to be their client’s savor (or time-saver, same difference). Better yet? Get personal. Explain to them the exact benefits of selling the solution you’re pitching to them. Try things like “twenty of the twenty-five alpha clients we turned this product on haven't turned it off in six months,” or “if you sell just two of these deals, the majority of you will be eighty-percent to goal for the quarter.” Simply said? Put on your sales strategy hat and get down into the weeds with them. 🏅 Enroll in [****Sales Enablement Certified**](https://certified.productmarketingalliance.com/p/sales-enablement-certified?%5Fga=2.204131920.1385419488.1653302783-559979617.1652695309) and gain key knowledge needed to launch powerful sales enablement programs. Join highly-distinguished sales enablement expert Sapphire Reels, and discover how to: 👊 Convey the importance of sales enablement and sell it to key stakeholders. 🔥 Design a sales enablement program from scratch in line with business objectives and sales needs. 🚀 Launch and iterate on sales enablement programs. 🤑 Communicate the impact of sales enablement on the business and revenue generation. [****Refine your strategies**](https://certified.productmarketingalliance.com/p/sales-enablement-certified?%5Fga=2.204131920.1385419488.1653302783-559979617.1652695309) ## Encourage authenticity If you want to promote an authentic work culture, then you need to be authentic yourself. Pitching the new sales narrative to the sales organization? By all means, use the talk track, but go off script here and there. Tell jokes, insert personal anecdotes, explain the why behind the flow, give them pointers on the best place to ask questions and the places where they should expect to get them. In short: the more human and likable you are, the more your sales team will buy into what you’re saying; authenticity and confidence are contagious. --- ## How to summarize key takeaways Admit it, you’re distracted. Emails are flying around, Slack pings constantly going off, and constantly expanding to-dos both at home and at work. This is your reality. Now, why do you think your sales team is any different? They’re not. So when you set up an hour-long training, don’t expect them to be hanging on your every word. Instead, throw in a 411 slide - a slide that says: if you take nothing else away from this presentation - take away this. Struggling to hit on all the product points in one slide? Think about your audience - it’s sales - what do they care about? Positioning, proof points, pricing, and pitfalls. Everything else is just gravy. --- ## Tips for closing the deal Now, I could wax poetic about the value of clear[ market segmentation](https://www.productmarketingalliance.com/what-is-market-segmentation/), buyer personas, and how to create solid sales to [product feedback loops](https://www.productmarketingalliance.com/customer-advisory-boards-and-feedback-loops-q-a-with-dropbox/), but at the end of the day, your sales team wants one thing: the sale. There are a million and one things you could do to support them on their journey to a goal: but don’t. I know it sounds slightly counterintuitive but the more you flood your team with [positioning](https://www.productmarketingalliance.com/mastering-positioning-for-growth/), documentation, materials, education, [segmentation](https://www.productmarketingalliance.com/squeeze-your-segmentation-strategy/), the harder and harder it seems to close the deal. They’re going to look at the laundry list of things and go “woof, this seems complicated…” and that is the last thing you want. Ask yourself one simple question when you’re setting up a training: what would I need if I was going to pitch this solo? And then do only those things. Don’t trust your instincts yet? That’s okay - start by starting - and make friends with some smart sellers who you can lean on to gut check you along the way. Instead of doing it all, look at your product’s market maturity and use that to dictate which tactics make the most sense. A mature product solution that has been in the market for years in various forms across multiple competitors? Most likely doesn’t need a 101 narrative or super detailed buyer personas, what you need is a “why us vs. them” pitch. A bleeding-edge innovation that hasn’t even scratched the surface of entry? Prioritize creating detailed discovery questions over-designed marketing materials, and let those feedback loops define your product [value propositions](https://www.productmarketingalliance.com/value-propositions-that-sell/) and [buyer personas](https://www.productmarketingalliance.com/how-to-create-buyer-personas/). You don’t have to do it all, and you shouldn’t. Provide appropriate [sales enablement tools](https://www.productmarketingalliance.com/22-sales-enablement-tools-for-product-marketers/) your team needs to get out there, and then let them do what they do best: sell. [The most effective sales assets and the tools to optimize themAccording to the findings in our 2020 Sales Enablement Landscape report, 56.3% of product marketers reported that sales enablement was solely owned by marketing. However, 93.7% of product marketers were responsible for creating the sales assets at their company.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceEmma Bilardi![](https://www.productmarketingalliance.com/content/images/2021/02/jametlene-reskp-BveME8Or1HY-unsplash--1--1.jpg)](https://www.productmarketingalliance.com/the-most-effective-sales-assets-and-the-tools-to-optimize-them/) Lastly, I said up front that these were rules, but the reality is, they’re more like guidelines. Does my team perfectly follow this framework for every [product release](https://www.productmarketingalliance.com/delivering-a-product-release-in-covid-times/)? No. Do we aspire to? Absolutely. Just the other day I was talking to a seller about retiring a resource we had enabled our sales organization with for years. It had grown too unwieldy, and my gut instinct was to cut the cord. Her response was lightning quick, “Kill it, and don’t worry about the backlash. The only constant in this crazy industry is change.” In other words, your products will evolve, and so will your approach, and that’s exactly right. ### How to get your messaging right when onboarding customers URL: https://www.gotomarketalliance.com/how-to-get-your-messaging-right-when-onboarding-customers/ Last updated: 2024-04-19T12:20:48.000Z An important question that is consistently asked within the [product marketing](https://www.productmarketingalliance.com/what-is-product-marketing/) community is, how can we improve the user experience for our target audience? Ultimately, our consumer is the most important part of the process because they are the ones who will be using the product. So, the role of messaging takes on quite a large role in user onboarding because it is the way we choose to sell the product that will affect the user experience either positively or negatively. In this article, we will touch on a few key points surrounding the role that messaging has on user onboarding... ## What is user onboarding? [User onboarding](https://www.productmarketingalliance.com/the-fundamentals-of-customer-onboarding/) is all about improving the customer's first experience with the product you have created. It is an essential part of marketing, as it establishes the value of the product for the customer, meaning it’ll be the thing that influences them to keep coming back, or leaving entirely. A good example is a free trial. It gives the consumer the opportunity to experience the product’s success, and provide them with a better understanding of how to use the product before actually buying it. Your business then has a better shot at engaging the customer the first time around, and making them excited about the purchase. ## What is messaging? If onboarding is the process of improving a person’s success with the product, then [messaging](https://www.productmarketingalliance.com/your-guide-to-messaging/) is the method the marketer will use to convey its benefits, and key principles of how to get the most value from it. ## How can messaging improve user experience? This is critical to showing how your product aligns with the customer’s objectives - and why they need it! Not only will it improve a customer’s connection with the product, but also help build a trusting relationship with your brand. If they like the product you are selling now, they are more likely to buy your products in the future - creating opportunities for [upsells and cross-sales](https://www.productmarketingalliance.com/customer-retention-and-cross-selling-in-product-marketing/). Lawrence Chapman, **Copywriter here at Product Marketing Alliance**, has provided you with a super helpful tool kit to support your messaging and onboarding in this article: [Top tools to support messaging and onboardingMessaging and onboarding are vital in the world of product marketing. Which is why we’ve taken the time to put together a list of tools you can use to make life easier. Check ’em out.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceLawrence Chapman![](https://www.productmarketingalliance.com/content/images/2020/07/cesar-carlevarino-aragon-NL_DF0Klepc-unsplash.jpg)](https://www.productmarketingalliance.com/tools-to-support-messaging-and-onboarding/) ## UX copy for user onboarding Be discerning with your choice of words. Here are some easy ways to use your copywriting to enhance the user experience: ### Simplify your language This is the consumer’s first time experiencing your product, so they may not entirely understand the complicated company jargon you would use for someone more familiar with your product. Simplify your language by either taking out jargon they won’t know yet, or explain it appropriately so they can gain further knowledge on how to get the most value from your product. ### Personalize your content Personalize your language as much as possible to promote the idea of exclusivity and importance. Attributing value to your audience will bridge the gap between business and consumer. If they feel your product is created for the masses rather than their own experience, this could lead to [customer churn](https://www.productmarketingalliance.com/your-ultimate-guide-to-churn/) and hinder your [retention rates](https://www.productmarketingalliance.com/how-to-retain-more-customers/). ### How to use power words to boost your conversions There are so many powerful words you can use within your writing to boost your messaging, and make it more persuasive. Boring copy is a surefire way to disengage a reader immediately, so spice up your language with emotional, humorous or exciting power words to keep your audience compelled. [11 quick and easy tips to improve your writingNot everyone can run 100m in 9.58 seconds like Usain Bolt. Or cook up a Michelin star meal like Gordon Ramsay. Or pick up the phone and convince someone to buy a new fridge. Or teach the next generation how to do maths. Or…well, you get the gist, and writing is no different.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceBryony Pearce![](https://images.unsplash.com/photo-1505682634904-d7c8d95cdc50?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.productmarketingalliance.com/11-quick-and-easy-tips-to-improve-your-writing/) [Sales writing: Learning the basicsHere’s how to write impactful sales content, and avoid common mistakes in sales writing. Learn more about the techniques of sales writing here.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceCharley Gale![](https://www.productmarketingalliance.com/content/images/2021/10/sales-copywriting.jpg)](https://www.productmarketingalliance.com/how-learning-the-techniques-of-sales-writing-can-help-you-and-your-team/) ## Messaging strategies and how to use them To give a bit of context to these strategies, imagine your company ‘Tusk Inc.’ is selling a Rainbow Elephant. A bit random, we know, but it’ll help you see what each strategy does specifically. Here is how you could use each of these messaging techniques to persuade the target customer to buy the product. ### Ethos This is about proving the credibility of the product and the authority that the company has, so the buyer feels confident in their purchase. They just want to make sure you as the seller know what you are talking about, and why they should hear you out. *“Established in 2000, Tusk Inc. has succeeded in creating twenty Elephant products that are shipped to other businesses worldwide. We sold over 100,000 Rainbow Elephants last year alone.”* ### Pathos This is all about emotionally connecting your customer with the product. This means you need to know your target audience well and how to appeal to them. *“The Rainbow Elephant has been part of the workplace experience for years and is great for all team members. Adopt a Rainbow Elephant into your own office herd to share the colorful tusk love today.”* ### Logos Use a well-constructed argument, incorporating stats as evidence the product works. Your audience will be looking for indicators to show that your company is confident in your product and its success. *“In 2020, 75% of people who bought our Rainbow Elephant said that they, or someone in their office, uses it on a daily basis.”* ### Humor Using humor within messaging can impact customer connection with your product. *“As Randy Paush said, ‘If there’s an elephant in the room, introduce him’. So, say hello to our Rainbow Elephant- the best Tusk Inc. product you’ll have herd of!”* ### How to write an effective call to action (CTA) A ‘call to action’ or CTA is a method product marketers use which establishes an action you want the target audience to take. You need to identify your CTA- whether that’s buying, subscribing, donating, or signing up to your product and then develop your messaging to push towards this objective. *“Buy now to receive your own Rainbow Elephant today!”* Effective language tactics include creating a sense of urgency and authority surrounding the CTA. For example, using imperatives like ‘buy’ or ‘join’ is useful to convince and encourage the consumer, whilst time frames trigger this sense of pressure that they will miss out if they don’t act immediately. There are also design tactics you can use, like isolating the CTA to make it visually pop on the page and including a link they can follow. This will draw attention to the action, increasing the probability of them actually following the call. ### How to price your product A good deal is persuasive, but [finding a suitable product price](https://www.productmarketingalliance.com/how-to-calculate-the-perfect-product-selling-price/) is a tricky process. Make the price too low, and you run the risk of losing profits for your business. Make the price too high, and your target audience may be drawn away and straight to your competitor’s lower prices. It’s also important to remember that we are trying to improve the user experience. So, the audience needs to feel as though they’re getting enough bang for their buck to continue consuming your product. Identifying a suitable pricing strategy for your product will help you pinpoint how you can draw in the most consumers and make the most sales for your business. For example, ‘Price Skimming’ is a way of opting to price your product higher when launching and then reducing the price as time goes on to make it seem like your consumer is getting the best offer possible. *“Buy your Rainbow Elephant today, now 20% off!”* Check out our [**Guide to Pricing**](https://www.productmarketingalliance.com/your-guide-to-pricing/), the perfect go-to guide that can help you develop and improve your pricing strategy. ### How to differentiate your product Show the audience how good the product quality is and what sets it apart from competitors. Highlight the product’s performance, reliability, materials, and functions that make the product so successful to add intrigue around the product and its usefulness. If the consumer thinks they’re getting the best product on the market, they’re bound to pick your product over someone else. This is particularly important in competitive markets. You need to show your audience that your product not only stands out from the crowd, but rises above it. *“Rainbow Elephant is made from the finest Italian leather and diffuses with the most delicious hibiscus and lavender to destress and increase concentration in the workplace.”* ### Storytelling [Telling a story](https://www.productmarketingalliance.com/the-what-why-and-how-of-storytelling/) about the product makes it more relatable for the audience, and they’ll likely build a connection with the product you’re selling. This links in well with the ‘pathos’ messaging strategy. Often, companies tell stories of their product to: - Engage with the audience - Add context to their product (how it works, what you use it for etc) - Increase sales - Create a legacy for their brand - Separate their product from competitors Jeevan Patil, **Senior Director of Product Management at Extreme Networks,** explains the most important things to remember when creating a narrative for your product [in his presentation](https://www.productmarketingalliance.com/the-art-science-of-storytelling/): 1. It is vital to distinguish who the customer is and what they want (they are the story’s ‘victim’). 2. Your product is the solution (or ‘hero’) that your customer needs. What you're selling will fit their needs and solve their problems. 3. Your competition is (the ‘villain’) and you must know everything about them. Finding their weaknesses is your way to overcome them. Using this framework every time you build a story for your product will help you to keep to the same structure to your stories, but also help you navigate how you must sell your product. *“I was skeptical about buying the Rainbow Elephant. It didn’t seem like something my coworkers and I needed. And yet, it has made us closer as a team to bond over something to laugh and work with. The clients love it and it’s always a fun conversation starter when we have new visitors!”* In his ‘Storyselling’ podcast, Elliot Rayner talks to a range of product marketing professionals on effective storytelling techniques. [StorysellingElliott Rayner, a storytelling expert, explores the skill of effective storytelling in the world of product marketing, focusing on the four key stages: the story, speaker, listener, and response.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceLawrence Chapman![](https://www.productmarketingalliance.com/content/images/2021/08/Storyselling-meta.jpg)](https://www.productmarketingalliance.com/storyselling-podcast/) ### Fear of missing out (FOMO) Highlighting popularity and urgency around the product triggers a fear of missing out, urging them to buy it to be involved. *“Selling out rapidly in all stores, don’t miss out on your opportunity to own a Rainbow Elephant of your own!”* ## Challenges you can face with messaging in user onboarding There are quite a few mistakes that you can make that are easily avoided. ### Having no cohesive narrative Because companies typically have many teams promoting a product, it’s easy to lose sight of the main story you want to convey. Maintaining a structured plan for your company’s story, as well as for your product, will make it just that much easier for your target audience to understand your company’s goals and improve the overall onboarding experience. ### Not connecting with the audience This is one of the biggest mistakes you can make. The user onboarding experience should be all about personal success with the product. They want to know how it’ll work for them, not just for the generic market, so personalizing your content is vital for UX success. ### Focusing solely on the user’s first experience We are aware that this contradicts everything said in this article. After all, [86% of people](https://www.wyzowl.com/customer-onboarding-statistics/) say they’d be more likely to stay loyal to a business that invests in onboarding content that welcomes, and continues to educate them, after the initial purchase. That said, you must continue to reinforce your messaging. Keep your audience engaged with your product throughout their entire user experience- keep them coming back for more. ## How to improve user onboarding There are four points that you need to address in all of your onboarding messaging. These are: - What the product does - How it does it - Why they (the consumer) want it - How we (the business) deliver it Referring back to these points will help you stay on target, and focused on a clear goal for your product marketing plan. The last two points are especially important when it comes to the role of onboarding messaging. You’re focusing on the customer, what they want, and what you can bring to the table, to make this the best experience possible for them. Emily Dumas, **Content Lead for Product GTM at ZoomInfo**, is an experienced B2B marketing professional specializing in content strategy, product marketing, and competitive intelligence. In this article, she shares how to ensure messaging is utilized across the whole organization. [How to ensure messaging is utilized across an organizationCrafting the perfect messaging for your product is no easy feat. This article will go over tactics to ensure that your product messaging is being utilized in content across your broader organization.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceEmily Dumas![](https://www.productmarketingalliance.com/content/images/2021/10/Messaging--1-.jpg)](https://www.productmarketingalliance.com/how-to-ensure-messaging-is-utilized-across-an-organization/) Sarah Din, **VP of Product Marketing and Content at Unbabel**, explains the seven-step messaging process she developed in a presentation she delivered during her previous role at SurveyMonkey, saying: > “It can also be really hard to step outside of what we know and speak the language of the people that we're trying to influence. So the key here is to really make room for outside perspectives because if you want to tell a story that's going to resonate, you want to make sure you're listening to the people that you're talking to before you do that.” ## The seven step messaging process: ### Develop a messaging framework With the entire team, scope out what your core company message will be. This should be a point of reference for everyone in your company. But then, you can begin adding layers to the message that are tailored to your team’s specific target audience. This helps with the consistency of your messaging and narrative. ### Research Research is key to developing your messaging further. Audit your existing content, gather [competitive intelligence](https://www.productmarketingalliance.com/your-guide-to-competitive-intelligence/), and encourage feedback from internal stakeholders, analysts and existing customers to see what works and what doesn’t. ### Draft key messages Use this data to influence your key messages. Find your unique selling point (USP) and identify the messaging strategies and UX copy that’s most effective for your target audience and your company. ### Test and refine Using market research like focus groups, social media, email, and sales outreach to see what garners the most customer engagement, and then further refine your product messaging. ### Gather proof points This is about adding credibility to your messaging and gaining the trust from your new customer. Leverage company statistics, survey current customers, and get customer reviews to boost your messaging to the next level. This will make it easier for your audience to understand the value of your product, and the benefits for them. ### Roll out The next step is introducing and integrating your new product. Rollout internally through executive videos, giveaways, and training; and, externally, by auditing all marketing channels, and leveraging channel partners. ### Measure impact Lastly, measure the impact of your messaging by examining the brand perception, sales confidence and campaign performance to see how well your product is doing now it is on the market. You’ll be able to refine your messaging once you see success. Messaging has a huge impact on the effectiveness of onboarding. It helps to improve the customer’s first experience with the product by simplifying how to use it, and builds a better current and future relationship between your company, product and the customer. We have a whole [**messaging guide**](https://www.productmarketingalliance.com/your-guide-to-messaging/) that dives deeper into this process, filled with templates and presentations to give you a wider understanding of the product messaging experience. ## Your product messaging checklist - Identify your target audience, gain the knowledge surrounding their needs to improve the UX of your product. - Research your competitors to know how you can use your messaging to improve the experience- go above and beyond the requirements to make your product the best on the market. - Recognize the kind of language you need to use to sell your product effectively and make your user as comfortable as they can be (no jargon, personalization, power words etc). - Identify which messaging strategies you want to use and why they’d be the most effective strategies to use to improve your user onboarding experience. - Find the perfect call to action. - Discover which price strategy you are going to use and how you’re going to price your product to fit in with the competitive landscape. - Pinpoint and be prepared for the challenges you may face with your messaging, so you can see what you need to avoid. - Implement your messaging techniques to create the final product message. - Once the product is live, continue to adapt and develop your message through using customer feedback and keeping on top of competitors’ changes to know how to continue adapting your own messaging. ### The customer health score: How to master this metric URL: https://www.gotomarketalliance.com/the-customer-health-score-how-to-master-this-metric/ Last updated: 2026-01-08T13:24:23.000Z For those of us who thrive in pragmatism and proactivity, having the means to judge whether an aspect of your life was going good, bad, or just plain average, would be a blessing sent from above. Whether this was for work or in your personal life, with an indicator like this you’d be able to jump into action before things turned sour and prevent a situation that could cause further damage. While you might have to be a little less control over your personal life, there are ways to implement this foresight into your work. Enter the almighty **customer health score**. 💪 ## **What is a customer health score?** If you’re here for a customer health score definition, you came to the right place. So, what is the function of a health score? A customer health score is a predictive metric used by [SaaS businesses](https://www.developermarketing.io/how-thought-leadership-can-boost-your-saas-growth/) to indicate the likelihood of your customer leaving (churn), staying (retention), or growing (renewals) in your organization. Customer Success Managers (CSMs) will be well-versed in the art of the health score, as this metric offers an absolute goldmine for customer intelligence. When analyzing your accounts (your customers), the customer health score offers you the ability to predict the longevity of this business relationship. Those with a low score are prioritized as high-risk with the likelihood of succumbing to churn. These customers instantly flag as a high priority for the dedicated CSM to start planning their strategies to pre-empt customer churn. ## **A customer health score is a comparative metric** By combining factors like frequency of product use, the number of support tickets open, and whether the customer is using a wide breadth of product features, you can ascertain a score to reflect the customer’s current health status. Typically, the health score can range from 1-10 or 1-100, with lower scores addressing at-risk customers and higher scores indicating greater revenue opportunities like upselling and cross-selling. It’s up to the customer success team to categorize the scores and determine the actions you’ll take. For example, if an account scores 25/100, the CSM is required to take immediate action and reach out to them. Accounts that are given a thumbs up usually will bag a score of 70-100 and will be color-coded in green; customers who score between 40-70 are at risk of churning and are usually color-coded in yellow; those who score less than 40 are in the red zone, and are likely to churn. ## **Why calculating customer health scores is important** While the customer health score forecasts what’s to come, it’s no Mystic Meg metric. 🔮 It's based on reality, allowing customer success teams to act fast to nip poor customer satisfaction in the bud, reduce churn, increase customer retention rates, and ward off negative feedback. We wouldn’t throw caution to the wind, mind you. It’s worth remembering that calculating a customer health score isn’t a problem-eradicator. A health score is a [valuable metric](https://www.developermarketing.io/7-easy-developer-marketing-metrics-that-reveal-your-campaigns-success/) to have in your remit, but it doesn’t solve everything there and then. It needs to be monitored continuously, as the post-conversion journey for the customer can be volatile and susceptible to the elements. Anything can change for the customer from the point of sale, which is why a watertight, carefully considered customer onboarding process is integral to actualizing time-to-value (TTV) and sustaining product appreciation. --- [How to announce new features to drive product adoptionA feature without an effective announcement and user onboarding strategy isn’t a feature at all. It’s wasted dev time and a layer of complexity for your users.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AlliancePulkit Agrawal![](https://www.developermarketing.io/content/images/2022/06/nick-fewings-1SsUquHPNT8-unsplash2.jpg)](https://www.developermarketing.io/how-to-announce-new-features-to-drive-product-adoption/) --- But let it be said that the customer health score isn’t all doom and gloom; it’s not solely a last-minute scramble used to catch at-risk customers from churning. A high customer health score can alert you to a treasure trove of possibilities. For example, an engaged customer – who uses your product frequently and demonstrates an interest in your company – will likely want to increase their subscription and buy additional products or services. A high customer health score is a godsend to a CSM, offering the possibility for expansion and repeat purchases. From a commercial perspective, keeping an ear to the ground by consistently monitoring customer health scores is a shoo-in for increasing revenue by identifying upsell and cross-sell opportunities. **NB: This is particularly important for high-value customers.** An account plan may be necessary to ensure your high-value accounts continue to renew and expand. Not only will this life-saving piece of admin help you to keep all your account information and actions in one place, but, hopefully, it’ll keep your high-value accounts happy. --- [Top 7 DevRel metrics that measure the success of your marketing effortsBut what are metrics? And how do you choose the right ones for you? In this article, we’re answering these questions and delving deeper into the developer relations metrics you should keep in mind when measuring your campaigns.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceTeresa Garanhel![](https://www.developermarketing.io/content/images/2022/09/markus-spiske-IiEFmIXZWSw-unsplash.jpeg)](https://www.developermarketing.io/top-7-devrel-metrics-that-measure-the-success-of-your-marketing-efforts/) --- ## **How do you calculate a customer health score?** Several critical indicators form the basis of the customer health score, the majority of which reflect the customer’s overall engagement with your product and your organization as a whole. Here are some factors that contribute to calculating a customer health score: - How frequently your customer is using your product or service - The depth in which your product is being used - How many people are using your product or service - How many customer support tickets are open for this account - Whether the customer engages with your in-app [surveys](https://www.developermarketing.io/developer-relations-10-tips-for-running-successful-developer-surveys/) - The total number of add-ons purchased by the customer - If the customer has upgraded their subscription - If the customer uses the in-app chat feature ### How do companies calculate customer health scores? But depending on your organization’s customer success strategy and product or service offered, how you define ‘health’ is entirely subjective to your company’s needs. We spoke to **Smith Puerto**, Director of Customer Success at **Verb**, about their thoughts on this coveted metric: > *“My team owns customer success for a SaaS platform, and we’re building out a super basic health score that weighs a customer’s monthly active use of our platform, the number of support tickets per account (we use ZenDesk and JIRA), and then a one to three gut check by the CSM on the admin relationship.* > *“After this, we have those three data points weighted differently for different customer segments; in some segments, the admin relationship is considerably more significant than* [*product adoption*](https://www.developermarketing.io/how-developer-champions-can-help-with-product-adoption/)*, and vice versa for different segments.”* Similarly, at **Stripe**, their customer success team uses customer engagement in their overall scores and looks if they’re participating in key activities like QBRs. This was noted by **Melissa Hatter**, Enterprise Customer Success Lead at **Stripe**, during a panel discussion at **Future of SaaS**’[ 2022 SaaS Metrics Summit](https://www.futureofsaas.io/future-of-saas-ondemand/). > *“We look at product utilization and optimization – that's probably similar across a lot of organizations. And then there's payment utilization and optimization, which is very specific to But I also think there’s a portion of health that’s hard to track with data – there's absolutely no substitute for CSM sentiment.”* Melissa touches on a glaring tension in customer success: the delicate balance between data and human traits like empathy and intuition. For Melissa, CSMs have incredible and intimate knowledge of their accounts, and this gut instinct is usually the strongest signal of health, despite all the data available. If your customer segment is high-touch and has a dedicated CSM, nothing can replace talking to the client themselves, and forming a relationship. For lower-touch customers, with a greater emphasis on a tech-first approach to onboarding and customer relationship management (CRM), relying on data will probably be your best friend here. --- [ ![](https://www.developermarketing.io/content/images/size/w1000/2022/12/DMA_Tools_of_Choice_2022_Report_LinkedIn_.jpg) ](https://www.developermarketing.io/developer-marketing-tools-of-choice-report/) --- ## How to best utilize and improve customer health scores Once you have decided upon the factors informing your customer health score, you’re able to extrapolate this intel to provide direction for your anti-churn and revenue-driving strategies. For **Smith** **Puerto**, health scores “provide insights that allow teams to make strategic decisions around prioritization, resource allocation, and forecasting”. They also note that CS teams can then present these performance indicators to key internal stakeholders, noting that CS leaders can “communicate account status and health to the leadership team and board on a bi-weekly basis”. How to improve? Well, that’s a constant work in progress. For now, here are three ways to improve your health scores. 👇 ### **1\. Speak to customers** Telling a CSM to talk to their customers to better understand their feelings, is like telling an Olympic swimmer to remember to put on their goggles before diving into the pool. It’s a no-brainer – of course, it’ll enhance their performance! The same can be said for regularly communicating with your customers. In our [State of Developer Marketing 2022 Report](https://www.developermarketing.io/state-of-developer-marketing-2022-report/), we found that 23.3% of developer marketers communicate with developers on a monthly or more basis, while only 16.6% communicate with customers every day. Health scores are indicators of a customer’s current status, but it’s up to CSMs themselves to intervene, to make things right. ### **2\. Use in-app guides** With the rise of automation in customer success, there are quick wins that CSMs can adopt to better serve their customers. If a customer is found to have a mid-low health score, they would be deemed unhealthy. Then the customer success team can act by using automation to specifically target these low-scoring accounts. In-app guides can replicate previously successful cases by walking the customer through how to use the product. These guides can be slightly different from the product’s current onboarding process, highlighting different challenges for the seasoned customer who hasn’t been engaging with the product. ### **3\. Multiple scoring systems** Implementing a range of health scores can help to prioritize CSMs' efforts and be more specific about success or failure patterns. CSMs can use patterns to replicate the success with in-app guidance or reduce frictions that lead to failure. At the other end of the spectrum, high scores can find the right moment to ask freemium users to upgrade. Multiple scoring systems can help to prioritize CSMs' efforts and be more specific about success or failure patterns. To get a clearer picture of your customer base, you can run different scoring systems for different user segments e.g. new vs. old customers, and individual vs. enterprise accounts. ## **TL;DR** **✅ There’s not a one-size-fits-all formula for customer health scores.** Pick factors to make up the health score – whether that’s product usage, support tickets, etc. – that are right for your business and reflect your product. There’s no point copying what another company does if they have a completely different product. **✅ Lean into automation.** Incorporating [artificial intelligence](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) into your health score strategy can be a lifesaver. Health scores need to be continually monitored and to be kept abreast of new changes. The best way to do this is with an integrated tech stack. **✅ Talk to your customers.** Above all, health scores try to predict patterns of future behavior. But the only way to benefit from this metric is to communicate with your customers and listen first-hand to what can be done to improve their experience. --- ### From 0 to 12M: Driving product-led growth from the outside in URL: https://www.gotomarketalliance.com/from-0-to-12m-driving-product-led-growth-from-the-outside-in/ Last updated: 2024-01-24T17:36:11.000Z *This article is based on a presentation from Future of SaaS Festival 2022\. Jessica is now Senior Director of Growth at Linktree.* --- Hi there! I'm Jessica Box, Head of Growth at Linktree, and I’m really excited to share how Linktree has grown from zero to 12 million users in less than four years and the incredible learnings I've had along the way. Let’s start with the basics. What is Linktree? Linktree is the only link you'll ever need. And no, it's not an actual tree. It’s a market-leading linking platform that was the first of its kind, creating an entirely new category in tech. With over half a billion visitors per month and 30,000 signups per day, we're allowing users to curate a singular destination with what's most important to them in real time. The world's biggest influencers and creators, from Selena Gomez to Arnie (I encourage you to check out his Linktree – it's pretty epic), as well as big brands like HBO and TikTok, are using Linktree to connect their followers to their entire online ecosystem. So how did we get here? I'll be covering lessons and failures to avoid at each stage of the growth journey, including… - Zero to 2 million users – the seed years - 2 to 5 million users – the seedling years - 5 to 12 million users – the sapling years - 12-plus million users – the mature years [![How did we get here?](https://www.futureofsaas.io/content/images/2023/02/how-did-we-get-there--1-.png)](https://www.gotomarketalliance.com/from-0-to-12m-driving-product-led-growth-from-the-outside-in) ## **Zero to 2 million users: Build the right thing** Build the right thing. Sounds simple, doesn't it? So why isn't everyone doing it? As I'm sure you’re aware, this is the foundational building block of design thinking that feeds into creating your product strategy. I cannot stress enough that if you don't focus your product strategy on solving customer problems early on, you won't have a later on. Google Glass is a great example of this. Wearable technology was cool when they were launched in 2013. Their principle of “We think technology should work for you – to be there when you need it and get out of your way when you don’t” should have been red flag enough for Google Glass’ eventual discontinuation in 2015 – it did not live up to the hype. When starting your journey from zero, there are three critical principles you need to follow to make sure you’re building the right product. We've seen all of them work beautifully at Linktree. Let’s take a closer look. ### **Get the product in the right hands** This is directly linked to the problem you solve. If you haven't found the right hands, you may not be solving a problem yet. Linktree was born from a digital agency managing large-scale music clients that were finding it incredibly frustrating to update their links online for every new launch, festival, or merch sale. Turns out that the fragmentation of online content was a problem for every industry, not just the music industry. In other words, the “right hands” for Linktree was a global audience in every country and industry around the world. ### **Listen and iterate** This principle should stay with you as you grow, but it's absolutely critical at the zero to 2 million stage. Linktree was originally built in six hours, shipped to market quickly, then iterated on once real data came through from customers. The original code has only recently been replaced by infrastructure for scale. This is why it's so important to build the right thing in the early days – so you can iterate on it once you have product-market fit. To help with this, the Linktree team spent hours every day in customer support to ensure they remained in touch and really connected to how people were using Linktree in those early days. Active listening and providing customers with support at that stage lead to new opportunities, like expanding from just being for Instagram to being for every channel that our users’ audiences live in. ### **Find your flywheel early** In case you’re unfamiliar with what a flywheel is, it’s your customer engine for growth. Rather than a funnel, which puts your customer at the bottom, the flywheel has your customer in the center. It is a fundamental part of growing from the outside in, and it needs to be right there from the very beginning. Like a modern-day word of mouth, it allows your customer to act as your referral channel. [![Find your flywheel early](https://www.futureofsaas.io/content/images/2023/02/flywheel--1-.png)](https://www.gotomarketalliance.com/from-0-to-12m-driving-product-led-growth-from-the-outside-in) Here's an example of a flywheel framework so you can see it in action. Each company will have different actions and behaviors that drive the flywheel and its speed, so I'd suggest asking yourself the following questions: 1. What are the core assets of your business? 2. What are the core actions your users take? 3. What are the core needs of your users? 4. What are the natural outputs of your business? 5. What are the biggest optimizations you need to make to your business model? To give you an example of how this plays out in the wild, Amazon's flywheel is driven by lowering cost structures, which means prices can be lower, providing a better customer experience that then increases both traffic and sellers. The secret sauce here is in each action increasing the speed of the flywheel and building momentum. ### **What fails at this point?** The most common failure at this stage of the growth journey is thinking marketing will solve the product’s problems. I experienced this not too long ago; throwing our marketing budget at the problem didn't fix the fact the product wasn't working. [![What fails at this point?](https://www.futureofsaas.io/content/images/2023/02/homer-marketing.png)](https://www.gotomarketalliance.com/from-0-to-12m-driving-product-led-growth-from-the-outside-in) If you feel tempted by this path, stop and look long and hard at the problem you're solving. It's easy to lean into your ego and struggle to let go of the epic work (which I'm sure you’ve put in at this point). Trust me, the quicker you iterate, the faster you’ll find your flywheel and scale. ## **2 million to 5 million users: The next hard part** Let’s move on to the seedling years. I like to think of this stage as the end of the first hard part – and the beginning of the next hard part. At this stage, you’ll have around 20 to 30 people in your company, and it will be pretty easy to get new customers through the door, thanks to solid brand awareness in your market. So what's next? Activation is going to be your best friend here. So how do you get customers to activate faster? Let me share my top four tips. ### **Work cross-functionally as a team.** It's easy to see activation as only one function and not realize that the best way to get diverse ideas for this stage of your growth is to work with diverse minds. At this stage in our growth, we created a growth squad, which encompassed engineering, product, design, brand, customer success, data, and more, depending on the initiatives we were feeding through into the team. ### **Find your activation metric** It's equally important to measure activation. We use Appcues, which we're big fans of, and I was shocked when I saw a report from them mentioning that 44% of SaaS businesses don't measure activation at all. At Linktree we know that if someone adds a Linktree to their social profile, they’re activated and the likelihood of them leaving is significantly lower. Find your activation metric and go hard after it. [![Find your activation metric](https://www.futureofsaas.io/content/images/2023/02/activation-metric.png)](https://www.gotomarketalliance.com/from-0-to-12m-driving-product-led-growth-from-the-outside-in) ### **Launch a paid version** The next key thing to focus on at this stage is launching a paid version. It's an obvious move – you need to monetize at some point – but it can so easily be done wrong or too early. Given that Linktree is a freemium product, launching a paid version with pro features was the logical next step to activate those users that wanted a little bit more from a product. Our users range in digital literacy, from those who are brand-new to marketing and using Linktree to start their journey to those who have a fully-fledged marketing team. We needed to support both of those types of users by adding new features to the product. If you find the right way to monetize – and we're big fans of doing it ethically and in the right way – you'll go all the way to 5 million quickly. ### **Spend money in the right areas** “Spend money in the right areas” should be your mantra at any size, but it's particularly important here to lay the groundwork for success. [![Spend money in the right areas](https://www.futureofsaas.io/content/images/2023/02/spend-money.png)](https://www.gotomarketalliance.com/from-0-to-12m-driving-product-led-growth-from-the-outside-in) Designing tests per market has proved very successful in helping us understand where user growth can emerge from, outside of organic growth from the product. If you have the right attribution tool in place to see if the users you’re attracting are quality users, then go big. Without proper attribution, you're throwing money at the wall and hoping it'll stick – not a good strategy, though I'm sure it’s lots of fun. ### **What fails at this point?** Perfection kills progress. Don't add too much process too early – you want your team to be free to experiment. Bringing in too much structure too early hinders their progress and creativity and decreases your speed to market. [![Perfection kills progress](https://www.futureofsaas.io/content/images/2023/02/perfection-kills-progress.png)](https://www.gotomarketalliance.com/from-0-to-12m-driving-product-led-growth-from-the-outside-in) A very public example of a failure here is Magic Leap. The AR startup raised $2.6 billion but only had 6000 sales recorded. The product was beautiful, of course, but by the time it got to market, too much time had been spent in the product-building phase, rather than shipping and testing early to find the right market fit. ## **5 million to 12 million users: Onwards and upwards** Onto the sapling years. You've got your monetization model working, you've found a flywheel through experimentation, and you’ve built a squad of people around the growth function, and now it’s onwards and upwards! This is the fun part. You're refreshing your metrics every day, wondering how much you've grown overnight, and seeing which country has leaped to the top of your user distribution leaderboard. Your team size is likely now sitting between 20 to 60 people, and processes are forming to help you scale faster. Let’s look at what you need to focus on to maintain this momentum. [![Onwards and upwards!](https://lh6.googleusercontent.com/x6WsqVDlzUDsPXA0EVH35t0KBJGkGHrbXJG4NzLlhC1OtlR5o03eA4-DxDaLZkvDx3ffBpi1xGu7yiWDAXTNYwaFCzdmZ2bWqdfZxFxv4nK1V8tDN8h4HmFKVjkuljQPf0xa-eA_Jm1S0r9CJOTysbA)](https://www.gotomarketalliance.com/from-0-to-12m-driving-product-led-growth-from-the-outside-in) ### **Build target metrics** Though it's super important to use data to make decisions throughout your journey, when you hit 5 million users, you'll be leaning in more than ever to your datasets and dashboards. Intuition and gut might have helped you get to this stage (particularly if you’re in a product-led company) but for the next stage and beyond, data will be how you find your focus. I'd recommend investing in a business intelligence tool that will empower the team and the broader business to use data to explore insights. We currently use Heap as it allows you to retrospectively track events; this was particularly important as we entered our sapling stage because we were running so fast. When it comes to the target metrics themselves, Google's OKR (objectives and key results) framework has been incredibly successful for us. It helps our growth squad and the broader business to break down things like MRR, subscriber targets, and total Linktrees. Crucially, it also provides the team with a clear direction each quarter for where our focus should be. It's easy to get distracted at this stage because you have so many opportunities. OKRs and key metrics keep you aligned, accountable, and focused. More importantly, they allow you to say no to things, rather than having to say yes all the time. ### **Hire the right people** I can't stress how easy it is to get hiring wrong. When you're up to your ears in release deadlines and go-lives, it's easy to say yes because you need someone. However, that doesn't mean they're the right fit, and making a decision like that could mean bringing on a serious culture detractor. Trust your gut and don't compromise. My new motto here is “If it's not a *hell yes*, it's a *no.”* [![Hire the right people](https://www.futureofsaas.io/content/images/2023/02/hire-the-right-people.png)](https://www.gotomarketalliance.com/from-0-to-12m-driving-product-led-growth-from-the-outside-in) At Linktree, we have a methodical approach to our hires. For each interview process, we design tests that allow us to see the candidate’s skills in action. From our most junior to our most senior hires, the process is the same. We're looking for value alignment between the business and their personal values, plus a lack of ego. All of that shows us if they're the right cultural addition to the team. ### **Find your North Star** While I'm not a huge fan of having one metric to work towards, I find the exercise of distilling metrics down into leading indicators versus lagging indicators of success critical at this stage. For me, the key value in the North Star framework is discussing what metrics are important and getting alignment among your teams on where your focus should be. Spotify’s experience with the North Star is very public. They focus on time spent by subscribers listening to music as a proxy for activation, which then increases revenue and produces business value. ## **12 million users and above** I'll be honest: nothing is ever perfect and we're always learning. Every day, we add more and more users to the platform and get more data to learn more about their behaviors in the product. You need to be okay with making mistakes and being aware of what you don't know. As leaders, you also need to make your team feel comfortable in that environment. As long as you remain true to your company values, you'll have a clear path forward that you can take together. At Linktree, we have a clear purpose that we rally around. Having just hired our head of people and culture (much earlier than companies typically do), we know how important it is to keep this purpose embedded in our culture as we scale across time zones and countries around the world. ## **Key takeaways** We’ve covered a lot in this article, but if you take away just a handful of key learnings, make it these: 1. Build the right thing 2. Find your flywheel 3. Work cross-functionally as a team 4. Stay connected to your purpose Thanks so much for reading. I really appreciate it. ### Aligning your Go-to-Market team with the voice of your buyer, with Carolyn Klinger URL: https://www.gotomarketalliance.com/podcast/aligning-your-go-to-market-team-with-the-voice-of-your-buyer-with-carolyn-klinger/ Last updated: 2023-06-29T17:06:06.000Z Looking for a better way to understand your buyers? Our guest this week is an expert on the voice of the customer, market intelligence and buyer analysis. Starting out in government intelligence, Carolyn Klinger followed an exciting path to her current role as Director of Market Intelligence at Affinity.co. In this episode, she’s turning her expertise to Go-to-Market, specifically, how to align your GTM teams with the voice of your buyer. This week’s podcast is brought to you in partnership with Primary Intelligence, the win-loss specialists. Be sure to check out their platform.👇 [Primary Intelligence - Win Loss Analysis & Customer Experience AnalysisFully Automated Win-Loss Analysis Take the guesswork out of winning. Uncover your unique path to winning more deals through win-loss analysis powered by![](https://www.primary-intel.com/favicon.ico)Primary Intelligence![](https://www.primary-intel.com/wp-content/uploads/2022/01/trusales-laptop-automated-1-1.png)](https://www.primary-intel.com/) Stay tuned for: - The distinction between buyer voice and customer voice. - The importance of the buyer journey. - Go-to methods for collecting buyer intelligence. - How to communicate buyer intelligence to your Go-to-Market teams. - When to carry out your buyer research for effective GTM. Catch the episode wherever you listen to your podcasts. 👇 [‎GTM-FM on Apple Podcasts‎Business · 2023![](https://t2.gstatic.com/faviconV2?client=SOCIAL&type=FAVICON&fallback_opts=TYPE,SIZE,URL&url=https://podcasts.apple.com/us/podcast/gtm-fm/id1629395489&size=128)Apple Podcasts![](https://is2-ssl.mzstatic.com/image/thumb/Podcasts122/v4/84/6f/0f/846f0f85-a40a-428a-a10b-4e5771c0dcf9/mza_6691777692131485979.png/1200x630wp.png)](https://podcasts.apple.com/us/podcast/gtm-fm/id1629395489) [GTM-FMWelcome to the official Go-to-Market Academy podcast.Join us as we get up close and personal with guests from across the C-suite and business leaders to uncover their secrets for Go-to-Market success.![](https://ssl.gstatic.com/images/branding/product/2x/podcasts_48dp.png)Google PodcastsGTM-FM![](https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcRvZGy_qyUpxXD7JyCXMoKgWny26b3GflhHhC8r_YJvfYW7FPI)](https://podcasts.google.com/feed/aHR0cHM6Ly9mYXN0Lndpc3RpYS5jb20vY2hhbm5lbHMveHQ4NXJtbW9hai9yc3M) ### The Go-to-Market Motions Playbook URL: https://www.gotomarketalliance.com/the-go-to-market-motions-playbook-2/ Last updated: 2024-07-18T16:31:46.000Z Go-to-Market isn’t a one size fits all strategy. Done right, it’s dynamic. It’s *agile*. And most importantly, it’s built to support your long-term business goals. Motions are the building blocks of a GTM strategy that takes you closer to achieving your business objectives with every product cycle. In this playbook, you’ll find breakdowns of the most popular Go-to-Market motions, examples of business types they best suit and case studies from GTM experts. You can’t build a strong GTM strategy with weak foundations, so make sure you choose the right motion for your business with the Go-to-Market Motions Playbook. ## What can you look forward to? - Expert advice from c-suite and senior executives. - Comparisons of the most popular Go-to-Market motions. - Actionable advice for choosing the best motion to support your business. - How to know when to pivot your motion. - Tips for defining your Go-to-Market strategy. > Content-led Go-to-Market strategy set us apart from the competition and helped position Appear Here as an innovative brand. And, of course, it was a lot more fun than producing traditional B2B content. After all, B2B doesn’t need to mean boring-to-boring. Gaston Tourn, CMO at Curio [ Download your free copy ](https://share-eu1.hsforms.com/1A7%5FJXuB0T%5FmyR3GaHakNvw2b1vun) ## Why you need this report in your life The buzzwords we all hear when it comes to Go-to-Market are repeatable, scalable, and defined. But what all of this really means is having a strategy that makes your job easier and can grow with your business to keep propelling you forward. Thing is, moving forward doesn’t really work if you don’t know what direction you’re going. Choosing the right GTM motion for your business not only gives you direction but sets you up to reach your destination. While traditional models determine motions based on *what* you sell, our playbook compares motions based on *how* you sell, as well as what you want your company to achieve. With comprehensive strategy breakdowns, expert case studies and in-depth comparisons, we’ll help you find your perfect match. [ Grab yours now ](https://share-eu1.hsforms.com/1A7%5FJXuB0T%5FmyR3GaHakNvw2b1vun) ### How buyer personas and segmentation can supercharge your product marketing strategy URL: https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/ Last updated: 2023-05-30T17:31:25.000Z *Gayathri (G3) Krishnamurthy, AVP, Product Marketing at RingCentral, gave this presentation at the Product Marketing Summit.* ## The truth about buyer personas It gets tough to explain product marketing. Is it in product management? Is it in marketing? But if there's one topic we all agree it belongs to, it's [personas](https://www.gotomarketalliance.com/the-go-to-market-buyer-persona-template/) and [segmentation](https://www.gotomarketalliance.com/4-steps-to-sharpen-your-gtm-focus-with-customer-segmentation/https://www.gotomarketalliance.com/4-steps-to-sharpen-your-gtm-focus-with-customer-segmentation/). When we think about buyer profiles, we geek out in terms of, what’s their profile? What’s their demographic? What’s their role? What does a day in the life look like for them? A buyer persona is a fundamentally different way of looking at it. It looks at the buying aspects. How are they really making the buying decision? What are the criteria? How’s this being done? What’s their journey of buying? Really focusing on the buying aspect is fundamental. So think of it as a way of looking at just the buying aspect versus a profile, which could be one dimensional, and just looking at multiple attributes. And buyer journeys aren’t always linear. You could be researching, you could be selecting vendors, you could be doing all of it. --- Don't miss our Go-to-Market buyer persona template. 👇 [The Go-to-Market Buyer Persona TemplateWith the Go-to-Market Buyer Persona Template, we’re taking the stress out of this process and giving you a strong starting point for your GTM process. Save time developing buyer interview questions, brush up your existing processes or get inspiration for your own frameworks.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/01/buyerpersona.jpg)](https://www.gotomarketalliance.com/the-go-to-market-buyer-persona-template/) --- Lastly, we all know that things are evolving and nothing is static. We're looking at markets and buyers. Things are changing. So personas aren’t static. I'm going to give you a real example of a buying process with my son and Pokémon cards. His thought process in the buying situation is, *is this Pokémon card real or fake?* His cousin is the key influencer in the buying process. He says, “Always buy them from a pack, not online.” And then there’s me and my husband as the financial, economic buyers in this scenario. We're thinking, *Is our son getting scammed? Is trading even okay*? Then you have all these amazing platforms that personalize and hyper-personalize and give you all the ads and offers. So where I want to go with this concept is that we see it every day. Buying, the buying process, how different stakeholders are involved, and what their needs and wants are from a buying perspective. Personas and segmentation aren’t overrated. They’re real. If you look at B2B buying, 17% of the time, sales are getting involved in the buying journey. So there's so much we want to understand about the buyers. It's going to be important for us. So, again, I want to go back to the foundation that yes, it is important. We need to understand the buying process and we need to understand the buyer persona. ## Understanding the buying process So now that we have the basics, when you do your persona research, please make sure that you're looking at the buying aspect. Forget about other aspects; they aren’t critical as you do a buying persona analysis. Don't make your research a rocket science. I did it when I first did mine. I took a 30-slide template and meticulously filled out every single one of those. But it's really about having a conversation with a buyer who's made a decision and talking about things that really matter. This is a simple framework that was done by Buyer Persona Institute. They do a really nice job of having the core fundamentals outlined. So if you want to understand a buying process, I’d recommend focusing on these five: 1. **Priority initiatives:** Your buying triggers. Why are they buying? 2. **Success factors:** This goes beyond financial success. It could also be personal success. 3. **Perceived barriers:** It's not just the competition all the time. I've been in scenarios where people haven’t adopted a particular software because they don't have alignment with the executive team. They’re not able to build a business case. So your barriers need not be on a specific product. It could be multiple dimensions. Just keep an open eye for all of those. 4. **Decision criteria:** We all want to reduce costs. So really zoom in on which aspect of cost: fixed, variable, CapEx, OpEx. Getting that sense of decision criteria is going to be really important. 5. **Buyer’s journey:** understanding the stakeholders involved and how decisions are being made. The most important point that I want to leave with you is to not boil the ocean. Let's keep it very precise. And when you have a conversation, have an open mind. You don't start by asking these directly. It’s about having a way to have open conversations, and even looking at the types of people that you’re interviewing. I made the mistake of saying, “I'm going to interview IT, finance, and operations.” Actually, think about flipping it and saying, “I'm going to talk to people who are involved in a buying decision. I don't have to think of specific profiles. I want to look at a buying committee and the people who are involved.” Go with an open mind and you might discover that it's not even people that you thought would be involved in this process. ## Doing your research right Research doesn’t need to be expensive. SiriusDecisions recently gave a really good insight: when you buy a persona, don't try to outsource it. And that was important because you have to listen to the buyers as much as you can and unearth all of those insights. And from an expensive standpoint, what we’ve done at our organization is really think about, if there's an annual conference, can you get 20 minutes or 30 minutes off buyers? If there’s a certain QBR or a case study being conducted by your teams, is there a way you could carve out another 15 minutes after the case study? The case study is going to focus more on results, but what we want to do is try and understand the buying behavior. So it’s really about finding all of these very intuitive ways of connecting with a buyer. Especially with this economic downturn, it could be a good way to keep up to date with what's going on from a buying position standpoint. Research, if not actioned, is a waste of everyone's time. I think it's pretty logical. ## The importance of aligning the sales cycle to the buying cycle Another big thing that I want to leave you with is learning. We tried to do this buyer persona, but the big anxiety was, *what if I keep producing these reams of documents, and nobody reads them?* I’d say the most critical part if you were to look at an 80/20 rule, is to do your research for 20 and spend the remaining 80 activating. That's where the value is. So when you're looking at a buying cycle, you want to think about how to align completely with the sales cycle. That's the whole goal of this. We've done activation workshops. It's a really great way of bringing about people from sales, marketing, product, and multiple facets of the organization, and really aligning on your core value proposition, “Here's where the need is, here's where our product strengths are. What's that intersection? How can we create that value prop?” [The role of use cases in Go-to-MarketThe route a customer takes and their reasons for using a product will differ, depending on individual circumstances, i.e. depending on each use case. But what exactly is a use case, and when are they used by GTM teams?![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/05/Go-to-Market-use-cases.jpg)](https://www.gotomarketalliance.com/the-role-of-use-cases-in-product-marketing/) And in terms of activation, from a marketing standpoint, you want to hit the right buyers with the right campaign strategy. You don't want to target people who aren’t going to be in the buying process. You want to prioritize the primary buyer and spend more energy there. From a content perspective, you're looking at the top, middle, and bottom of the funnel. You want to have education content resonating with the buyer's needs, all the way to closing your deal. Sales strategies and playbooks are also extremely critical. What we did was map the buyer journey along with the sales journey, and think about every stage of the sales journey, how you map it to the buyer journey, and what the needs and wants are. It's a little bit of an elaborate process, but it's worth the time to really make sure that you can spoon-feed sales. When connecting with sales, really think about having those contents and having those plays in every stage of the sales cycle. And also, if you have CCS, value selling, or any methodologies, really try to bake that into the methodology that the company’s using so that it's leveraged. Rethinking a lot of sales assets, even for competitive intelligence, if I’m talking to IT versus operations, how do we really position our competitive strengths? Because each one has a different need. Enable everyone, including CSMs and the marketing and sales side of the house. And this one is a really good one where we looked at the data. We were trying to impact a key business strategy for a company where we were trying to focus on a specific buyer. But we really put the case forward to go a platform route and have investments in developers. And all the insights that we gleaned from the buyer persona were so valuable. So think big and make sure that you're activating every part of the organization when you think about this buyer persona research. ![](https://lh6.googleusercontent.com/nrdY_r4mj0g0m1aBqdhQPldICgZSTAq1qg4xswTjGop-pTPNmwiDrkX-AqisySh8qEYgwaWaecAVJFh9Z6kw_x74e-glATCDpuMdQ-VYcDB1k9snNKsGQZ9NyOz-az73fHWB_7fkNC8MYIDdQuPZ-A0) ## Keep your personas up to date If there’s an event or you're even going to do a webinar with one of the customers, that's a great opportunity to learn a little bit. Keeping personas up to date on a regular basis is a better strategy than thinking about, *Okay, here's another mega project. Next year, we're going to spend 100,000 on persona research.* So really think about those reverse cycles happening automatically versus a conscious effort to reinvent the whole wheel. ## Segmentation: It’s all about quality Choose attributes that matter. I think we've come a long way from looking at the number of employees and revenue. Really think about your business and look at certain aspects like use cases, number of user seats, and complexity. For some of the banking software companies that I work with, even though they’re smaller, their complexity can be larger. Looking at multiple attributes is going to be important. It's not just the quantity. We try to segment the mid-market so much. And the biggest challenge is the middle child syndrome, where mid-market often keeps shifting to either side. So again, make sure that it's not the quantity, but the quality of attributes, and be continuously assessing. [Why geographic segmentation is a crucial part of your marketing strategyIf a retailer decides to only market their products in a certain area, or if they decide to change their offering based on region, then this is geographic segmentation at play.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceChristine Walsh![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/11/geographicsegmentation.jpg)](https://www.gotomarketalliance.com/why-geographic-segmentation-is-a-crucial-part-of-your-marketing-strategy/) ## Aligning segmentation across your company Segmentation can’t be siloed. What I mean by that is good segmentation doesn’t start and end with sales. And the single point of failure for segmentation is if it's not segmented at sales. If there are no sales targets, nobody's going to care. So that, of course, is the first important place where you want to look at segmentation, followed by marketing persona and demand strategies. It has to align with how the segment goes to market. On the other side of the equation, I think support is extremely critical as you go into segmentation. The packages and models for support for multiple segmentation customers are going to be so different. We can lose sight of it because it's all about signing deals. But specifically in large enterprises with complex B2B products, making sure that the implementation support is seamless is going to be critical. So having support packages and models aligned with segments is going to be important. And the best case is when you have products which are distinct by segment. The segment could be vertical or any dimension, but if you have a core distinct product and you have a sales team, those are the most critical pieces when it comes to segmentation. And make sure that as you evolve, the segmentation has an all in play. I've been in companies where they started thinking about a segment and they did everything on the marketing side: different personas, different messages, AB tests, all of those. But there was nobody in sales to catch that. It’s a complete failure in the model if you don't start with sales, I think it's obvious, but companies still do that. So sales, marketing, support, products. And of course, if you have a segmented product, that's perfect. And when you look at segmentation, the flip side is that you have duplicates. So how do you look at a shared service model like a creative or pre-sales campaign or legal? All of those are going to be your shared service model where everything can’t be segmented. From a resourcing standpoint, you can’t scale. ![](https://lh4.googleusercontent.com/LNsUh-nnLuK8LkLQgVVmUiGDfxEjpAyf6sLTkci5XYTRi7M68HSPEMo7MNMGXMG7Sw9GqXVRFb5S49vBGMh6iT1JT4ZZ0JiZvUzq2PpMUS37Q7EV3G-I9PqgkEo8us6TPU7-sTkn28OomxVFLUcNnhE) ## Committing to your segments Change your segment only if buying patterns change. I've been in companies where they wanted to promote someone so they said, “Okay, Let's carve this out. Let's make a segment out of it.” It's not a decision made by a chief revenue officer or a decision made internally, it's more of an external decision when buying patterns change, when there's consolidation in the market, and when people are trying to buy adjacent products. So that's the trigger when you want to look at a change. A real trigger versus more internal stuff that I've personally seen in my corporate life. Don't get too excited to evolve segments. We look at segmentation and we go all in on doing the geos and verticals and so on. I think it's important to look back and see where the company is evolving. Does it even make sense to do a vertical segmentation at this point in the company? So really looking at all of these from where the market’s going and where the company wants to invest is important, instead of just hyper segmenting. ## Understanding the buying process by segment Here's where the magic happens. If you have the luxury, you go do your buyer persona, your segmentation for each segment, and the buyer persona analysis. Obviously, it's going to be different with the buying patterns. You especially see that in the example of low market and high market. People go online and buy stuff versus highly sophisticated sales with multiple committees making decisions. So really, understanding the buying process by segment is going to be that magic. It's going to be complex. But I think that's the way where you bring the two together. So with that, I'm going to wrap it up and say, let's not overthink it. Just start, keep it real, and make it actionable. ## ### Your ultimate guide to pricing a SaaS product URL: https://www.gotomarketalliance.com/your-ultimate-guide-to-pricing-a-saas-product/ Last updated: 2024-04-19T12:21:36.000Z We’ve looked into how you can [market your SaaS product](https://www.developermarketing.io/how-to-market-a-saas-product-to-developers/), create a great [go-to-market SaaS strategy](https://www.developermarketing.io/how-to-launch-a-saas-product-your-saas-go-to-market-strategy/), and track the [success of your SaaS marketing with the right metrics](https://www.developermarketing.io/13-saas-marketing-metrics-to-track-in-2023/) – now, we’re diving into how you can price your SaaS product. ## **SaaS pricing models** Ensuring your SaaS product has the right price is important. In comparison to more traditional pricing models used in other industries, SaaS pricing offers several options, so make sure you’re choosing the right one for your product and business. **Here are a few types of SaaS pricing models:** ### **1\. Subscription-based pricing** SaaS products are typically priced on a subscription basis, with users paying a recurring fee to access the product instead of paying a one-time fee. You can charge customers monthly, annually, or at other cadences, as you have a lot of flexibility. #### **Pros** - You get a predictable and regular revenue stream. - Recurring fees encourage companies and customers to carry on using the product. - It helps you scale the business by adding more customers instead of relying on more on-time sales. #### **Cons** - Customers may cancel subscriptions at any time, which means revenue loss and decreased customer retention. - It may cost more to acquire customers, since you may have to invest more in marketing and sales. - Customers may feel locked into a long-term commitment, especially if they’re not fully utilizing the product or aren’t entirely happy with the service. #### **Example of SaaS subscription-based pricing** [Viyard](https://www.vidyard.com/), which lets you personalize videos, get automatic transcripts, A/B test thumbnails, optimize videos, check out who’s watching your videos (and for how long), share them with stakeholders, and more. The Pro version of Vidyard costs $29/mo or $19/mo if billed annually at $228. ![](https://lh5.googleusercontent.com/DcTgvdzJX-SRNzJQaNzwg0FZ5Dh_iYPrRoY4xVmL7Qsm-YV84PkKV5lnd5fcfUlpJG0jTSJksuAb2mScsiDwod3u-i96wT84x4mgAu3UBZfCSUFyMiSeD9ONSl4_h0TtrV-eQYCAZPIUC_IJe96ZmuA) ### **2\. SaaS usage-based pricing** Another popular model is the SaaS usage-based pricing strategy, which means charging customers based on the amount of resources they consume, such as the data or users they go through. This is different from other pricing models that may charge a fixed fee no matter the usage. You see this model a lot in cloud-based services, where customers can easily scale their usage up or down depending on their needs, and only pay for what they actually use. #### **Pros** - Offers a lot of flexibility and cost-effectiveness for customers, which can lead to higher satisfaction and retention. - Customers understand well what they’re paying for, since the price is directly linked to their usage. - It encourages efficiency and productivity; since people are paying for usage, they may be more motivated to make the most of the product and reduce unnecessary usage. #### **Cons** - Usage-based pricing can be difficult to set up and manage when compared to other models. - It can be tough to predict costs in advance, so customers may find it hard to budget, which can lead to them choosing a competitor’s product instead. - Customers may also be hit with unexpected bills if they accidently use more than they wanted, which can lead to dissatisfaction as well. #### **Example of SaaS usage based pricing** [Twilio](https://www.twilio.com/en-us), a customer engagement platform that uses real-time data to offer personalized comms, has two different models: monthly recurring charges and pay-as-you-go usage charges, so customers can choose what they need. They also offer volume discounts and committed-use discounts. ![](https://lh5.googleusercontent.com/-hR9EmLOA1ZExCYy2FforZQhfH7_1pfR_VLSj_kImMuLn98LJXCX12SqI-jP96Agudx8cOOR_vuT3dvT7yTymecEm63mvC5sTC8Dd3gksTLuD0cUptv0kcZrxc7B4nUSBkuaxWzSJyZ3aL4fZdcE3gE) ### **3\. Freemium pricing** This popular strategy is all about offering a free version of a SaaS product with limited features and providing more premium features at a cost. This allows people to try out the product and experiment as much as they want before committing to a paid subscription, for instance. You normally see this type of pricing as a gateway to paid features, capacity, or users – customers get the basics and they’re encouraged to upgrade to a paid system that offers them new things or more of what they had. The goal is to ensure customers get a taste of the product’s full capabilities in order to attract new users and drive revenue growth. This is a careful balancing act, since you need to provide enough value for people to be happy with the freemium version yet still want to upgrade. #### **Pros** - Offering a free version of a SaaS product can lower the barrier to entry for potential customers, so they might be more willing to try it without committing to a paid plan. - By having a freemium model, you can also increase brand awareness and attract a wide audience. - The free version of your SaaS product is ideal to upsell customers, since you can more easily encourage them to upgrade to a paid subscription. #### **Cons** - It can be expensive to have a free version of your product because you still need to allocate resources to develop, maintain, and support it. - The customers who want a free product aren’t necessarily likely to upgrade to a paid plan, so you may have low conversion rates and revenue. - If your free version is too basic, customers may not want to upgrade to a paid one. #### **Example of SaaS freemium pricing** [Google Drive](https://www.google.co.uk/intl/en-GB/drive/) is a great example of a freemium model. You get 15GB for free but you can pay to have more storage space. ![](https://lh6.googleusercontent.com/4npCwl9axVgaMzhw1n7X2h7c4c3WMpXwKubHgRQKpgRQDm_afRqrOld8OX9f-36U-AEyuiBcuX1ef1XLKWUp8WGaEAyDc5YbebKyX2GalZ-8tiRM04gvCuXyD2ICmHwpfv13RTMzJdcJEzuTuHwlhEM) ### **4\. SaaS tiered pricing** In this model, customers get different price points, depending on the features and capabilities of each tier, which allows them to choose the level of service that best suits their needs and budget. You can provide devs with several options while continuously incentivizing them to upgrade to higher tiers for more advanced features and functionalities. #### **Pros** - You can increase your revenue potential by offering people a range of pricing options and making the most of upselling opportunities. - You can more easily differentiate your product from your competitors’, since you have several tiers with different choices (ensuring customers get as much customization as possible). - A tiered pricing model can encourage customers to upgrade to higher tiers as their needs and usage grows. #### **Cons** - Customers may become overwhelmed by all the choices and features, which can lead to confusion or hesitation when choosing the right pricing option for them. - Tiered models may limit your growth potential because they create a ceiling on revenue based on the number of tiers you offer. - Developing and implementing a tiered pricing model can be time-consuming and require additional resources to help you manage it. #### **Example of a SaaS tiered pricing model** [Slack](https://www.developermarketing.io/join-the-developer-marketing-alliance-community/) is designed to simplify conversations with internals and externals. Convos happen in channels or private messages, and the product also integrates with other tools, allows you to drag-and-drop files, offers audio chats or face-to-face calls, the ability to share your screen, etc. The company offers a tiered pricing model that appeals to different types of customers, allowing orgs of all sizes to pick a plan that best fits their requirements and budget. ![](https://lh5.googleusercontent.com/l2CToQQXVTuKqdEip3_XPbXs-5bU1hYRgqUkLFcAOWYmE17cY-OekvFiC4ogSXuincV1tFv_lE3bMicQa_MdidV55X5Bz5M9j2sQmHRF8ALjSUOhbGFuXQxaLEzmC0gea3LUV9jWLJi015jSoASqjOg) ### **5\. Competitive-based pricing** You can also use competitor-based pricing. This strategy is all about pricing your SaaS product by taking your competitors into account. It means researching prices that are either lower or higher based on product features, quality, and value. The goal is to remain competitive in the market while also ensuring profits! Competitive-based pricing is typically used when competitors have a similar product, since the SaaS market is huge and highly competitive (it’s estimated to [reach 195 billion USD in 2023](https://www.statista.com/statistics/505243/worldwide-software-as-a-service-revenue/)), as well as constantly changing, which might make it challenging to set a fixed price. There are **three different approaches** to this model: - **Lower price**: pricing your product lower than your competitors’ product. - **Higher price**: by charging a higher price, you can also have better margins than your competition, but customers also have higher expectations. - **Price match**: matching your competitors’ prices works better when you have several products to offer, especially because you may have more development costs than your competitors. #### **Pros** - Easier to adjust prices to stay competitive and attract customers. - Lower prices can attract price-sensitive customers and higher prices can signal a premium (i.e., high-quality) product. - Because you need to conduct in-depth market research when you choose this model, you get invaluable insights into trends and developer preferences. #### **Cons** - Doesn’t consider factors like market demand and development costs. - You have minimal control over pricing as it depends on your competitors’. - If you choose a lower pricing strategy, you must be mindful of your margins at all times (and consider ways to move customers to more expensive options). #### **Example of SaaS competitive-based pricing** It’s fair to say that Apple might use a competitive-based approach to pricing, since they’ve had to compete with Microsoft for a long time – in fact, their competition started in the late 1970s, and Apple ended up taking an approach focused on innovation and consumer-centric tech. Apple charges more than its competitors but every marketing and sales choice aims to justify that decision. The company has begun to [push their SaaS platforms a lot more](https://appleworld.today/archives/67034) by focusing on products like macOS, tvOS, and iPadOS – and, of course, iCloud! ![](https://lh5.googleusercontent.com/uKKzrQwKqCd0T_oBx5BZ-02-DN7PzLKX8xf4j48I8ltHJrnrWht7fyQEuIhiIcoPyIzdG1-RpCm4QaRVAFnAK10qP-z2IZ59NwbT8Z41sDf4Jv0MC60HDGlPvQaNV3UrGLGnxHq6-PoBnKWktd480s4) [Image via Apple](https://support.apple.com/en-gb/HT201238) ### **6\. Per-user pricing** This model charges customers based on the number of users that have access to the product, and it’s useful for teams or orgs with varying numbers of users. If you choose this model, you can charge customers a flat rate for each user account created on the SaaS platform – for example, if you charge $10/mo per user and a company or team needs 10 user accounts, the total cost would be $100/mo. This strategy is typically used for products like CRM (customer relationship management) software, collaboration tools, project management software, etc. #### **Pros** - This strategy allows businesses to pay only for the number of users who need access to the software, which can be more cost-effective for smaller teams or orgs with a limited budget. - As a business grows and adds more users to the SaaS platform, they can simply increase their subscription to accommodate the additional users. This makes this pricing structure scalable. - Per-user pricing is often transparent, making it easy for businesses to understand their costs and budget accordingly, which can help ensure satisfaction and retention. #### **Cons** - Per-user pricing can be expensive for larger teams, so this model may not be their first choice. - This structure can also become complex and difficult to manage as the number of users increases. - With this model, businesses need to manage and pay for each individual user account, which can become a time-consuming process, especially as the number of users grows. #### **Example of SaaS per-user pricing** [Canva](https://www.canva.com/pricing/) offers easy-to-use features that allows customers to create their own graphics. The company charges customers on a per-user basis for using the product. ![](https://lh5.googleusercontent.com/P_rcpdPlHvlCuLFEgvkEQrtGYfwSL0jRHl7APKx-VrylzBzrOOCux1-ywtnqTZZ7G3PYooru6VGRmwEEhS-QZGegwoFb4IlDhBACj1ix0u6j1cyEdYbnn1jVtAMsz68sbG5h73efJuwKd5hHhUo6lwc) ### **7\. Value-based pricing** Using a SaaS value-based pricing model means charging customers based on the value that they derive from using your product. It means understanding your audience, including their unique needs, [pain points](https://www.developermarketing.io/how-to-nail-pain-points-for-your-target-developers/), and motivations. So, customers who can generate more revenue or achieve greater efficiency using your product will be charged more than those who don’t. For example, you can have several pricing tiers, each with different features, and customers can choose what gives them the most value (what will address their needs). #### **Pros** - This model can help you attract and retain customers; i.e., reduce churn. This is because you’re more likely to attract loyal customers when you’re offering them the biggest value. - If you’re offering customers the best value, they’ll be happy to tell their peers and colleagues about your product. - By tying pricing to usage and value, this model incentivizes customers to fully utilize the product to achieve the best results possible. #### **Cons** - Customers may find value-based pricing opaque or confusing, which can lead to dissatisfaction or lack of trust. - Value-based pricing can be more complex to implement than other models, since it requires a deeper understanding of customer needs. - It can be more difficult to forecast revenue, since this will depend on the value that each customer is able to get from the product. #### **Example of SaaS value-based pricing** [Trello](https://trello.com/en/pricing) is a great example of this type of pricing strategy. They offer several options, including a freemium one, and provide a selection of features and integrations. Customers can choose the option that gives them the best value for money. ![](https://lh4.googleusercontent.com/AkOXr8NvqIziSjXNvOjUPTyuOcx4impypU2vorY445hwwnfpOOAeXDigQYNykfUDtmWzrkJsDrQA4X8rQzSS0gxJzlYxSU5eWz7B7YmAwaL7bMdVU8w5iOG27ZDZxz5OrhHo16f65waZJohElh4hoes) ## **Benefits of getting your SaaS pricing right** There are many reasons why you need to set the right price for your SaaS product, including: - **A boost in revenue**: if you choose the correct price, you can generate more money for your business, since the right strategy can encourage more customers to sign up for your SaaS product. - **Improved customer acquisition**: you can also attract more customers and see a boost in retention if you provide transparent pricing and offer plans that meet the needs of different customers – you can also increase loyalty and reduce churn. - **A competitive edge**: gaining competitive advantage in a crowded market is a side effect of offering a better value proposition than your competitors, as it helps you attract a wider audience and win market share. - **More flexibility**: with the right pricing model, you can adapt to an ever-changing market and help meet [developer pain points](https://www.developermarketing.io/5-developer-pain-points-backed-by-dev-marketing-pros/) and needs. By having the ability to test different strategies and adjust your pricing plans based on feedback, for example, you can stay ahead of the competition and carry on growing your business. - **Increased profits**: once you optimize your pricing strategy, you can improve your profit margins and increase your bottom line. And, when you reduce costs and boost efficiency, you’re able to maximize the revenue generated from each customer. - **Better reputation**: a fair, transparent, and easy-to-understand pricing plan can improve brand perception and customer trust, which, in turn, leads to an increase in referrals and positive word-of-mouth marketing. - **Improved customer insights**: you can gain valuable insights into the needs and preferences of your customers, which helps you fine-tune your pricing strategy and products. --- [How to get developers to test out your productBefore your product goes live, you want to make sure there are no issues and everything’s running smoothly. Developer feedback is crucial for this.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceAleksandar Micev![](https://www.developermarketing.io/content/images/2022/08/pexels-luis-gomes-546819.jpeg)](https://www.developermarketing.io/how-to-get-developers-to-test-out-your-product/) --- ## **How to price your SaaS product** Besides choosing the right pricing model for your SaaS product, you should also consider other factors, including the following steps, to help determine your SaaS pricing: ### **Understand your developer audience** Identify your [developer personas](https://www.developermarketing.io/the-complete-guide-to-developer-personas/) and understand their needs, preferences, and willingness to pay. You can do this through market research, surveys, customer feedback, etc. ### **Involve everyone in the decision** Pricing should be a decision made by all departments involved in the development, production, marketing, and sales of a SaaS product. They can help you [position your product](https://www.developermarketing.io/how-to-write-a-positioning-statement-for-a-product/), as well as target your developer audience in the most efficient way. ### **Consider LTV/CAC ratio** [Customer Lifetime Value](https://www.developermarketing.io/7-easy-developer-marketing-metrics-that-reveal-your-campaigns-success/#7-customer-lifetime-value) (LTV) is the total revenue a customer generates for as long as they’re your client. This metric has an impact on how much you spend to acquire new customers and on your sales tactics, so it’s important you consider it when choosing the right price for your SaaS product. CAC refers to [Customer Acquisition Cost](https://www.developermarketing.io/13-saas-marketing-metrics-to-track-in-2023/#3-customer-acquisition-cost-cac), which, as it says on the tin, measures the cost of acquiring new customers. The LTV/CAC ratio is important because it measures the expected lifetime value of a customer with the cost of acquiring them – i.e., will you get enough value from a new customer, taking into account the cost of marketing and sales as well? Applying this ratio can help you develop a pricing strategy that’s aligned with your org’s long-term profitability and sustainability. ### **Evaluate your costs** Determine the cost of producing and delivering your SaaS product, including development, hosting, maintenance, and customer support. This will help you understand the minimum price you need to charge to cover your expenses and make a profit. ### **Analyze your competitors** Research your competitors and understand their pricing strategies, so you can figure out how your product compares to theirs and where you fit in the market. We’ve written an [article on product market fit](https://www.developermarketing.io/building-a-product-market-fit-framework-in-5-steps/) if you’d like to learn more about it! ### **Determine your value proposition** Understand the unique value your product offers to your customers and how it solves their pain points. This will help you position your product in the market and justify your price. --- [Your ultimate guide to creating a value propositionHow can you make your brand stand out from the competition with a compelling value proposition? Writing a great value proposition makes all the difference in whether a potential customer chooses your product or your competitor’s.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceTeresa Garanhel![](https://www.developermarketing.io/content/images/2023/02/alexander-popov-iQqqo2zpmTI-unsplash--1-.jpeg)](https://www.developermarketing.io/your-ultimate-guide-to-writing-value-proposition/) --- ### **Test different pricing models** Consider testing different pricing models, such as freemium, subscription-based, or tiered pricing. This will help you understand what pricing model works best for your product and your target audience. ### **Consider discounts** You can provide annual discounts, for example, but make sure to analyze all costs and profits so you’re not actually leaving money on the table. ### **Include upselling opportunities** Setting a price is not a ‘one and done’ thing. You should also consider future upselling opportunities, since one of the benefits of SaaS is that you can offer upgrades, new versions of the product, etc., all of which increases its value – and drums up more money for your org. ### **Offer free trials** Many SaaS companies offer free trials to customers because this is a great way to attract people and convert them into paying customers. You can choose the option that works best for you, as long as devs have enough time to experiment with your product – 15 or 30-day trials are common. ### **Monitor and adjust** Continuously monitor your pricing strategy and make adjustments as necessary based on customer feedback, market changes, and your own business objectives. Remember, pricing is not a one-time decision, and it can be adjusted over time as you learn more about your customers and the market. --- [13 SaaS marketing metrics to track in 2023How can you know whether developers are engaging with your product? And if they aren’t, what can be improved? Fortunately, you can answer these and other similar questions with SaaS marketing metrics.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceTeresa Garanhel![](https://www.developermarketing.io/content/images/2023/03/luke-chesser-JKUTrJ4vK00-unsplash.jpeg)](https://www.developermarketing.io/13-saas-marketing-metrics-to-track-in-2023/) --- ## **SaaS pricing template** Not sure where to start when setting the price for your SaaS product? Let us help! Here’s an **example of a simple SaaS pricing template** you can use as a starting point for your own pricing model: ### **Basic plan:** - Price: $X per month/year - Features: \[List of features included in this plan\] - Limitations: \[List of limitations or restrictions on this plan, such as number of users, data storage limits, or other usage restrictions\] ### **Standard plan:** - Price: $Y per month/year - Features: \[List of additional features included in this plan, compared to the Basic Plan\] - Limitations: \[List of limitations or restrictions on this plan, such as number of users, data storage limits, or other usage restrictions\] ### **Premium plan:** - Price: $Z per month/year - Features: \[List of additional features included in this plan, compared to the Standard Plan\] - Limitations: \[List of limitations or restrictions on this plan, such as number of users, data storage limits, or other usage restrictions\] ### **Enterprise plan:** - Price: Custom pricing - Features: \[List of features included in this plan, which may be customized or negotiated with the customer\] - Limitations: \[List of limitations or restrictions on this plan, if any\] ### **Additional pricing options:** - Add-ons: \[List of additional features or services that can be added on to any plan for an additional fee\] - Usage-based pricing: \[Description of any usage-based pricing options, if applicable\] - Discounts: \[List of any available discounts, such as annual billing or volume discounts\] Your pricing model may vary depending on the specifics of your SaaS product and business model. It's important to carefully consider your pricing strategy based on factors such as your target market, competition, value proposition, and cost structure. ## **Mistakes to avoid when pricing your SaaS product** When pricing your SaaS product, there are several common mistakes that you should avoid to ensure that you are maximizing revenue and profitability. For instance: ### **Underpricing** Don’t set your prices too low, as that means you’re undervaluing it; this can signal to developers that your product is of low quality or not worth the money, time, and effort it takes to use it. On top of this, a cheaper product may limit your revenue potential as well. ### **Overpricing** On the other hand, if you set a price that’s a lot higher than your competitors’, you risk making it uncompetitive, limit customer acquisition, and increase churn rate. ### **Ignoring market research** One of the biggest mistakes you can make is not taking market research into account, since this can lead to a pricing strategy that doesn’t meet market standards or customer needs. ### **Not incorporating feedback** Customer feedback is critical and ignoring it can have serious consequences, including customer dissatisfaction and loss of revenue. --- [The science behind feedback gathering from developersWe’ve discussed the importance of marketers getting into that headspace of a developer. That’s our ultimate goal, to bridge the gap between the marketer and the developer.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceAnthony Witherspoon![](https://www.developermarketing.io/content/images/2022/03/altumcode-dMUt0X3f59Q-unsplash.jpg)](https://www.developermarketing.io/the-science-behind-feedback-gathering-from-developers/) --- ### **Complicating pricing** If you offer too many tiers or pricing options, your customers may be confused and find it difficult to choose the right plan, leading to decision paralysis (i.e., indecision in the face of multiple options that can be hard to compare). ### **Not communicating pricing changes** If you make a change to your current pricing model, you need to make customers aware. Otherwise, if they’re surprised with a sudden hike in price, for example, they might be frustrated and stop trusting you, which can lead to increased churn rates. ### **Lack of transparency** Being unclear about pricing plans, hidden fees, and payment terms leads to mistrust and negative reviews, so be transparent every step of the way, which goes hand-in-hand with communicating clearly with your customers. ### **Ignoring lifetime value** Don’t focus only on short-term revenue, but remember that each customer comes with a lifetime value – consider that to make pricing decisions that are aligned with your long-term goals. ### **Not considering competitors** Another huge mistake. Analyzing the competitive landscape is crucial, so perform research and consider the different prices out there to avoid under or overpricing your SaaS product. ### **Not revisiting your strategy** If you set a price and never look at it again, you may be missing out on revenue opportunities. Assess your pricing on a regular basis and adjust it accordingly to remain competitive. ## **SaaS pricing metrics** How do you ensure your pricing strategy is working? By tracking and analyzing the right pricing metrics. Here are just a few you can take into account: - **LTV/CAC**: we’ve talked about this metric above but, in short, this ratio is critical to reach a profitable model, since it shows you whether you’re losing money with every new customer you acquire. - **MRR**: Monthly Recurring Revenue refers to the revenue your company generates each month from your customers’ subscriptions – so, by tracking MRR, you can determine if your pricing strategy is generating consistent revenue over time. - **ARPU**: Average Revenue per User is the average amount of money each customer generates, so it’s important you track this metric in order to figure out whether you need to tweak your strategy. - **Churn rate**: the rate at which your customers cancel their subscriptions. If you have a high churn rate, you need to determine whether you’re providing enough value to devs. - **NPS**: Net Promoter Score measures customer satisfaction and loyalty and, by tracking it, you can see if developers are likely to recommend your product to others. If not, the reason might be the perceived value for money, so ensure you’re setting the right price and offering value at all times. ## **In short** Pricing your SaaS product is a complex process with a lot of moving parts, but it’s crucial to take all elements into consideration to ensure you’re providing developers with the features and functionalities they actually need. There are many different SaaS pricing models, so pick the one that works best for you and resonates with your audience the most – however, if you find your strategy isn’t working, feel free to tweak and adjust as needed! --- ### Listen without prejudice: Conducting persona studies and taking action from them URL: https://www.gotomarketalliance.com/listen-without-prejudice-conducting-persona-studies-and-taking-action-from-them/ Last updated: 2024-01-24T17:35:27.000Z *This article originates from a presentation at the Product Marketing Summit, Las Vegas in 2022\. At the time, the speaker, Ali Hanyaloglu, was the Senior Director of Product Marketing at Akeneo. He’s now the VP of Product Marketing at Amplience.* Hi, I'm Ali. I'm a product marketer, I'm a storyteller, and I love 90s music. For any fellow 90s music fans, there are three albums sprinkled into this article. See if you can spot them all. Let me tell you a story. It's about how last year my team and I decided to throw the personas that we had out the window and start all over again with a fresh approach. No more 50-slide decks about Marketing Maggie, her age, and her titles – just actionable personas that can benefit the entire organization and therefore ultimately benefit our customers. In this article, I’ll look specifically at: - The problem with our personas - An enhanced understanding of our buyers - Turning insight into action - What we do differently now - Final thoughts ## **About Akeneo** For those of you who don't know Akeneo, where I lead the product marketing team, we’re in the product information management (PIM) space. We sell our solution to brands, manufacturers, and retailers with vast catalogs of products that they sell online, whether that’s on their own site, through a marketplace, or elsewhere. We not only help them manage all the information about the products that they sell, but we add marketing enrichment, so it's compelling and stands out. ## **The problem with our personas** Now, let’s get back to our story. At the start of this journey, we had the same kinds of personas that everybody else does. They were okay, but I wanted to challenge them. I wanted to test if they truly matched the customers we were talking to, and the way I wanted to do that was by validating our assumptions through both [quantitative and qualitative research](https://www.productmarketingalliance.com/qualitative-vs-quantitative-research/). As is often the case, our [personas](https://www.productmarketingalliance.com/your-guide-to-personas/) were filled with the kinds of profiles that I talked about before: “Here's marketing Maggie, she is typically a VP of Marketing or a CMO. She has these challenges,” and so on and so forth. We’d use those personas as part of things like new hire [onboarding](https://www.productmarketingalliance.com/the-fundamentals-of-customer-onboarding/), but nobody really knew what to do with that information. That's what we needed to change. The personas were too focused on people and not focused enough on what they were trying to achieve. The other issue was that these personas were highly anecdotal, based on conversations with sales and product management teams. We needed to become more data-driven in [our approach](https://www.productmarketingalliance.com/who-should-be-involved-in-the-persona-process/). Worse still, all of our personas were derived from our user persona, Julia. There's a big sign in our head office in Nantes that says, “Build what Julia wants.” That’s a great rallying call for the product team and engineers, but what about everybody else? We had put Julia at the center and gone out from there: Julia's boss, Julia’s IT person. It was time for a new approach. ## **An enhanced understanding of our buyers** We realized that everything we knew about personas was wrong. We needed to enhance our understanding of not the user, but the buyer. As product marketers, this is the value we can bring to the organization. Let product management take care of the [user persona](https://www.productmarketingalliance.com/b2b-user-persona-template/). We'll take a look at the buyer persona, and then we'll collaborate afterward. First, we needed to figure out the triggers that would cause the buyer to look for a solution to their particular problem. Second, we wanted to identify their buying criteria and the path that they took to make a decision. Third, we had a [buyer's journey](https://www.productmarketingalliance.com/understanding-your-sales-prospect-the-complexity-of-the-buyers-journey/), but it was kind of rough. We wanted to not only enhance it but simplify it so that it would become actionable for the rest of the marketing organization. To better understand our buyers, we did three axes of [research](https://www.productmarketingalliance.com/your-guide-to-research/). We did quantitative research; I surveyed 500 respondents across different industries, roles, and levels. We also did qualitative research: interviews that were conducted with both the business side and the IT side of our customers’ businesses. And then, to remove any regional biases, we did this in our four primary markets: the US, the UK, France, and Germany. ### **Quantitative research** Let’s start with the quantitative survey. One of the first questions we asked was if they know what a PIM is. If the answer was no, we disqualified them. If the answer was yes, we asked them if they were equipped with one. We never asked them what kind of PIM they had. That’s because we often find that, depending on who you’re speaking to, a product information management system could be a SaaS-based solution like ours, it could be a database that was built in-house, or it could even be a spreadsheet that they use to manage all of their products. To avoid biasing our results, we didn't want to make any assumptions about that. Once our respondents got past that screening question, here are some of the other things we asked them about: - Their business [goals](https://www.productmarketingalliance.com/how-to-set-successful-and-attainable-product-marketing-goals/) - The challenges they were facing - Their authority level in the [decision-making process](https://www.productmarketingalliance.com/what-are-the-5-steps-in-the-consumer-buying-process/) - The success metrics they’d look at when choosing a solution in our space - Their decision-making criteria - The sources of information they’d use to help them with their decision-making The results of that survey were then collated into a report by OpinionWay, the survey company we worked with. That meant we didn't just get the raw data, which we could have spent months poring over and analyzing, but some key insights that they found and validated with us. From this report, we were able to map out the buyer journey anew. We also shared this with the executives, primarily because I wanted to challenge their assumptions about [who our customers are](https://www.productmarketingalliance.com/re-imagining-customer-listening/), and more importantly, who their decision-makers are. Some of those results just validated what we knew already, but now we had data to back that knowledge up. Some results were more surprising and challenged the misconceptions that we had before. ### **Qualitative research** So that was the quantitative research. What about the qualitative stuff? This is where [we conducted interviews](https://www.productmarketingalliance.com/persona-interview-questions/). We engaged with an organization called the Buyer Persona Institute, which does what it says on the tin. Here’s what we asked our interviewees about: - **Priority initiatives** – The business initiatives led them to identify either a problem or the need for a solution that would allow them to meet specific business goals. - **Success factors** – The factors that would help them in determining which solution was the wisest choice. - **Perceived barriers** – There are always barriers both during the decision-making process and the implementation process, but which ones were they most concerned about? - **Decision criteria** – The checklist that they go through in order to make a decision and move forward. ### **Some unexpected findings** All of this research – qualitative and quantitative – was really insightful. Some of the findings that came out were not what we were expecting at all, so we felt like real dummies. We’d always assumed that there was one decision-maker. What we found was that there is typically a whole buying group with one lead evaluator – and that buying group could contain anywhere between six and eight individual roles. It sounds obvious now because we are an enterprise solution, but the company had never looked at it this way. We created so much action from this insight, and I’ll tell you more about that in a moment. There were more surprises in store. When I came into the company less than two years ago, I kept hearing “It's an immature market with lots of greenfields.” However, what we found was that there’s a much higher percentage of organizations out there who are not only aware of what a PIM is but have one. As I said, what that PIM looks like might vary, but they do have some kind of PIM in place. I'll share with you right away the action that came from that: we instructed our BDRs to stop telling prospects what a PIM was and go right into what they should be looking for in a PIM like Akeneo. That’s made a huge improvement to the quality of the [sales-qualified leads](https://www.productmarketingalliance.com/which-sales-pipeline-metrics-should-businesses-track/) that we have now. Another thing we thought is that there was business, there was IT, and they had different priorities. Obvious, right? The business people are going to care about things like customer satisfaction, time to market, and reduced return rates, and IT folks are going to care about security, integrations, and so on. However, when we talked to the IT folks, they were saying, “We want to increase the quality of the product information that we have on our own [eCommerce](https://www.productmarketingalliance.com/seeking-the-right-team-to-boost-your-ecommerce-business/) sites. We've got a feeling that there's something wrong with the experience that people are having.” Meanwhile, the marketing people were saying, “I want to make sure that the technology we've got is well integrated into our commerce stack, and I need to make sure that the data has integrity and that it’s secure.” We were stunned. We realized that the business side and the IT side share priorities because they collaborate. They were each representing their partners on the other side. This ties back to the first surprising finding I shared. The lead evaluator could be in a marketing or IT role. That means we have to be careful about how we message a particular persona. We can't assume that the IT persona only cares about security and integrations and what have you. They care about the business side because they're representing the buying group. This was eye-opening for us and it really changed [our messaging](https://www.productmarketingalliance.com/your-guide-to-messaging/). We also asked about people's first source of information and their most trusted source when they’re trying to identify a solution. This is key because [research from Challenger](https://www.challengerinc.com/blog/sellers-youre-not-getting-in-early-we-have-proof/?ref=productmarketingalliance.com) shows that buyers are already more than halfway through the decision-making process before they engage with a vendor. They've been doing a whole bunch of homework before they come and talk to us, and guess what? We’re not the first source, nor are we the most trusted. So who was the most trusted source? Solution integrators – our partners who provide solutions and integrate all the different systems. Potential buyers would go to them first for help in finding a solution and making a decision. The next most-trusted group was peers, and after them, analysts. Please engage with the analysts that are covering your space. Why? Because they're talking to your customers and prospects, so you’ve got to keep them informed. ## **Turning insight into action** So what did we do with all these findings? ### **Pre- and post-sales: Stakeholder maps** For pre and post-sales, earlier this year, we started rolling out [stakeholder maps](https://www.productmarketingalliance.com/coordinate-product-launches-with-internal-stakeholders/), highlighting to our customer-facing teams that wouldn’t just be talking to one person, but as many as six to eight. To grow our opportunities, our teams need to be able to identify who those individuals are and what their role is in the decision-making process. Who’s a decision-maker? Who’s an economic buyer? Who are the influencers? Who are the spectators? More than that, once you've identified who they are, are they a champion, a detractor, or are they neutral? We also want to know if that’s [their position](https://www.productmarketingalliance.com/your-guide-to-positioning/) on our space as a whole or us as a vendor. Mapping this out gives you a political map that can be used to generate plans for how an AE is going to tackle that account. They can then pass it on to our customer success team so they know who to work with and what to look out for as our solution is deployed. ### **Marketing: Updated buyer journeys** For marketing, we updated our buyer journey. This is part of the marketing playbook that the rest of the marketing organization uses. It helps them to identify what they should be incorporating into their [campaigns](https://www.productmarketingalliance.com/scaling-your-campaigns-and-events-to-global-users-q-a-with-google/), whether they’re global or regional. Like many organizations, we use the SiriusDecisions framework for this. ### **Product: Target customer needs definition** We’ve started to roll out a new product launch process. Our awesome new VP of Product Management has told his team that every feature and every product rerelease has to drive customer value. I love this. Part of our [new launch process](https://www.productmarketingalliance.com/a-visual-guide-to-product-launches/) involves product marketing sitting down with our peers in product management and doing a [target customer](https://www.productmarketingalliance.com/understanding-your-target-audience-through-voc/) needs definition exercise. This is informed by our persona research, and it's very similar to the [jobs-to-be-done framework](https://www.productmarketingalliance.com/enriching-personas-with-jobs-to-be-done/). We rank customer jobs by priority, the pains involved in completing each job, and the outcomes and gains of completing each job successfully. We then use this to [write a value proposition](https://www.productmarketingalliance.com/your-ultimate-guide-to-creating-a-value-proposition/), and for your product to be approved, it's got to have a value proposition associated with it. ### **What’s next for our personas?** We're not done with our personas yet. Here’s how we’re going to keep putting them into action: 1. Leveraging insights very early on in the product launch process 2. Updating our new hire onboarding with actionable information 3. Updating our [sales enablement](https://www.productmarketingalliance.com/your-guide-to-sales-enablement/). 4. Adding additional personas as part of our long-term strategy ## **What we would do differently** If I could do this all over again, I’d do the qualitative interview research before the quantitative research. Why? Because the insights we get from the interviews can help determine what questions we ask in the survey, which would then give us data to back up what our interviewees tell us. Secondly, I’d like to split the survey by level and role in the organization and ask questions based on that. We've heard from our analysts at Forrester and Gartner that C-levels tend to be positively biased when they do surveys, so we want to split that up. The other thing I’d like to do is look at related technologies. We want to know what other technologies people care about and own because that's a budget we can either go after or we're already competing with. ## **Final thoughts** If you’re thinking that the personas you’ve got aren’t great or that you could do more with them, don't worry. There is a ray of light at the end of the tunnel. Challenge the personas you have today. Throw your previous assumptions out the window. Then, very carefully listen, learn, and validate what you find out through both qualitative interviews and quantitative survey research. Once you get your insights, don't stop. Think about how you can turn them into actionable deliverables, tools, and assets that all of your key stakeholders could leverage and benefit from. ### Onboarding 101 URL: https://www.gotomarketalliance.com/onboarding-101/ Last updated: 2023-07-25T17:09:57.000Z I'm Ashli Bontrager, and I'm Senior Sales Enablement Manager at dormakaba, a global access and security solutions firm. I'm really excited that Sales Enablement Collective reached out, and that I get to connect with you today on **sales onboarding 101**. If you've never built onboarding, then this presentation is for you. Let’s dive in. 👇 ## The goal? Get reps ready to sell - FAST You don't have to search very much on Google in order to find stats on why onboarding is important. DePaul University says that it takes about $115,000 to replace a sales rep, and there's also a moral obligation to give that new hire everything that they need to be successful and to get them ready to go - fast. So how can we make them feel great about the decision to join your company? [![](https://lh4.googleusercontent.com/cdEckCt0D_CAJSW_tIb0SxFXFaFVWLB1rjrjRBxe_DbR4vH0p2Jde6siE5tyrNnRS46plaEiBzVrgptNlzwqznMxMn6OEOtAsC421V6--HeTGucPmp-FtDNRH9g4carXJDz5ZrrVM0ysqjsV-xI56fdipHcfgmg5H7sGeoypVAwWLS_zbWzbuNxl6F00Gw)](https://salesenablementcollective.com/onboarding-101) First step could be sending them some merchandise, giving them their materials (laptops or whatever you're going to set them up with) on time and right away. It could involve, if they're up for it, a virtual coffee or going to a restaurant to help them connect with coworkers before they even start, something like that to meet the team. Those are options companies are using in order to get people ready to go right away. And what about once they've actually started? These are the questions that we're going to be going through today. **The sales rep is asking:** - Who is my company? - What do I sell? - Who are my customers? - What's on my to-do list? - What am I working toward? - Where do I go from here? Below I’ll show you an overview of the process that we took in our company to build sales readiness onboarding. Then, I'll walk you through how to answer those questions and what that might look like for you. ## Process overview [![](https://lh3.googleusercontent.com/_kVZvczY4tF5EMRUEVc-9w7U8FzJVCwwKeZTfY5047BDieAazQOg9ejLye6sWnHTUDAG64Haa0A5oiCnxBz0qrq1kQ1QwdxXjD5j-k_vBRJAjpo_0pJG3ZYUMnKUCAmz_TO3YqHHCo_8DTgceCnhz6e69XchKPgpWwfu0sZCSuh6GBy8WajLpZ7P3REnrQ)](https://salesenablementcollective.com/onboarding-101) ### Align with sales leaders First of all, you want to start your onboarding build process by aligning with sales leaders on their vision. What does “done” look like to them? I love the quote that Brene Brown had in her book *Dare to Lead*. She says that as a team, they use the phrase “paint done”. It's a question - “please help me paint done” is a question that you’d ask to the person assigning a project to get a better feel for their vision, scope and what they're expecting to see at the end of the project. > So you want to get that vision out of those sales leaders. You want to know what their ideal sales rep looks like. What can they do? What are their skills? What does that persona look like? If you have more than one sales role in your organization, then you might need to build more than one persona. And then of course, there's those KPIs for onboarding - what KPIs are the sales leaders hoping that great onboarding is going to support? You want to know those in advance. The common ones that I hear a lot would be reduced ramp time, for example - we don't want it to take forever to get that person selling, we want to get them selling right away. So that's one. Where are the reps in regards to quota? How are they performing? What kind of revenue are they generating? How are they retaining customers? ### Measure the before and continue discovery with the sales reps They’re general sales KPIs, so figure out from your leadership what those are, and then measure them **now**. > Before you get started. We need to measure the current state. My husband and I are famous for doing projects around the house and forgetting to take “before” photos and then it's done and we think: “Oh, we didn't do a before photo!”. You need a “before” photo of what the situation is *right now*, then you're going to continue that discovery with the sales reps. Think of it this way if you've ever had a baby or a puppy, and you're waking up a million times at night, you’re dealing with a lot of pain. Then the puppy gets bigger, or the baby grows older, and then all of a sudden, they’re sleeping through the night and you forget about it. Then not too long after you say: “Hey, let's have another baby!”, or “let's get another puppy!” because you *forgot* about that pain. That’s why I like to talk to sales reps, because my impression is that sales leaders sometimes have new problems, a new focus - they've got something else to think about and they’ve forgotten the pain of that tactical day-to-day of the sales rep. So you need the sales reps’ perspective as well as they're the ones doing it every day. You need to hear from them about what that new hire **needs** to know. --- [The SEC onboarding playbook - download it today!We worked with our partners at Second Nature and other expert onboarding professionals to build this playbook. Download and elevate your processes today.![](https://www.salesenablementcollective.com/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveSales Enablement Collective![](https://www.salesenablementcollective.com/content/images/2022/07/SEC_Onboarding_Playbook_2022_Blog_Meta_2.jpg)](https://www.salesenablementcollective.com/sec-onboarding-playbook-download-it-today/) --- ### Understand what content exists and where We now have a list of what new sales reps need to know, and we need to find out what content exists and where it exists. It might be, if you have a larger organization, that it could be anywhere. It could be in HR, it could be in marketing. A lot of times it might be on Bob's computer! Who built what? Who has a sales presentation that they built lying around? I’ve talked to sales reps (across different companies) and they've built their own sales presentations or their own slides for this or that. We want to get those slide decks in our hands. We want to get those resources, those cheat sheets that they're building, and compile them. If you have a learning and development department, they might have some content too. So we want to grab those things, then we're ready to match up what goes with what. What skills have we taught on our list of needs versus what we have content-wise. With that, we're ready to face those holes and build content. ### Subject matter experts You then want to gather your subject matter experts (SMEs) to you - whether that be on product knowledge, technical knowledge, you might need some sales coaching expertise - you want to get your team of experts and start building content. What I like to do is: - Build something - Go back to them and say: “Is this what you said? I have this idea, does it work? Does this not work?” - Go back and keep building - Circle back with the subject matter experts again. We keep working like that until that content is completed, and once I have all the content pieces that I need, it's about organizing them into a prototype of where it’s all going to live. ### Build a prototype and gain approval In our organization, we use the sales enablement platform Showpad, and that’s where our sales readiness onboarding lives. A prototype might look like a flowchart, it might look like a spreadsheet. Have a sample layout with all the types of resources that you have ready to go, and circle back to your sales leaders and those sales reps and gain their approval before you actually take the time to build the whole thing out. ### Final buildout and optimization After I’ve gained approval, I'm ready to do a final build out. I want to say - at this point it can be discouraging when you're a perfectionist or really detail oriented and have a great vision of what you want onboarding to be, and your reality is not measuring up with your high-level vision of something glorious that jumps off the screen. > I want you to take heart that this is an iterative process. You're gonna keep optimizing it, you're gonna keep improving it, you're gonna cycle back. We at dormakaba are probably on our third cycle back on some of the roles that we've created onboarding for - and that's just in the last year! So be encouraged, you’re getting a structure and a foundation built, and then you're going to circle back and keep improving. **It's not a one time process**. So that’s a look at the overall process from start to finish - let's start to answer our sales reps’ questions from earlier. ## Answering sales reps’ questions ### Who is my company? [![](https://lh5.googleusercontent.com/pxBFIRthoEPvzuKkOUDl8vazSqlrdcd0GrPspJTvqeqVNqY66pWpZrg4gvKeGJnGeFjP8UULvM7eQIWEduafxrdDykgaWAQuH1JzKJbNwIChB-xeL31mmfOLI87u3LKEXiCIkPCQtSfmFctvebgNFWuvBqoQCwgwpLRwRsGJHs3ITiSre7XR3qNYrSG_KA)](https://salesenablementcollective.com/onboarding-101) Starting with “**Who is this company that I work for?**” which fits into the bucket of organizational training. Some organizational training might have happened under the bucket of HR, and obviously they're going to have that employee handbook, those paperwork pieces, the benefits and things like that. At our company, when we do a company overview, that's a combination of HR’s responsibility and sales enablement’s, because HR is doing a company overview for all employees but we certainly want our sales reps to be part of that. In the past, my boss, the lead of our sales enablement and sales excellence department has co-held a meeting with HR and gone through: - Company history - Company values - The solutions that we offer So that might look like a combined effort, or it might be completely on you as sales enablement. I wanted to throw in here that it's a great idea to plug in a tour. We have a virtual tour option, ready to go that we’ve plugged into our sales readiness onboarding that lives in Showpad. If you don't have that option, there's maybe another way that you could do it - take a video, even a FaceTime, and do a tour of your office because what you want to do if you have an actual brick and mortar office, and are not a fully remote company, is bring in those remote employees and make them feel really at home. As a remote employee myself, I feel really appreciative when I feel at home at my home office. > So give them a tour, bring them in, and make that part of your company overview. Then, we have industry training and that’s something that really falls in the bucket of sales enablement. You're going to start to train them on: - What is this market? - What is the big picture? - Where does our company fit? - What is our go-to-market? - What is our strategy? - What special initiatives do we have going on right now? We're talking about the big picture, who we are, where we fit. ### What do I sell and who is my customer? [![](https://lh3.googleusercontent.com/eb41iaRSWn3yFGY8LGeCfXC651ZAscqNSLPJVWY-5xCSm8XT3Zbv4wzO3LxaZjCD1rKJkHIckwp2qhCWLf_ibD2-2JyOj2lCtZIyt5kdPrOeZbHWHVZlGqvjXwpag0Md4z0GJixuEkOHhkL6NMBZZTUHvl1PwNtck0kY1C3Kz7oeD6GWBveTKwtNtyhbDA)](https://salesenablementcollective.com/onboarding-101) After you've covered your organization, the “who is my company?”, we're ready to face“**what is my product?**”and “**who is my customer?**”. For product training, what is my product? - What is it? - What problem does it solve? - What pain point does it really address for the customer? - What value does the product bring? - What additional value plays do I have as a sales rep that I'm going to add *in addition to* the value that the product innately brings? If you're dealing with technical products, and whether that's software or an actual physical product that is more technical, you're not going to be able to expect that your sales rep is going to understand all the ins and outs of that product in the first three weeks. You want to give them the resources to help - make sure that they’re connected with the right SMEs who are going to be able to answer any and every question that they have, or that might pop up from a customer. **Prepare them with that**. > If you have any cheat sheets, any material, any videos, make sure that those are accessible. I like to build a sheet that shows who their contacts are and the phone numbers to call, or the different product information, the factories where our products are made, putting all that information in one place so they know exactly where to go. Those pieces of information need to be able to be downloaded, so they can use it as a desk reference right for that just-in-time learning. As soon as they need it, they can grab it. And then what about customer personas? - Who is your ideal customer profile? - What channels does your company sell through, or what verticals? - What is the overall landscape of your buyer? - Who are the different decision makers that your sales rep is going to need to connect with? - What does that process normally look like? - What type of value do you bring to each of those players? - What are the motivations of each of the personas in that buyer’s landscape? One thing that I love to include is *voice of customer* data, whether that is success stories with your customers, slides of successful past purchases, or so on. A few years ago our company hired a third party that did some recorded interviews with our customers in various channels, and that’s my favorite thing we have, I love to use those. We're allowed to use those internally as a training piece for our sales reps and I love for them to listen to those audio recordings and just peek behind the curtain and understand what's going on in the mind of the buyer. If you can facilitate actual conversation with some of your top customers that you have great relationships with, and walk through a discovery meeting as part of that training, or if your customer would agree to recording a discovery call that you would use later in training, that would be fantastic as a way to help sales reps really get an understanding of what's going on in that customers world. ### What is my job? [![](https://lh6.googleusercontent.com/MNLR_B3nl4eo4APe44RpII7JEhNKhLTtPDhs9o6HeqkRuveoyAviVogs7XyEymSFH1_7czRGBIZHpbkZytFo5Q5eoqqHglWn5aWlUafuiAfX5YQrf6toWmJkiezXrNwlVV_YXPeJmA9cNJOz1r2-i-vOv-J4NS2CKGm9pP_prOMUU7oXU8Bws8KPbMxOOg)](https://salesenablementcollective.com/onboarding-101) And so now you're ready for “**what is my job?**” and similar questions like: “What role do I have?”, “what am I supposed to do?”, “what skills do I need to have?”. Those items really fit into three buckets that I like to use: - E-learning - Virtual (or live, in-person) shadowing - Demonstration of skills. **E-learning** When we're talking about e-learning, these are some things (not necessarily in order of importance) that fit really nicely into our e-learning bucket. One is a recorded walkthrough of the sales presentation or slide deck, and what I mean there is not simply a recording of a sales presentation (although that's also great), but a walkthrough of what you’re expecting the sales rep to say and what type of interaction they’re needing to have with a customer on a given slide as you're walking through the entire process. > Others include any materials that you'd like them to have, any downloadable PDF cheat sheets, those are great for an e-learning platform. Also great is something explaining what the elevator pitch or “story” that your sales reps needs to tell your customers, to get them ready to share that pitch - overcoming objections too, talk about what types of objections are commonly going to come up in that sales presentation so that your sales rep can lay the foundation of overcoming those in advance. What I mean when I say a sales conversation map is the [sales methodology](https://www.salesenablementcollective.com/what-is-a-sales-methodology/) that your sales reps will need to walk through. For example, the [Sandler sales method](https://www.salesenablementcollective.com/what-is-the-sandler-sales-methodology/) is a great conversation map (a way of interacting with your customer no matter what product you're selling). The Sandler method has the upfront contract, for example, and they have all these different ways of interacting with the customer so that conversation map would be something that you'd want to include. What about the buyer's journey? Who interacts with the buyer and where in the sales process? Provide that information so that your sales rep can have an end-to-end understanding of where that person is going. Customer discovery questions are important too, so the sales rep can learn how we can open up the conversation and what we need to find out from that customer. **Shadowing** Virtual shadowing involves having your new hire shadow top sales reps on live sales phone calls and sales presentations, or in-person going to the place where your customer is (whether that's a distributor’s office or to the actual end user). I wonder what you all think about this **one minute rule** in my mind. > In college, I had a director and instructor who would say that for every minute that you are on stage in a performance, you need to have an hour of rehearsal. So if a full play is 90 minutes, there needs to be 90 hours of rehearsal. I was thinking about that and thinking for let's say for a 30 minute sales presentation, you want your new hire to experience at least 30 sales presentations in advance of actually giving that first 30 minute presentation themselves. I’m wondering what your thoughts would be on that but I think that that rule could apply! You want them to experience a lot of sales presentations, a lot of customer interaction, so that they're feeling really confident. In a virtual setting, if you are a software company or selling software, you could really facilitate that quite easily. Maybe even with any product that you're doing a virtual presentation on. **The more practiced your sales rep is, the more ready and armed they are, and the more relaxed they're going to be in that customer conversation**. And they’ll be able to actually get the sale because they’ll feel at home in their own skin coming from a good place, if they're prepared. If they're not prepared? Lack of preparation breeds fear. With cross-functional shadowing, we love to do cross-role shadowing and cross-segment shadowing. In our company, we have multiple business units so that might be shadowing people in other business units, or if you're working with enterprise accounts, mid-level accounts, then letting them shadow along that chain so that they can get an experience of what different customers are like at the different levels. **Demonstration** We also have demonstrations. So at some point, we need to start riding along with the sales manager, taking portions of that sales presentation until we're getting the whole presentation, etc. > We want to demo for our peers, demo for our leaders. And then also don't forget customer feedback. And this demonstration piece, in terms of riding along with the sales manager, peer ride alongs and getting customer feedback, those are ongoing and could go on forever, because there's **always room for improvement**. You want to create that optimization of that particular sales rep’s skills and that's a great way to set up for that. ### Tech stack [![](https://lh3.googleusercontent.com/d-CkyP-lZY08-6qf_f7lEVxfQQk_F3KbCzONwMic4WcB1yDj3xr9OexsoLKl2RFAG9-oqnk3lR302NYvdtkHqKW0SpD-yZHY0-_R8lLYk2qA3CWB7FqcYAwO8vSqDbwmZ46tsonJI2segDBGa7jmaPBXmz9hzIId0jUnndQQw4_5moU7qsEo87VqrPy1sg)](https://salesenablementcollective.com/onboarding-101) So then, let's look at the tech stack, and this is about knowing your audience. Our audience is more hands on and needs a little bit more of a boost when it comes to learning our sales enablement platform, which is Showpad, our CRM, which is Salesforce, and other tech tools that we might use. We have found that we need to **say it, say it, say it** and by the time we're tired of saying it somebody's just starting to learn it. So don't hesitate to repeat, repeat, repeat. We’re currently doing automated training with live follow-ups, as we found that that's the best way. We recorded our training and we sent them out as a course to the employees in Showpad, and then after the sales reps have taken the course we meet with them live and in a way that they can share their screen. > They can have their camera on and we can really dive into the questions that they may have. My personal preference is virtual training for a virtual tool, I’ve experienced being squished next to somebody trying to train them on Salesforce, and we're both hovering over the same laptop, it's not comfortable! So I am a proponent of doing virtual training for virtual tools. ### Ideal sales rep [![](https://lh4.googleusercontent.com/XMYzBugvEptMKdp50k5AqzeOy939Oan6u7c23WTlfTihTGSTq961Npr3CD1GMBgxioLO4OPJgqUDBOUUwO43XYFgTWMhpVKGzMciBfLOXdHAwTNglgjbR5IfAupCpvemkWi6DF_XNl0oi0-u2u3meSWas7k7lkCbHr31c_dnylVDBoEbnwRvJzWNu4_kCg)](https://salesenablementcollective.com/onboarding-101) Last thing, ideal sales reps. Now they're trained up, they're three weeks in, they're four weeks in, and you need to set the path for them. Have the vision of who you want them to be, inspire them with what the best sales reps look like, and paint a really good picture of “done”, ike Brene Brown says, I heard it for the first time from Showpad, and I know other companies do it as well, you can add the next career step to onboarding. After they're done learning their role, **immediately** start training them on the next role, that gives them a vision for where they're growing and what their career growth looks like. > But it also creates a backlog of qualified managers *now*, so continue training them and start prepping them for the next role. How do you close the training feedback loop? We want to get feedback from the employee on how the first 30 days went, and then we also want to circle back with the manager to tell them what we've trained on, we want to make sure that they know that you're there to help them with the next step. So that is a look at onboarding! Thank you. --- ### Storytelling for Go-to-Market strategy, with Elliott Rayner URL: https://www.gotomarketalliance.com/podcast/storytelling-for-go-to-market-strategy-with-elliott-rayner/ Last updated: 2023-09-12T12:21:51.000Z Are you ready to master the art of storytelling? Our guest this week is Elliott Rayner, CMO of Arion and host of our bestselling course Storytelling Certified. Elliott has over ten years of experience in marketing and brand narrative, working for Adidas and Asics before he landed his current position at Arion. In this week's episode, Elliott shares his secrets to successful storytelling for Go-to-Market, and how you can use brand narrative to develop your product and grow your customer base. --- We’ll be covering: - The role C-suite plays in Go-to-Market strategy. - How storytelling can improve your Go-to-Market strategy. - Elliott’s process for building a brand story. - How to measure your storytelling success. [‎GTM-FM on Apple Podcasts‎Business · 2023![](https://t2.gstatic.com/faviconV2?client=SOCIAL&type=FAVICON&fallback_opts=TYPE,SIZE,URL&url=https://podcasts.apple.com/us/podcast/gtm-fm/id1629395489&size=128)Apple Podcasts![](https://is2-ssl.mzstatic.com/image/thumb/Podcasts122/v4/84/6f/0f/846f0f85-a40a-428a-a10b-4e5771c0dcf9/mza_6691777692131485979.png/1200x630wp.png)](https://podcasts.apple.com/us/podcast/gtm-fm/id1629395489) [GTM-FMWelcome to the official Go-to-Market Academy podcast.Join us as we get up close and personal with guests from across the C-suite and business leaders to uncover their secrets for Go-to-Market success.![](https://ssl.gstatic.com/images/branding/product/2x/podcasts_48dp.png)Google PodcastsGTM-FM![](https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcRvZGy_qyUpxXD7JyCXMoKgWny26b3GflhHhC8r_YJvfYW7FPI)](https://podcasts.google.com/feed/aHR0cHM6Ly9mYXN0Lndpc3RpYS5jb20vY2hhbm5lbHMveHQ4NXJtbW9hai9yc3M) ### How to ensure messaging is utilized across an organization URL: https://www.gotomarketalliance.com/how-to-ensure-messaging-is-utilized-across-an-organization/ Last updated: 2024-01-24T17:33:23.000Z Crafting the perfect messaging for your product is no easy feat. It takes a lot of time—understanding the features of your product, translating technical language into customer-centric language, and often, a lot of trial and error. With all of the effort that goes into developing it, it’s essential that the messaging makes it from your desk to the market. The last thing you want is the value of your product becoming lost or miscommunicated. When different teams across your organization create product-focused content, it’s vital that the core messaging remains standard. Of course, the format will change, and phrasing will shift slightly, but all messaging should be cohesive at the core. **Your teammates need context.** Communicating your messaging is so much more than sending it out in an email to your whole team. Your team needs to know the *why,* *who,* and *how* behind the *what.* Your organization can’t effectively communicate the value of your product if they don’t fully understand the product. This article will go over tactics to ensure that your product messaging is being utilized in content across your broader organization... ## Formats for communicating your messaging While every team has different needs, a collection of deliverables will help you share your product messaging and positioning across the organization. ### Messaging deliverables When communicating messaging across your org, there are many formats in which you can share key and supporting information to your stakeholders. Some of these formats are written but don’t forget to add a live training element when you share your messaging with your colleagues. ### Messaging playbooks A messaging playbook is the holy grail of product messaging deliverables. Sometimes these are called product playbooks, messaging guides, or go-to-market guides. These playbooks include everything your organization needs to know about your product including messaging, positioning, and more. Your messaging playbook is a document that should be developed before the launch of a product, but it isn’t a one-and-done asset. Instead, the messaging playbook is a living, breathing document that continues to provide your organization with everything they need to know to effectively communicate your product messaging. Helpful information to include within your product playbook are: - Messaging map(s) - Key-value props - ICP - Competitive landscape - Pricing and packaging The product playbook serves marketing, sales enablement, sales, and even executives. Positioning, alongside your core messaging, helps your team gain a holistic understanding of your product. With that information, they can effectively communicate the value of your product into their deliverables—enablement materials, blog posts, emails, and beyond. #### Messaging maps A messaging map is an asset that is often used within these more extensive deliverables but can also be used on its own if you just want to communicate the core pillars of your product. A messaging map can be used as a foundation for building one-pagers, datasheets, blog posts, website copy, and more. A classic format for a messaging map, and a personal favorite, is a nine-block grid. ![A messaging map is an asset that is often used within these more extensive deliverables but can also be used on its own if you just want to communicate the core pillars of your product. A messaging map can be used as a foundation for building one-pagers, datasheets, blog posts, website copy, and more. A classic format for a messaging map, and a personal favorite, is a nine-block grid.](https://www.productmarketingalliance.com/content/images/2021/10/Key-value-props.png) This messaging map includes three key-value props and three capabilities for each. The secret here is that you don’t want to simply list features; you want to list the valuable solutions to your customer’s pain points. Strong messaging needs to be value-centric, not just feature-centric. If done well enough, your messaging map should directly transfer into the many deliverables being produced by your organization. In addition, these messaging maps effectively build strong one-pagers and website copy because the messaging is short, sweet, and loaded with value. ### Messaging briefs A messaging brief is an asset that incorporates your messaging tree but doesn’t dive as deep into positioning as a complete product or messaging playbook. The main areas that I always ensure are included in my messaging briefs are: - **Key objectives**: Why are we launching this product? What problem is this product (or feature) solving? What are the goals? - **Messaging:** What are the three key-value props? What are the supporting capabilities? - **Timeline:** What’s the timeline for this launch? What are we offering at launch? What items are fast follows? What does the roadmap beyond look like? - **FAQ:** A handful of FAQ questions that will help your stakeholder understand the project or feature. The information included in the brief provides your organization with key messaging and additional information to successfully market your product. #### Live messaging updates Having documents that outline product messaging and positioning are critical, but it’s important to speak about messaging with your teammates as well. Your team should see the product or feature in real-time. Hosting a meeting with your key stakeholders on a regular cadence will help you effectively communicate core messaging updates and allow you to teach your teammates about *how*your product works. Plus, your team can hear first-hand how you talk about the product and integrate that talk track into their own deliverables. ## How to build messaging processes that work Product marketers are responsible for *a lot,* but realistically, they can’t do everything themselves. Here are three tips for working cross collaboratively to ensure messaging cohesiveness when bringing your product to market. ### 1) Collaborate, collaborate, collaborate Product marketers work hard, but they can’t create all of their work in a silo. Collaborating across your organization is the best way to ensure your messaging is used within the produced content. If you work hard to provide your colleagues with key messaging, positioning, and training, you’ll see great success in product content. ### 2) Set realistic expectations When you’re launching a new product or feature, you need to provide your stakeholders with the information they need to effectively create content that supports your messaging—set expectations for how these interactions will play out. Some key variables to consider are: - **Timelines:** How far in advance will you provide messaging to your teammates? - **Deliverables:** What deliverables do you need to create for your teammates? - **Reviews:** What does the review process look like? At what stage do you want to review the content that’s being shared with the market? ### 3) Keep an open flow of communication Messaging is dynamic. When new features, capabilities, or enhancements are added to your product, you’re likely approaching a messaging refresh. When messaging changes, you need to keep your organization in the loop so that they continue to share the most up-to-date and accurate information within their content. If you build strong messaging assets, keep communication open, and collaborate with your teammates, you can ensure your messaging will be utilized within content, and you’ll be able to go to market successfully. ### The B2D guide to product positioning URL: https://www.gotomarketalliance.com/the-b2d-guide-to-product-positioning/ Last updated: 2023-07-25T16:25:11.000Z Marketing an API, SDK or SaaS product to developers? Then, you must be able to communicate its benefits to your target audience, no matter the [developer persona](https://www.developermarketing.io/the-complete-guide-to-developer-personas/). This entails defining the positioning strategy for your tech product and ensuring developers understand what you’re trying to offer them. What is your product? What does it do? How can it make developers’ lives easier? Your API, SDK or SaaS product positioning strategy should answer these and similar questions, so that you can create messaging that actually works and adds value to devs. In this B2D guide to product positioning, we’re giving you strategies to help you position your tech product so you get the results you’re looking for. 👇 - What is product positioning and why is it important? - Other benefits of product positioning - What is product positioning in marketing? - Why you should have unique characteristics - What is a product positioning map? - How do you create a product positioning map? - What is a product positioning template? - What is a product positioning statement? - How to write a positioning statement for a product - What is product positioning strategy? - What is a product positioning framework? - How to build an API or SaaS product positioning framework --- ## **What is product positioning and why is it important?** **Product positioning** is a set of strategies that allow you to define where your product fits in the market and to showcase the benefits of that product to a target audience. It means generating an image and identity of your product in the minds of developers, as well as ensuring that you’re different enough from your competitors and are adding value to your customers. **API and SaaS product positioning are important because**: - It helps you [differentiate your product](https://www.developermarketing.io/competitive-differentiation-strategy-how-to-win-in-a-hyper-competitive-saas-market/) from everyone else’s and establish a unique identity in the market. You can more easily charge higher prices for your products and services if you position them well! - It ensures that your [developer marketing](https://www.developermarketing.io/your-guide-to-developer-marketing/) is more effective. After all, by understanding the needs and [pain points of developers](https://www.developermarketing.io/5-developer-pain-points-backed-by-dev-marketing-pros/), you can create targeted messaging more easily and see a higher ROI on your marketing efforts. - It allows you to build a stronger brand by crafting a consistent image and message across the board. This, in turn, leads to higher loyalty and brand recognition. - It helps you communicate the value of your product to developers in a more efficient way – product positioning is all about highlighting the features and benefits people receive when they use your product! 💡 What more information about this topic? Michael Stowe, Director of Developer Marketing at RingCentral, talks about [positioning your marketing to developers for success](https://www.developermarketing.io/positioning-your-marketing-to-developers-for-success/) in this membership article, which you can access via your [membership dashboard](https://www.developermarketing.io/account/). ## **Other benefits of product positioning** - Aids you when launching a new product to the market, [such as an API](https://www.developermarketing.io/go-to-market-how-to-launch-an-api-into-a-market-and-keep-it-there/), - Makes you more competitive, - Allows you to appeal to new customers and expand your reach, - Makes it easier to showcase [new features on existing products](https://www.developermarketing.io/how-to-announce-new-features-to-drive-product-adoption/), - Helps you create efficient marketing strategies, - Allows you to meet and exceed your customers’ expectations, and - Ensures you can handle market changes. These are just some of the benefits of SDK, API or SaaS product positioning, but there are many more, seeing as this process is crucial in developer marketing and creates a clear and attractive image of your product in the minds of devs. So, developers will likely choose your product over your competitors’ when faced with countless options if you position it well in the market and in their minds. ## **What is product positioning in marketing?** Product positioning in marketing is about the strategies you use to communicate your product to your audience (i.e., how you want developers to see your product). It means analyzing the market, performing competitive research, understanding how your product will fit in the market, etc. > *“Positioning is not what you do to a product. Positioning is what you do to the mind of the prospect. That is, you position the product in the mind of the prospect.”* – **Ries & Trout, 2001** You can learn more about this topic on this article: “[What is positioning in marketing?](https://www.developermarketing.io/what-is-positioning-in-marketing/)” --- [What is positioning in marketing?A positioning strategy is a set of actions and processes that are designed to improve the image and visibility of a brand, company, or product.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceProduct Marketing Alliance![](https://www.developermarketing.io/content/images/2022/10/ming-labs-HmkNHtKVhXk-unsplash.jpeg)](https://www.developermarketing.io/what-is-positioning-in-marketing/) --- ## **Why you should have unique characteristics** As a B2D marketing professional, you’ll want your product to stand out from the crowd – but how can you do that if it’s the same as everyone else’s? It’s crucial that your product has unique features and adds unique value to your customers to ensure they choose you instead of a competitor. The elements you should highlight depend on the product itself. For example, you can emphasize: - The product’s attributes, - The benefits developers get, - The safety of the product, - How reliable it is, - How time-saving it is, etc. Think about your product and how it differs from other companies’ – by doing this and really understanding what you have to offer, you can create better [messaging](https://www.developermarketing.io/secrets-of-compelling-messaging-and-effective-product-positioning/) tailored to your audience and see more positive results. ## **What is a product positioning map?** An API or SaaS product positioning map is a graphical depiction of where your product sits in the market. It’s a diagram that displays the range of positions it can occupy based on two factors that are vital to your target audience – additionally, it helps you identify market opportunities as well. For example, say that your customers are really focused on quality and price. You could end up with a product positioning map like this (which includes the products you’re competing against): ![b2d product positioning map](https://lh4.googleusercontent.com/qyiXPbjyUAS3dLNj7seQGqHjTYkY3Nv5pYkt1UYWuKMmxywJ1F-wlU64_DxajYG_k2sftU54mdQCtrAGiwql6EoXUkfd8Yhy7V8DoIB_d-cb2z2x_zvMdrGMdS00mWeSCA3tXKll6u_ZS_b0EoViyf1QJnLq_zWnb5tbiMx-OSMhAC4SssfcMvtujPadSA) ## **How do you create a product positioning map?** As a B2D marketing pro looking to create a product positioning map for your business, you need to consider a few things, including: 1. **Drawing the map itself** – you can even use pen and paper; the idea is that you draft what your map will look like with an X-axis and a Y-axis, resulting in four quadrants. 2. **Choosing two dimensions to focus on**. In our example above, this referred to price and quality. 3. **Adding your product and your competitors’** – you can add circles that represent each product, allowing you to visualize at a glance where everyone sits in the market. 4. **Getting insights from the map** – what does the product positioning map tell you about your product and that of your competitors? Do you stop any opportunities? Is there any profitable segment of the market you’re missing out on? 5. **Write a product positioning statement** – we’ll get to this in more detail below, but just remember to create a statement that reflects your unique product features and characteristics and that answers questions like: who’s your target market? And can you prove your product does what it says? 6. **Test and review**. Try to [get feedback](https://www.developermarketing.io/how-to-get-developers-to-test-out-your-product/) from your audience about whether your product positioning is working. Ask them if everything is clear, if they understand what you’re offering, etc. ## **What is a product positioning template?** A product positioning template is a canvas where you can add information like: - The problems your customers have, - How you’re addressing these issues, - The market landscape, - How your product differs from others, - Your competitors, - What your customers think about your products, - And more. In short, a product positioning template helps you stay organized, track your positioning progress, etc. ## **What is a product positioning statement?** A product positioning statement is a description of the unique characteristics of your product in relation to its competition in the market. It includes how the product meets your audience’s needs and/or solves their problems and helps you to communicate your value proposition to customers. --- [Your ultimate guide to creating a value propositionA powerful value proposition can be the difference between a prospective customer choosing your brand, or your competitor’s.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceLawrence Chapman![](https://www.developermarketing.io/content/images/2022/08/alexander-popov-iQqqo2zpmTI-unsplash--1-.jpeg)](https://www.developermarketing.io/your-ultimate-guide-to-creating-a-value-proposition/) --- ## **How to write a positioning statement for a product?** If you’re looking to write a product positioning statement, we aim to make it easy peasy for you. After all, we understand it can be challenging to distill a good amount of information into a sentence or two. Some tips to create a solid statement are to: - Keep it simple and concise, - Check out what other orgs are doing, - Be empathetic, - Be memorable, - Have a deep understanding of your audience, - Keep your values in mind, - Be honest, authentic and transparent Luckily, Geoffrey Moore, author of *Crossing the Chasm*, offers a simple, yet effective, template for writing a positioning statement for a product: 💡 “For (target customer) who (statement of the need or opportunity), the (product name) is a (product category) that (statement of key benefit – that is, compelling reason to buy). Unlike (primary competitive alternative), our product (statement of primary differentiation).” ## **What is product positioning strategy?** A product positioning strategy is the process of communicating your unique product characteristics and attributes to your audience, in order to distinguish it from other products out in the market. In essence, your product positioning strategy helps you to stand out from the crowd. As mentioned, there are several ways to ensure a solid product positioning. This includes: - Make sure you understand the target market and their needs, wants, and pain points. - Research the competition and identify strengths and weaknesses. A SWOT analysis here could do wonders. - Identify what makes your product unique. - Craft a product positioning statement. - Communicate your positioning to your audience. How do you want your product to be perceived by developers? How are you going to communicate with them? What should you include in your messaging? Before you start promoting or even developing your product, it’s crucial you develop your positioning strategy so you know where you sit from the get-go. --- [The secrets of compelling messaging and effective product positioningFor developer marketers, making sure that their product is connecting with the right audience is crucial. Messaging and product positioning matter.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceLawrence Chapman![](https://www.developermarketing.io/content/images/2022/07/speech-balloon.jpg)](https://www.developermarketing.io/secrets-of-compelling-messaging-and-effective-product-positioning/) --- ## **What is a product positioning framework?** A product positioning framework is a set of guidelines used to develop a product positioning strategy. It typically includes a set of steps or elements that help guide the process of identifying the target market, researching the competition, and crafting a positioning statement. The steps in a product positioning framework can vary depending on the source, but a common framework includes the following elements: 1. **Identify the target market**: [understand the demographics](https://www.developermarketing.io/ideal-customer-profile-vs-buyer-personas/), needs, wants, and pain points of the target customer. 2. **Analyze the competition**: identify the key players in the market, their strengths and weaknesses, and their positioning in the market. 3. **Identify the unique selling points (USPs)** of the product: Understand the unique characteristics and benefits that set the product apart from the competition. 4. **Craft a positioning statement**: summarize the unique selling points in a short, clear, and memorable statement that communicates the unique value proposition (USP) of the product. 5. **Execute the positioning**: communicate the positioning statement through marketing and advertising efforts to the target market. 6. **Monitor and adjus**t: continuously monitor the position of the product in the market, and adjust the positioning strategy as needed based on feedback from the target market and changes in the market. Overall, an API or SaaS product positioning framework is a tool that guides you during the process of creating and communicating the unique characteristics and benefits of a product to developers, so that you can differentiate it from similar products and make it more appealing to potential customers. --- [The different types of developersTo meet the new tech demands around the world (and to be able to keep innovating), developers tend to specialize and focus in certain areas, which is why you’ll find so many different types of devs.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceTeresa Garanhel![](https://www.developermarketing.io/content/images/2022/06/fotis-fotopoulos-6sAl6aQ4OWI-unsplash.jpg)](https://www.developermarketing.io/the-different-types-of-developers/) --- ## **How to build an API or SaaS product positioning framework** Do you want to position an API or SaaS product? In that case, let’s expand on our previous section with things that can help you create a tech product positioning framework: - **Keep a data-driven mindset**: when making decisions about your API or SaaS product positioning, always base them on data. This allows you to avoid preconceived notions and opinions, as well as a one-size-fits-all approach. - **Understand how your audience sees your competition**: it’s important to identify your competition and how they’re vying for your audience’s attention. This can help you stand out from the crowd, since you’ll know what people enjoy about your competitors and what could be done better. - **Define your USP**: determine what sets your API apart from competitors and how it solves your target audience’s needs better than existing solutions. - **Consider how you’ll position your API or SaaS product**: there are many different ways you can go about this, including by features or characteristics. Simply spot the key features and benefits of your API or SaaS that align with your USP and audience’s needs. You can also position it by user, value, and purpose, for example. - **Understand your audience**: it goes without saying that you should research your target market to understand their needs, pain points, and what they are currently using to solve similar problems. - **Choose a great name for your product**: brand and product names should be memorable, so make sure you’re picking the right one! Keep it simple and short, ensure it’s easy to read and pronounce, and distinguish it from your competitors’. - **Define your target audience**: identify the specific [types of developers](https://www.developermarketing.io/the-different-types-of-developers/) or businesses that would use your API and tailor your messaging to them. - **Develop a positioning statement**: use your understanding of your target market, USP, key features and benefits, and target audience to develop a positioning statement that clearly communicates the value of your API. - **Choose the right price**: the price of your product should reflect its value, so don’t under or over price it! Your audience will pay for something that’s high-quality and solves all their problems, so know your product inside and out, keep an eye on the market, and check what the competition is doing in order to find the sweet pricing spot. - **Communicate your positioning**: use your positioning statement to guide all of your API product's marketing and communication, including website copy, product documentation, and sales materials. - **Test and iterate**: continuously test your positioning with your target market and make adjustments as needed based on [feedback](https://www.developermarketing.io/the-science-behind-feedback-gathering-from-developers/) and market trends. You can also consider the pricing, deployment model, scalability, reliability, support, and integrations of your API or SaaS product, since these are also important factors that affect the positioning of your product. --- ### What are the go-to KPIs and metrics used in customer success? URL: https://www.gotomarketalliance.com/what-are-the-go-to-kpis-and-metrics-used-in-customer-success/ Last updated: 2023-05-30T17:36:44.000Z Picture this: you have an in-demand product, a seemingly solid customer base, and money pouring in. Surely you’ve made it, right? But the thing is, none of these things matter without setting the right measures in place to monitor the good and the bad. The motivation behind someone working in [customer success](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/) is to help the customer achieve their goals, uniting the customer’s aspirations with the company. When creating this seamless, content relationship, the customer success function generates customer retention. Every person who works in customer success will have different methods of managing their customer base, there isn’t a ‘one-size-fits-all’ answer for everyone. And without setting KPIs tailored to your business model, or if you fail to use customer success metrics, you can end up neglecting your business’ welfare and will probably lose customers to churn. Let's take look into the world of KPIs, customer churn, and customer retention... [How high is too high? Get to know your customer churn rateTo win big, you need to know what your churn rate is, how to measure it, and most importantly, how to leverage it from a problem to a strategy.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/09/churnrate.jpg)](https://www.gotomarketalliance.com/how-high-is-too-high-get-to-know-your-customer-churn-rate/) ## ****KPIs** The Oxford English Dictionary defines a ****key performance indicator (KPI)** as ‘a quantifiable measure used to evaluate the success of an organization, employee, etc., in meeting objectives for performance.’ Having the appropriate KPIs in place can alert business owners on potential failings, allowing you to prevent poor situations from exacerbating. By definition, KPIs are a vehicle of proactivity, something undeniably analogous to customer success. And if we’ve discovered anything, it’s that the experts who live and breathe customer success are a ridiculously proactive lot. We asked our customer success professionals what KPIs *their own* teams are measured on. It turns out that only ****62.8%** of participants use retention rate as one of their own KPIs. Since [customer retention](https://www.gotomarketalliance.com/our-top-five-tips-for-customer-retention/) is the lifeblood of customer success, we imagined that the CSMs or VPs of Customer Success would be held accountable for these pressing statistics. While this figure is by no means alarming, we expected more businesses to be using this critical metric as a KPI. Nearly half of the survey respondents (****46.7%**) said that [churn rate](https://www.gotomarketalliance.com/10-ways-to-prevent-high-customer-attrition-rates/) was a KPI they worked towards, with increased product usage (****43.2**%) and NPS (****41.2%**) being the most common answers. Surprisingly, it appears that the more mundane, day-to-day tasks required of customer success professionals don’t form the basis of their KPIs. For instance, reducing customer response times (****13.6%**) and lowering the number of support tickets (****10.6%**). This would suggest that this is a function of customer support, rather than under the remit of a customer success team. Several respondents chose the option of ‘Other’ and divulged that KPIs are yet to be defined, suggesting that their CS teams are in their infancy. ![We asked our customer success professionals what KPIs their own teams are measured on](https://www.customersuccesscollective.com/content/images/2022/02/Screen-Shot-2022-02-01-at-17.13.33.png) *Source*: [The State of Customer Success 2021 ](https://www.customersuccesscollective.com/the-state-of-customer-success-2021/) Initially, we were surprised that less than half of CS practitioners use churn rate as a KPI, and put these unearthed findings to our interviewees, asking if they found this irregular: > *‘No. Most now are using Net Retention Rate which is more telling about the overall health of a portfolio and includes churn as part of the calculation.’* *\-* ****Maranda Dziekowski, Chief Customer Officer at Swiftly** > *‘It's not a surprise as CS is defined in so many ways. This includes KPIs. There is churn rate, renewal rate, net churn, net dollar retention rate. This is probably the reason for that data point being so low.’* *\-* ****Chad Horenfeldt, Director of Customer Success at Kustomer** > *‘I think most companies view churn and retention as opposites, and that retention is just the more positive way of reporting it. However, the opposite of losing customers isn’t retaining customers, it’s gaining customers, which is ultimately the realms of sales. Retention is a more proactive measure; you are constantly working towards it. Whereas churn is reactive and focused just on the point of renewal. It’s for both of these reasons that retention is our ‘one metric that matters more so than churn.’* \- ****Rebecca Fenlon, Head of Customer Success at Cognassist** ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/03/GTM_Academy_CTA_Banners_Generic_3.jpg) ## ****Customer churn** If there’s one thing customer success aims to annihilate, it’s customer churn. Whether voluntary or involuntary, churn is something businesses want to stop and reduce immediately, so finding out how to measure it is an invaluable asset. We asked our pool of customer success experts what their go-to tools are to measure churn. The responses we accrued were kaleidoscopic, with a mass of intriguing and diverse answers. The general consensus of our findings highlighted the following as the most common tools for measuring churn: - Excel - Gainsight - ChurnZero - HubSpot - Salesforce - Looker There wasn’t a unanimous winner for churn-fighting tools, but this seems likely due to the different budgets of each customer success team and the individual company in question. Trying to get ahead of customer churn is another thing entirely. There isn't a quick fix or universal solution to combat it, but the general consensus of our survey participants suggested that they endeavored to forecast renewals based on customer conversations, and their interactions with the product. Having regular communication with customers appeared to be the most effective way to anticipate churn, alongside business-wide monthly risk meetings. Here’s what two of our survey respondents had to say: > *"If the predicted churn is higher than average, we brainstorm about activities that will prevent users from churning. Although the data isn't always telling us the right thing, because a lot of people go to another license and that's still not visible in the data yet."* > *"We carefully watch which content the client is accessing (or not) and the frequency that they use the product. Those who are missing relevant content or not logging are at risk of causing churn. Additionally, competitors are trying to expand their share of the entity's budget."* ### ****In terms of counteracting customer churn, the results are more clear-cut** It’s widely accepted that proactivity is the definitive quality that separates customer success from customer support. Channeling that foresight into preventing churn is one of the driving forces behind CS. Communication has always been the backbone of a strong customer success team, which is why it's unsurprising that ****93%** of our survey respondents regularly communicate with their customers to pre-empt churn. Having these conversations provides valuable insight into the customer’s feelings about the product, to determine what is and what isn’t working for them. ****79.9%** of people pointed out that it’s necessary to identify at-risk customers to prevent churn. For whatever reason, these customers have a heightened potential to end their relationship with your business. This could be due to a number of different reasons i.e. low user engagement or negative feedback. [5 ways CSMs can drive customer adoption.A low-adoption rate is one thing, but unengaged customers left to their own devices may decide to cancel their subscription. Success in adoption is determined by how often and how effectively your customer uses your product.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceGrace Gupta![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/09/productadoption.jpg)](https://www.gotomarketalliance.com/5-ways-csms-can-drive-product-adoption/) Minimizing the number of people becoming uninterested in your product sounds like a no-brainer, but pursuing it will drive a higher rate of engagement. The best way to do this? Education. Getting your customer base more familiar with how your product works is a shoo-in to nip churn in the bud. When we asked our survey participants, ****69.3%** agreed that customer education was an important factor in reducing churn. Businesses can contribute to voluntary churn by not actioning customers’ queries – after all, no one likes being ignored. Half of the people we surveyed (****50.8%**) said that closing customer feedback loops were a tactic proven to stop customers churning of their own volition. Implementing relationship marketing strategies is something businesses can do to cultivate a more meaningful relationship with customers (****32.3%**), or perhaps dive into some competitor intelligence (****23.6%**). Fewer respondents suggested customer segmentation (****31.7%**), providing discounts to incentivize customers to stay (****20.1%**). Taking these steps are proactive ways for businesses to avoid losing customers before it’s too late. ****NB:** 3% of our participants voted for ‘Other’ but didn’t specify a strategy. ![We asked our survey respondents what is most important to them in their job](https://www.customersuccesscollective.com/content/images/2022/02/Screen-Shot-2022-02-01-at-17.13.45.png) *Source*: [The State of Customer Success 2021 ](https://www.customersuccesscollective.com/the-state-of-customer-success-2021/) ## ****To wrap up** Keeping an ear to the ground is a vital way to measure customer success, and the way to do it is clearly via metrics. Monitoring customer churn and retention are the two pillars of any customer success team's KPIs, along with improving product adoption, with a low number of people focused on reducing customer response times (****13.6%**) and lowering the number of support tickets (****10.6%**). We'd love to hear what you think about measuring customer success. If you have an opinion on KPIs, retention, churn, or maybe customer segmentation, feel free to drop us a message in our GTM Slack channel for a healthy debate. ## [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_-4.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) ### Cross-functional Go-to-Market, with Erik Mansur URL: https://www.gotomarketalliance.com/podcast/cross-functional-go-to-market-with-erik-mansur/ Last updated: 2023-06-29T17:14:10.000Z Erik Mansur’s career in product marketing has taken him from Live Nation, to Crayon and to his current role as Head of Product Marketing at Ziflow. We caught up with Erik to discuss the role product marketers play in cross-functional Go-to-Market and the steps you can take to get better alignment between your stakeholders. Listen in here. 👇 [‎GTM-FM on Apple Podcasts‎Business · 2022![](https://t3.gstatic.com/faviconV2?client=SOCIAL&type=FAVICON&fallback_opts=TYPE,SIZE,URL&url=https://podcasts.apple.com/us/podcast/gtm-fm/id1629395489&size=128)Apple Podcasts![](https://is2-ssl.mzstatic.com/image/thumb/Podcasts122/v4/84/6f/0f/846f0f85-a40a-428a-a10b-4e5771c0dcf9/mza_6691777692131485979.png/1200x630wp.png)](https://podcasts.apple.com/us/podcast/gtm-fm/id1629395489) [GTM-FMWelcome to the official Go-to-Market Academy podcast.Join us as we get up close and personal with guests from across the C-suite and business leaders to uncover their secrets for Go-to-Market success.![](https://ssl.gstatic.com/images/branding/product/2x/podcasts_48dp.png)Google PodcastsGTM-FM![](https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcRvZGy_qyUpxXD7JyCXMoKgWny26b3GflhHhC8r_YJvfYW7FPI)](https://podcasts.google.com/feed/aHR0cHM6Ly9mYXN0Lndpc3RpYS5jb20vY2hhbm5lbHMveHQ4NXJtbW9hai9yc3M) In this episode we’ll cover: - The difference between alignment and agreement. - When and what meetings should you be having? - The politics of cross-functional Go-to-Market. - Setting expectations for your launch. [Tune in here](https://www.gotomarketalliance.com/gtm-fm/?wchannelid=xt85rmmoaj&wmediaid=030vqlmrdn) ## ****The State of Go-to-Market Survey** Do you want to be part of the future of Go-to-Market strategy? Help us lift the lid on what 2023's Go-to-Market trends will be by filling out the State of Go-to-Market Survey. We'll be asking: 👑 How Go-to-Market leadership is changing. 💵 What a successful GTM budget looks like. 🧗‍♂️ The biggest challenges for GTM professionals. With your insights, we can deliver a report that enables Go-to-Market teams across the globe to get the buy-in and resources they need. [Take the survey now](https://www.gotomarketalliance.com/the-state-of-go-to-market-survey/) ### Your ultimate guide to creating a value proposition URL: https://www.gotomarketalliance.com/your-ultimate-guide-to-creating-a-value-proposition/ Last updated: 2023-07-25T16:16:23.000Z A powerful value proposition can be the difference between a prospective customer choosing your brand, or your competitor's. Here, we’ll focus on key topics, such as: - [What is a value proposition?](https://www.gotomarketalliance.com/p/dc2949ed-56d7-4dd5-b76a-bcddf41cfc94/#what-is-a-value-proposition) - [How to format your value proposition](https://www.gotomarketalliance.com/p/dc2949ed-56d7-4dd5-b76a-bcddf41cfc94/#how-to-format-a-value-proposition). - [How to create a value proposition](https://www.gotomarketalliance.com/p/dc2949ed-56d7-4dd5-b76a-bcddf41cfc94/#how-to-create-a-value-proposition). - [Examples of value propositions](https://www.gotomarketalliance.com/p/dc2949ed-56d7-4dd5-b76a-bcddf41cfc94/#value-proposition-examples). ## ****What is a value proposition?** A value proposition communicates how your product or service will benefit your customer. You need to outline why your product is essential for your target segment, how it will solve their pain points, and why your product is more desirable than others on the market. Time is of the essence when communicating your value to a prospective customer; research has suggested you have between [5 to 30 seconds](https://blog.chartbeat.com/2013/05/20/how-engaged-time-affects-brand-recall/) to hold the attention of a visitor to your landing page before they take their custom elsewhere. ## ****How to format a value proposition** There isn’t a universally accepted way of creating value propositions; what works for one company, could be unsuitable for another. However, while a value proposition can be presented in any number of ways, a basic formula applied by many companies includes: - A headline - A sub-headline - Key benefits of the product or service - An accompanying image When you’re creating your value proposition, it’s essential to write an eye-catching headline; on average, [8 out of 10 people](https://www.digitaldoughnut.com/articles/2019/september/the-80-20-rule-of-headlines) will only read the ****headline**, with just 2 out of 10 opting to read the rest. However, if your headline is enticing, this will prompt your readers to check out the rest of the content - you need to nail your messaging. Headlines should be short, concise, and snappy, to grab the attention of your readers. This will entice them to read the sub-heading, in which you can explain the benefits of your product further. When the time *does* come to provide more information, hone in on the key features most relevant to your [buyer personas](https://www.gotomarketalliance.com/the-5-key-personas-behind-an-award-winning-go-to-market-team/) \- use this opportunity to pique their interest and identify with your key messaging. Finally, include a carefully selected image to tie all the aforementioned components together and reinforce what you bring to the table. Don’t be influenced by aesthetics. Any image included should bring value and solidify your value proposition. For example, a picture of people using, and enjoying, your product. [Positioning - finding a place for your productPositioning is a core pillar of your GTM strategy, do it right and you’ll have a receptive audience, confident they’ve made the right decision despite a slew of other options. Do it wrong and you’ll be lucky if your product registers with consumers at all.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyEmma Bilardi![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/04/scott-graham-5fNmWej4tAA-unsplash.jpg)](https://www.gotomarketalliance.com/positioning-finding-a-place-for-your-product/) ## ****How to create a value proposition** A strong value proposition is essential for any company, and can be achieved by completing four steps: ### ****Research your audience** If you don’t understand what’s motivating your audience, how can you produce a value proposition that’ll resonate with them and convince them to buy your product? Researching the market will allow you to identify what kind of language is appropriate to include to ensure that you’re able to pinpoint the USP of your product effectively. If you have an existing customer base, conduct [customer and market research](https://www.gotomarketalliance.com/why-its-crucial-to-nail-your-customer-marketing-strategy/) sessions. This will provide you with essential information on how your product is already helping them in their daily lives. Always ask questions that’ll help you establish: - ****The type of language you should be using -** craft your messages with prospective customers in mind, and speak their language. For example, if your target segment is 16-24-year-olds, colloquial language would be justifiable. On the other hand, if you’re creating messaging for middle-aged professionals, this wouldn’t be appropriate. - ****Their problems and pain points -** You need to present yourself as *the definitive* solution to the problem. If a prospect doesn’t consider you to be the best option on the market, they’ll take their custom elsewhere. In some instances, feedback from your customers may indicate what you initially considered to be your main selling point isn’t held in the same esteem among your customers, in which case, you need to reposition your product and reevaluate your initial messaging. ### ****Create buyer personas** Buyer personas are crucial, as they help you understand your customers from a human perspective - what motivates them to purchase a product? [What features do they value most](https://www.developermarketing.io/how-to-announce-new-features-to-drive-product-adoption/)? These questions offer the information you need to create a value proposition that resonates and leads to them purchasing your product. ### ****How to create buyer personas** Your personas need to be built with real information from real people - using your gut instinct won’t do. And remember, creating personas is all about understanding audiences you already know want to buy from you; not people you wish would buy from you. Buyer personas can be created in four steps: ### ****Step 1: conduct thorough research** Start by sifting through your records to see what kind of information you’ve already got on your customers. It’s unlikely you’ll stumble across everything you need to build a robust persona, but at the very least it’ll give you a jump start. Some other outlets to gather information include: - Adding relevant fields into any forms on your website; - Communicate with sales teams - they’re talking to these people day in, day out after all; - Introducing useful questions to your [customer onboarding process](https://www.gotomarketalliance.com/why-you-need-to-nail-your-customer-onboarding-process-and-how-to-do-it/); and/or - Interviewing existing customers face-to-face or over-the-phone - this option will usually provide you with the richest information. ****Tip:** if you’re struggling to get people to say ‘yes’ to an interview start by making it clear it’s not sales-driven, give them flexibility around days and times, and think about adding an incentive. If you’re picking up insights from several different sources remember to create some sort of forum for it all to be collated - it doesn’t need to be complicated, something as simple as an Excel spreadsheet with clearly defined headings would do. There isn’t a set number of people you need to speak to. The more the better, but, as a rule, for a persona to be considered credible you should aim for between 5 - 10 matching patterns. ### ****Step 2: understand your aims** The two core areas you should be aiming to understand are: 1. What problems people are trying to solve, and 2. What they want to achieve. This kind of intel is gold dust for your marketing efforts because it enables you to relate to their motivations and tailor-make your proposition to their wants and needs. As well as A and B above though, get around a table at the outset and think about anything specific to your business that would come in handy - the last thing you want is to realize you missed something key later down the line. ### ****Step 3: ask the right questions** There are endless questions you could ask, but here are a few ideas to help you hit various touchpoints and create a holistic picture: ![Key questions to ask when creating a value proposition](https://lh4.googleusercontent.com/aGtCGCxMTxa-vFXt6TYqT1sQbst2rH-dxCCoGgv96xBN-qsscxD8WFRdUgPYN70llBMtdrbPx9uB-woeVnpneR6IZ0YaCfYweoRgZ-gi5x3cgtsoGFHsNlqJlK_o9B2ke4KbG6Jl) create buyer personas | ask the right questions ### ****Step 4: collate your learnings** By this point, you should have insights coming out of your ears. To turn them into something actionable and meaningful, start by grouping common characteristics - it’s important not to rush this stage or make any hasty generalizations. Go through everything with a fine-tooth comb and only solidify an assumption if you’ve got enough evidence to go off. To help you get from A to B, here’s an overview of the types of areas you’ll want your personas to cover: - Job title and decision-making authority, - Gender, age, and geographic location, - Communication preferences, - What they’re struggling with, - Their overarching aims, - How your product or service helps, - How you should position your marketing messaging. One of your buyer personas might look like this: ![An example user persona](https://lh4.googleusercontent.com/w6D0AXCk_WYkPzfmNsfCUY40ea3byzMn7-zu4xy6pZdQhVn2D-HXn6BYDQ3K83cUi7LfJ3tHJBWDUCvPjTemvz8ivon8-sDdEQXpwHmiopGgK0lJmPbMPCvIRhZT0knc_ZEF_hqM) create buyer personas | ask the right questions When you’ve identified your target audience, you need to develop your product [messaging and product positioning](https://www.gotomarketalliance.com/positioning-and-messaging-in-the-startup-space/). Your positioning statement will be used to communicate your value and highlight the benefits of your product, above those of your competitors. Be sure to answer key questions, such as: - What can you offer your customers? - What value do you bring to the table? - How will you solve the customer’s pain points? ### ****Complete competitive intelligence** Never assume you’re the market leader. You need to conduct thorough competitive intelligence to establish what other businesses are doing, and if they’re offering something different, you need to develop your product to surpass the competition. If a customer has a choice between two competing products doing the same thing, you’re relying on the toss of a coin. However, if you’re offering a differentiating feature, this can easily set you apart and see company revenue and customer retention increase, with customer churn falling. Product marketers shared their [competitive intelligence tips](https://www.productmarketingalliance.com/30-competitor-intel-tips/): > *“Don’t be afraid to get help from other parts of your organization. Being able to get help from a Sales Engineer or a Developer while you’re reading technical documentation can save a ton of time and help you better understand different personas.”* ****Mindy Regnell, Marketing Insights Manager at BigCommerce** > *“Job postings reveal a lot about your competitor's product/growth strategy. They’ll often disclose which areas they're trying to invest in on a technology perspective or which customer segments they're trying to grow the business in the most.”* ****Julian Clarke, Senior Product Marketing Manager, Team Lead at Lattice** > *“Spend time getting to know the competitor from all angles: explore their website and gated assets as if you were a prospect, but also understand from their existing customers if the true product experience matches the initial marketing.”* ****Megan Magee, Product Marketing Manager at ServiceNow** > *“Start with your value proposition not mentioned by you, but by your customer. From there, understand why you don’t live up to that value proposition and where you can improve. Know your segment, know your buyer and persona.”* ****Hien Phan, Director of Product Marketing at Formation** > *“Social media is a goldmine of information.”* ****Avi Goldstein, Manager of Vendor Relations and Product Marketing at Hertz Furniture** > *“Keep an eye on your peers, but don't lose sight of why your company is unique. That's the story you want to focus on getting in front of your customers. We've found that when we check all of the right boxes, our customers spend less time comparing us to others and more time asking us what else can we do together?”* ****Jessica Munoz, Senior VP of Product Marketing at LiveIntent, Inc.** > *“Hearing what customers say has been the most fruitful competitor intel - using tools like Gong and G2 help to gather that info.”* ****Andrew McCotter-Bicknell, Product Marketing Manager at ZoomInfo** > *“Read the cons on all the reviews - even the 4-star review has something they don't like. I analyze this for trends so we can rebuke any objections to a sales pitch.”* ****Maureen West, Director of Product Marketing at 6sense** > *“Communicate with your customers who have switched from a competitor. They're the source and can articulate pain points which are more valuable than market-facing positioning from the competitor.”* ****Miles Price, Senior Product Marketing Manager at Sailthru** ### ****Identify the main benefit of your product** Having identified your buyer persona and competitors, you need to establish the main benefit of your product. In some cases, there may be multiple reasons you think a customer should use your product or service. For example, Uber acknowledges the frustrations associated with ordering a ‘traditional’ cab, before highlighting why users should use their app instead. They have three features that could be deemed USPs: a car comes directly to you, your driver knows exactly where to go, payment is cashless. However, the collective USP is that commuters can order a cab at the touch of a button - that’s what users are interested in most. ![Uber value proposition](https://lh4.googleusercontent.com/ZOfr0TTY-5siFFAWumEjKmmwB1T5A_CrUdmZIcFeFUTCsu-8VmeU3uG274MFkmFm0TL9AeHk_B2f8itlwdhWZy90A4ba0IzkS1HmjYFnmcYgOrtipX5vJKAH_Z1h5OGoWACCKVFy) Statistics make the world of difference. Go above and beyond and provide specific stats to demonstrate how purchasing your product will enhance their lives and/or business. Let’s stick with Uber to explain our point. If they said “Uber reduced commuting time in 2020” this doesn’t carry as much weight as “in 2020, Uber helped over 93 million users per month reduce their journey time by an average of 15 minutes”. The difference is there for all to see; statistics help you to express concrete value. These four steps are key to creating a value proposition that ties together your customer needs, what the market offers, and what you’re offering. ## ****How to test a value proposition** When you’ve created your value proposition, it’s important to test it to establish whether it resonates with your audience. Complete a test run by following these five simple steps: 1. Define who you are targeting and what benefits you are bringing them 2. Build a simple landing page 3. Set up a cold email / LinkedIn outreach campaign 4. Launch outreach to them 5. Evaluate if the offer resonates or fails A cold campaign serves as the true acid test for your value proposition; if you’re able to convert prospects you’ve never approached before, the chances are you’ve created a value proposition ticking all the right boxes. ## ****Value proposition examples** ![Value proposition for Apple iPhone](https://lh3.googleusercontent.com/duiEL7HNoQUkEYAqYF8EXXHVfXZsW8UAjMAvwsMch1rvm4c8s1kA5YCMGUTsg_BDHjmLx5_nfr1zdtIfJMVvedWt7VJJXZqkXEGACcv3mBgrtedIW6qgqF39KWoiwPJjJAvxroV-) ![Value proposition for Unbounce](https://lh6.googleusercontent.com/fEr7U2nJLmFOm4KyZlcq31tYE1arOXmhapUgma0L_WCzPbpAZKihu2gHKw5B6FxDwVzUm1IGRbKgCNDVaQspSoyLfWhwrx4uQmhn0QaYhd5wKFa7svRDc6b_yQ_tQrlz3FLw5aEb) ![Value proposition for Slack](https://lh6.googleusercontent.com/mcDsKDpoSYVOOq_DQ-5fzk4qVtQnLeas5nhvTxeKAcKltMI1Kb07V6co_xNe06u-A1JbE8F0TYZqnMqjoe5JaLzn5IvrEvYMwjuIYRM6YbsUzMC8Djyr5DqTh5bq7YG6yinjdAiH) --- ### How to create the ultimate API go-to-market strategy URL: https://www.gotomarketalliance.com/how-to-create-the-ultimate-api-go-to-market-strategy/ Last updated: 2024-01-24T17:32:59.000Z How can you successfully bring an API to market? And what’s your to-do list once it’s launched? My name is Nick Knuppe, Product Marketing Lead at Mollie, and I’ll be talking about a topic that’s very dear to me: go-to-market. More specifically, how to launch an API into a market (or several markets) and keep it there. You might be wondering what I mean by that – “keeping it there” is all about driving initial market adoption and usage of an API. Adoption really means the successful competition and integration of an API by the customer, and usage means repeat API calls between systems. ## What is go-to-market? This is an extremely hot topic verbalized across multiple departments, and it can take many shapes and forms depending on whether you’re a start-up, scale-up, or enterprise tech company. So, today, I’ll be talking about go-to-market in both a generalist context and a hypergrowth B2B context, including a little bit about how we do GTM at Mollie. How do we define GTM? According to the internet, “go-to-market or go-to-market strategy is the plan of an organization, utilizing their outside resources to deliver their unique value proposition to customers and achieve competitive advantage. The end goal is to enhance the overall customer experience by offering a superior product and/or more competitive pricing.” I do think this definition is extremely irrelevant and out of touch with what GTM really is, so I created my version: “Go-to-market is the overarching framework that details the key stakeholders, milestones, [metrics](https://www.developermarketing.io/7-easy-developer-marketing-metrics-that-reveal-your-campaigns-success/), and deliverables a company cohesively follows to test and validate the market opportunity, readiness, and [positioning of a product](https://www.developermarketing.io/the-b2d-guide-to-product-positioning/) or service targeted at a predetermined customer segment.” ## **How do you structure go-to-market for an API?** So, now that we’ve explored the definition of GTM, at least in my opinion, how do you structure GTM in your world? As we know, it can change in duration, structure, B2B, B2D, B2C… And I think understanding the difference between the different types of GTM that apply to your product or feature launches enables you to progress building out your GTM framework and educating stakeholders on how GTM is done (as well as the time required to execute it well). At Mollie, we have three different tiers, namely to help manage expectations on when we require stakeholders’ input, and how much bandwidth the team has to deliver against the relevant timelines associated with the different product launches. I would suggest you use high-level parameters to help determine the tiers of GTM that you have; what I find quite helpful is to use the following parameters: - Audience cohort (who we’re targeting), - Channels we’re reaching the audience on (are they owned, earned, or paid?) - Stakeholders that we need to keep informed and consulted - Outcomes (what can we expect? This includes metrics and measurements) - Duration (how long the GTM will take from kickoff all the way to retrospective) ![Three tiers to GTM](https://www.developermarketing.io/content/images/2022/04/Screenshot-2022-04-22-at-10.45.51.png) ## **Building a bullet-proof GTM framework** So, what does a GTM framework look like? I’ve used an example of a Tier 2 GTM framework to help illustrate how it works at Mollie and how we use it to steer our GTM efforts forward. The little black boxes are just sanity checks to make sure that everything is going smoothly and moving in the right direction. I haven’t added any timings to this image as it can vary depending on the type of product you’re launching – or, in this case, an API. These would be typical milestones that I would include. ![GTM framework from Mollie](https://www.developermarketing.io/content/images/2022/04/Screenshot-2022-04-22-at-11.23.14.png) If you start at the beginning and ideation phase, this is really all about determining the feasibility of an API. So, why do customers need it? What is the market demand or, at least, perceived demand? And how would we go about launching this? As you move forward through the scope of your technical specifications or development timelines, you might be thinking that that’s not part of the GTM. But, this is an overarching framework that I’m sharing, and what you’ll need to focus on is the key points of validation and feedback when launching an API. A key thing here is also understanding where you’re launching your API to, as your API is plugging into an external environment? What does that environment look like? You know, how is data being surfaced and visualized? This is something that’s not always considered. ## **What about when stakeholders come into play?** In my opinion, one of the most important things about GTM is stakeholder expectation management. It comes down to identifying who your key stakeholders are, which can be quite extensive. After all, throughout any GTM, you’re really touching on marketing, sales, customer support, and customer success. You’re working with product engineering or revising the timelines. And what you want to do is understand the key learnings and hypotheses going into a [beta test](https://www.developermarketing.io/how-to-get-developers-to-test-out-your-product/), and what you need to get coming out of that. From the beta, I’d say one of the key areas is also understanding the approvals and green lights from legal and compliance. That’s an extremely important checkpoint, at least within fintech. Because the last thing you want is to be going live or preparing for a launch meeting and they haven’t been included. The outcome isn’t pretty – trust me, I’ve been there before! You want to make sure that your legal and compliance or security and risk stakeholders are included early on. ## **A step-by-step approach to GTM implementation** I’ve given you a lot of food for thought, I’m sure, so let’s break it all down into an easier-to-understand approach. When you look at GTM, there are four core phases: ![Step-by-step approach to GTM ](https://www.developermarketing.io/content/images/2022/04/Screenshot-2022-04-22-at-12.53.51.png) In the **discovery phase**, I’ve identified all my stakeholders. Is the problem statement and solution clearly explained? Does everyone understand why we’re doing this? And what impact is it going to have? Have we clearly defined and sized the opportunities so that stakeholders know why we’re launching the products? Which is the audience? What type of market share do we want to go after? What level of revenue attribution will this API deliver? The second phase is **validation**. Beta tests aren’t always a requirement, but they add a huge amount of value when stress testing the product and future-proofing your launch material. Beta testing helps you learn if your customers resonate with the value proposition and if they understand the technical documentation. How far do we go to help them understand how to design and visualize the user interface on their end to ensure that the information is being surfaced in the most optimal way? The **preparation phase** means taking all the learnings from your beta testing and implementing them prior to your soft or hard launch stage so that your GTM material is airtight and your team is tracking the right metrics. And, finally, **launch and iteration**. Your soft launch phase can be either single-market focus or multi-market, and we typically launch in one market to test the adoption. If everything is greenlighted there, we then roll it out across additional markets in a sequential manner. The iteration part is focused on leveraging both the internal and external insights from your previous data points to help you make more informed decisions as your product adoption and usage start to grow. ## **The role of sales and marketing** Something that’s super important and we sometimes neglect or ignore is understanding the role of sales and marketing. They play a crucial role in not only launching your API, but also driving initial market adoption and, more importantly, feedback and insights with supporting qualitative and quantitative data. And these are where the [feedback loops](https://www.developermarketing.io/the-science-behind-feedback-gathering-from-developers/) come into play – not just how critical they are in understanding how to establish product-market fit, but also ensuring that the insights your retrieve and distill are circulated with all your key stakeholders. ## **What questions should a GTM plan answer?** If you think about the types of questions that a GTM can and should answer, you need to be a little bit empathetic to your sales and marketing teams and understand what they do and how you can help guide them. In regards to product marketing, what I’d typically ask myself is: - How have we quantified the demand for a new [product feature](https://www.developermarketing.io/how-to-announce-new-features-to-drive-product-adoption/) or market? - Who are we targeting? - What is our message or USP? - Have we [defined the right personas](https://www.developermarketing.io/the-complete-guide-to-developer-personas/) and decision-makers? - Who are the key stakeholders in our GTM? - Which customers are we co-launching with from our beta? - What supporting product material do we need to create to have an impactful launch? When it comes to the questions that our sales team would ask, I’d say the following: - What material do we have to sell our product? How has it been localized? - How have we defined the eligibility of our targeted customers? - How have we forecasted the acquisition plan? - What does customer onboarding look like? And how long does it take? - What is our [pricing strategy](https://www.developermarketing.io/where-are-developer-marketers-spending-their-marketing-budget/)? How does it compare to our competitors’? In regards to the marketing team, here are just some of the questions that need answering when it comes to GTM: - When does marketing need to get involved? - What are our marketing deliverables? - What kind of content do we want to market our product with locally? - What are our audience demographics and geographics? - What supporting marketing do we need? Once you’re able to answer all these questions, you have a clearer picture of who does what, when, how, and where. ## **Writing a killer value proposition** “Value proposition” is one of those terms like “paradigm shift” and “synergy” that started as a good idea but then were so overused that a lot of people don’t really understand them – and their importance. A good place to start is how *not* to [write a value proposition](https://www.developermarketing.io/your-ultimate-guide-to-creating-a-value-proposition/). In my experience, don’t create a value proposition based on internal biases or anecdotal feedback, as this is not representative of your customers’ needs or attractive to your customers’ intent. So, try avoiding making baseless claims – and avoid making no use of data to back up your messaging. I’d focus on three things: 1. What makes customers’ lives easier? 2. What are their pain points? 3. What do they hate about their jobs? Once you understand these, you need to align the pains and gains to the product features. In essence, you want to marry your offerings to the needs of the customers. ## **How to measure success?** This is all about measurements and metrics, and there are many of them to consider when launching an API. I tend to start very broadly. For example, I categorize the different metrics that I anticipate measuring and treat this as an initial shopping list for myself and my data analyst. Usually, for an API, we focus on product **performance** (and what that really means is the “bottom of the funnel”). ![Measurements and metrics when launching GTM](https://www.developermarketing.io/content/images/2022/04/Screenshot-2022-04-22-at-13.36.57.png) The terms I like to use are vanity, sanity, and reality, which you may have heard before. And why I like using them is that, when launching an API, you want to focus on the reality, and maybe a little on sanity too, so that we know the kind of adoption we’re getting. What’s driving adoption and what’s inhibiting it? And this means understanding what a customer is seeing, why they’re dropping off, what’s extending their time to integration, etc. ![Things to consider when launching an API](https://www.developermarketing.io/content/images/2022/04/Screenshot-2022-04-22-at-13.40.29.png) Some of the metrics we use for this include revenue attribution per API call, which is quite technical and hard to determine, and the sales team’s close rate. ## **Closing the feedback loop** So, you’ve launched an API and you have early adopter signals that are looking promising – but when do you close the feedback loop? And who do you close it with? This is a lot easier said than done. You have feedback loops throughout your GTM lifecycle (you can have feedback after beta, after the soft launch, after release, etc.), as this is an ongoing process. So, you must determine what you do next once you have this feedback, which includes how you’re optimizing your product, and how you’re iterating in different markets. In short, launching an API into a market means defining the problems and the opportunities, building your stakeholder matrix, validating your message and material, and planning for a sequential phase rollout. Finally, a bit about me. **My career in technology** I’ve worked across various consumer tech companies where I’ve been fortunate enough to be part of and lead incredible agile growth, brand, and product marketing disciplines. I have a decade of experience in both SSA and EU regions, and I’ve built and scaled Tencent Africa’s full-service marketing team. I oversaw a portfolio of mobile products: fintech, music streaming, social communications, and video streaming. I’ve also planned, managed, and led over 60 GTM plans for SaaS, eCommerce platforms, and more. Outside the office, as much as I like to eat, I love exercising, and believe that both are an important part of how we remain sane whilst working in hypergrowth environments – and some sleep is probably important from time to time too. Now, a bit about Mollie. We’re a European online payment service provider that reduces the complexity of payments for over 120,000 customers across Europe. We’ve recently raised $800 million in Series C funding, which will help diversify our product offering, accelerate our Pan-European expansion, and solidify our positioning as the most-loved payment service provider in Europe. --- ### How to create value propositions (that actually sell) URL: https://www.gotomarketalliance.com/how-to-create-value-propositions-that-actually-sell/ Last updated: 2023-07-25T10:09:26.000Z In my honest opinion, most [value propositions](https://www.productmarketingalliance.com/your-ultimate-guide-to-creating-a-value-proposition/) out there suck, and in this article, I’ll tell you why that’s the case, where and why companies go wrong, and how to get value propositions right. I’ll share a case study from my own experience crafting a differentiated value proposition at my organization, taking you through how we approached it step by step, as an indicative example for you to take back to your own workplaces. My name's Abdul Rastagar and I want to talk about value propositions because I think most value propositions out there suck, they really do. I feel that way because, for the most part, we write them from our perspective with our business objectives in mind, rather than really think about the customer and why they're looking for a product or solution in the first place. We end up talking about features and functionalities and tech talk and all these fancy bells and whistles. The customer really, at the end of the day just wants to solve their problem. This is a problem that I came across a lot in the past and I developed this structured methodology for myself that helped me guide myself through that process as we were launching products to the market. That's what I want to share with you today. It's not the only way of doing it, but hopefully, it'll inspire you to think a little bit about it as well. This was developed in the context of the B2B software space, I came from that world, but I did try and put some B2C examples in there as well. Does anybody know what this is? ![Microsoft's competitor or answer to the Apple iPod, the Zune was released in 2005](https://lh3.googleusercontent.com/XA4nMaVOQEkFBaZk09v57nkX2RUHmpDEcLL9fYS4eiM4tQ72y7BdXkcDz8DRFiNG2kb0qlOK1-Wfpizl8BHisOZkXod386wwt12_9kKLhSgj7-KKTgoy0PaShSd848PulBb5SAxJ) **Microsoft Zune** Microsoft's competitor or answer to the Apple iPod. The Zune was released in 2005, did you own one? I've never met anybody who's owned the Zune, and the thing is I remember when it came out the tech reviews were fabulous. People were raving about what a fantastic product it was and yet the product was retired in 2011 because it got no market traction, only about 1% market share. I'm going to talk about why that happened from a marketing perspective. There are many reasons here. **About me** But before I go on, let me tell you a little bit about myself... ![Abul Rastagar](https://lh5.googleusercontent.com/HduBqlobZJcdhduHAj-gbCCE1A6MNvhWxVzJbgSM-uz9im7UVbOgpy33OVKLhw5NlL-Qzu1VyTZ39jQMGJj0Ae5hWoc1JdLng--IWjjo1lafJ4MfF6iq3i8y-nN7m2gLs3tgMw67) Please don't take this image seriously, this is to give you an example of the kind of garbage language we use in the business world, to hide behind the fact we don't have any value propositions, we don't do a good job at it so we come up with this type of language. You see this sometimes on LinkedIn, maybe not this dramatic, but it's out there. This is particularly true in the B2B world and I think as product marketers, this is where we come in to make sure that we don't end up talking like that. We truly talk about value when we are in front of a customer, I'm going to define what that means in this article and what value means to me. **Words are free** The way you position yourself, the words you use, and how you go to market really matter in the perception of the customer. I think this is where product marketing, can really add strategic value to the organization, this is where we come in. !["Words are free; it's how you use them that may cost you."](https://lh3.googleusercontent.com/vp0Kk4EC4NDwUvj2HpTeQtNUBhCkW_Yn5s2jvkpvFPuWXffuGM4ZsZ-n4H9d1AgCJzVkd80-53l-dwobF_LhqXHgsczAdfsIBxPAcXiNuohaQIVNhHzvjXtAuyz1vVDReF18DP82) ## Examples of poor value propositions These are some examples of value propositions that suck. ![Examples of poor value propositions.](https://lh5.googleusercontent.com/eh6xjpOLT9l-1a0zE_dZzA4ahNizD4A1eAZbY6I9lBu4H6QCjVavEswhPxT0kMtOgrgjtjTzRsfRMv-SqRVZEOg4yrIrJOyCmbLp0WgNprezkHa5gkCba8mvyxQx8Dkb00Etu8Ot) All of that feature and functionality talk, these are actual value propositions that are on Fortune 100 company's websites today, telling you about why you should buy their product. It's either Tech Talk or at some random ‘meets your complex business needs’ without any definition of what value is. It's clearly not written from the customer's perspective, you have no idea why you really should buy it. That's unfortunate. **Maybe they’re for specific audiences?** This happens very frequently and you could say, "Well, maybe some of these are IT messages, maybe the audience is an IT audience". Even an IT person will buy a product because of a business need they need to fill. They don't get up in the morning and say, "Oh, gee, I really want an intelligent, scalable database system today so I'm gonna go buy one." Nobody does. ## Business drives: an example I'll give you an example of an IT director at British Airways. I flew from Reykjavik airport to Heathrow and I checked in my luggage at the airport. When I got to Heathrow my luggage wasn't there. But BA was able to track it very quickly and reunite me with it within two hours. That's because somebody on the back end had probably bought an intelligent, scalable database to help them manage that operation. That is their business driver right there, they're concerned about making sure they reunite the customer with their luggage because then the customer is more satisfied, the customer's probably gonna be more loyal because of it and presumably, that leads to more revenue as well. Those are some of the drivers. **Where does this language come from?** The reason we come up with buzzwords, like ‘end-to-end machine learning platform’ is because in many cases this is driven by our colleagues - product managers (who I absolutely adore, I'm not criticizing here by any means). A lot of them come from a technology background, they don't really come from a sales-driven perspective. They sit with the end-user and talk to them about "Hey, what do we need to do for you guys?" and the end-user will say, "I spend a lot of time coding, I wish this was easier. I wish I had some sort of wizard" or whatever and we put that into the requirements. Then marketing comes along and says, "We're about to launch this product, what do we say about it?" The product manager will say, "Well, they really want a wizard". That's where you get that kind of language up on the website, maybe if they're good, they'll change that to 'easy to use'. I have news for you - easy to use is not a value proposition, neither is configurable. I'm sorry, I hate to say it but those are bad. Those are functionalities of the product and easy to use at this point, in 2021, if your product's not easy to use, you've got other issues. **Back to the Zune** Let's think about when we talk about value propositions, what are some examples of how can we really provide good value propositions? This takes me back to the Zune. ![Zune's offered millions of tracks for the price of one CD per month.](https://lh4.googleusercontent.com/TyjG17tbQlmL9zb-Ngy0sRKs1cSbg7zoIOL-D5XgOfpIO6_5j9MpyInRKaLn1NtQF65-NZ5Skinvbbs1Iu13XFVOuOsbYDGPd6XXphW2utRErHj_f-KMmvy0Dnny4NqJhzlOqevy) Millions of tracks for the price of one CD a month. This was an actual ad from Zune and this was actually very emblematic of a lot of their ads. They had one where it was a large picture of an iPod and it said, $29,700 - if you fill this 120 gigabyte iPod with music, it'll cost you that much money or you can buy the Zune for a monthly subscription and get the same amount of music. Their strategy was to go after the iPod, “As good as the iPod, but cheaper”. That may make sense in some cases but if you think back in the early 2000s, what was Microsoft? It was the big stodgy monopoly that nobody really liked and the products, people were kind of tired of the constant crashing. People were actually moving to Apple because not just was the technology different or perceived better but also it was cutting edge, it was trendy, it said something about you. If you walked into the coffee shop with your Apple product, it was saying it's a lifestyle purchase, I'm rejecting Microsoft, I'm buying something new and innovative. To do this, people were buying two to three times the price for the equivalent Microsoft product. So to go to that market and say we're going to do it for you for cheaper, it's not really the right message because that message doesn't connect with what their pain point was. Microsoft is one of my favorite companies, by the way, I have so much respect for them. I'm not doing anything to criticize them here, it's just hindsight is 20/20\. But it brings up an important point. ![Sell the problem you solve, not the product you make.](https://lh4.googleusercontent.com/FOmf2XWaVCI-0bvUGayzNToj-9ZKOUuTC6Pm-dw1Wm9a4whRjDVS3wuSWZIDZHihKtpbYDdBiOhmFQqcs-O0g8Tc4mlV7Xkm0iR6cjiWsFOAMJ3Yc6kNboGZf2rSAmxdE09qvuDg) ## Sell the problem you solve, not the product you make Your customers are getting up and trying to solve a real business problem, that's why they're talking to you. If you think about an HR manager, they want to get an applicant tracking system, not for the sake of having an ATS but because they have a pain point. That pain point may be they need to hire for a certain position, their hiring manager is calling him every single day saying where is my candidate flow? Where's my flow of candidate resumes to look at? And the HR manager says, "Well, I've got a tonne of them, I can't process them fast enough. And when I do find somebody who seems good, by the time I call him or her, they've already been hired by the competition". Their pain point is to process those resumes faster so they can get the right candidates faster to the hiring manager. That's why they're talking to you about an HR applicant tracking system. No other reason. ### Remember... I'm going to make one really important point here. If you're in the B2B world, also B2C, but especially B2B, no one will actually purchase your product if they can solve that problem on their own. They're only looking for you as a secondary path. If they can solve that problem without any technology, they will absolutely do it and they'll never even think twice, and you'll never have an opportunity to present your solution. Really think about that when you do your value propositions. ## How to build a value proposition framework There are four steps to this framework. ![Apply a value proposition framework: context, customers, business benefit, differentiation.](https://lh5.googleusercontent.com/5Wtja02qYu7uZyqkrw3lrL4CCu2c4sdOu7-MJ-Oy5_-H_0H2VjoZDrZKPUAPFOyuwvNl9QlDvk5FEbDixtZsFvQOmBp7kZ-G34FydQ853ip6e5JhB3oNEoNx7Qma5Pwivq1j5GNS) ### Context There's the context in which your customers operate, not you, but your customers. - What are the macro trends that are affecting them? - What are the environmental trends? - Is a recession coming? - Is there perhaps a generational shift? People are retiring and a new generation of users have different user behaviors. - It could be compliance requirements, GDPR, or California data privacy laws coming into effect next month that apply to anybody whether they are based in the US or not. - Is Brexit going to happen? Those kinds of macro factors are always influencing your customers. ### Customers Second, you need to understand their pain points. I mentioned the IT Director at British Airways and the hiring manager looking for an ATS solution. There are dozens and dozens of examples of that. Only once you have identified those aspects, can you go to point number three. ### Business benefit Start thinking about yourself. How do our products and solutions map to those pain points? Again, business benefits - features and functions don't have a place here, they're important for an RP or a product demo, but they don't have a role in your benefit statements. ### Differentiate Finally, you can do the first three perfectly, but if you don't get the fourth one right, it's very difficult to be successful. Because if every single vendor or solution out there looks the same, what does the customer base their decision on? They're going to base their decision on price. You're going to be the low-cost vendor? That works for some, but in general, that's not a sustainable strategy. **A simple test** Really think twice about what your competition does, in fact, a really interesting test that I hope everybody here does - download your competitors’ datasheets, if you haven't already, take off all the logos, branding, and colors so you just have the copy of their datasheet and then put yours side by side and give it to one of your customers. Ask them to identify which one's your product. I almost guarantee they won't be able to in many cases, you'll be shocked that you won't be able to do it in some cases. This is a very common phenomenon. When you can't differentiate yourself from the competition, you're struggling and that's very common. ## Examples of good value propositions Here's an example of some value propositions that are done right. ![Good value propositions increase customer satisfaction, maximise revenues, and reduce risk and deployment time.](https://lh5.googleusercontent.com/2dM6psMy5GlZCm0jxhRC2QVBHUDqFh2KlKMk355FggyUuxSnNgrCL6ILbB6oyF05aXafOMMgPDuBWSBAIges8yCjCed4OFmIwicMoFmMzbb8UznGNx32eWtQvMmcILUwCI60d6I0) Increased customer satisfaction, maximize your revenues, and reduce risk and deployment time. Those are three value propositions that this organization fell for their product. Are they **business-oriented to their customers’ needs**? They seem like it, they seem pretty relevant. I don't know that business well enough. [Are they **differentiated**?](https://www.productmarketingalliance.com/how-to-differentiate-when-you-arent-different/) I don't have that context, let's give them the benefit of the doubt. But certainly, there's **no feature functionality talk** in here, there's no Tech Talk. It's trying to pin their benefits to their customers’ presumed pain point. They do it through: - Increased satisfaction = consistent data, and simplified billing. - Maximizing revenues = making your sales org more productive. - Reducing risk and deployment time = with an integration. Notice they're talking technology here but that's okay because the integration is not the value proposition. The value proposition is we're going to reduce your risk and deployment time, the integration is just the proof point, the enabler of how we do it. **Three is key** I really like this because it's business-centric and differentiated. It also comes in three, three is a key number because if you start giving more than three value messages, you're going to confuse people, they're going to forget, they're not going to remember what you said. If you do less than three, it's almost impossible to differentiate from the competition, you have to be really special to be able to differentiate under three value pops. That's a golden number right there. **Room for improvement** The only thing I would do in addition is to quantify this. Tell me how much you've increased customer satisfaction for a customer similar to me, perhaps build me a model that shows me how much more money I can make through this, at least to give me an idea. Reducing deployment time, maybe the standard in the industry is six months, and you do it in 15 days, you can quantify all those things. That's very complicated and time-consuming. In many cases, we don't like the numbers that come out at the end so we don't do it often. But if you can do it, and if you have strong numbers, absolutely this is an imperative here to do it. We have to challenge ourselves to be better than the previous image about wizards and scalable databases. ## Customers don't buy products, they buy solved problems This is probably the single most important takeaway. ![Customers don't buy products, they buy solved problems.](https://lh4.googleusercontent.com/HhOSwptpiAdnjB52JQYE3MvoseOr4_S6rAFgo58JbX8DgRHHu0u5e6iT842ivhq-7qFRRgM15Ylj5CCSt1weQA5BMDjKj3Vw490V0if4oDGRV_GxsMjvcfI2xnUOp-dnftIr-tX1) I mentioned earlier if they can solve their problem without you they will, they won't even think twice about you. That's just the way we operate. ## How to differentiate a value proposition Now I'm going to switch gears and look at an actual case study of an example I went through with my team a few years ago. I hope this will be an indicative example. You're not going to be able to reproduce it point by point, but it'll give you an idea. **Understand the context** Our customers were in an industry that was in a crisis mode because they were in a crisis of innovation and productivity. **Rising cost** They were spending money hand over fist year after year and looking at the blue line going up sharply, you don't even have to read the numbers to see that it's sharply increasing in spend - 50 fold actually over the 40-year timeframe. ![It's important to understand the context when putting together a value proposition.](https://lh5.googleusercontent.com/ye0laa5YJvrWi_piZ6YG0cfEkUjAx08ejexvxP8kUWvpRJMmt6Cpdo6nJEySkr0iwUc7GExfFZYH0PPPCpGxjiezGPF3FUWm0LOz4fi5hZojGW2DNFBDf1yChA8zZnL4ogdjkQvv) **Limited innovation** But the number of products they were producing year after year was essentially the same. There were some peaks and troughs, but at the end of the day, they were introducing the same number of products each year. **Patent expiry** That was a problem because the ROI is not there. The other problem is their patents are expiring on the older products, remember, this is a long time frame. Me too competitors are coming in taking away market share with much cheaper products, which they didn't have to invest any money into and these companies are really suffering in terms of profitability as a result. **Greater compliance** This was a regulated industry so the government's always looking over their shoulders, making things more complicated for them as well. That's the context our customers found themselves in. ## How to understand market competition The problem for us was as vendors serving this, there were other vendors as well and we all looked alike. The other problem was we had actually differentiated ourselves through price - we were by far the most expensive. ![Understanding your competition is pivotal when creating a value proposition that sells.](https://lh4.googleusercontent.com/AVcJ_BpmOeLIvNnLXZaluDARAmS0I3onbEqRlgl21wtg_00pUPDQrt1a5RCAuk9Lx665tBka8reS6a6BX4mTfn09ziYUw3GwCHpTW64_zYuwcqbjqG2Eml3tSJO9JsGavSef1yim) It was fine because for years, that industry was making lots of money, and they didn't really care that much about money. But now all of a sudden, they're very price sensitive and we're starting to lose deals much more regularly, we're actually having customers move away from us, and explicitly citing cost as the number one criteria. Even though we had the largest market share, we were starting to realize if we don't adapt and evolve, we're going to be in trouble. So we needed to adapt with our customers as their environment was changing. ### What we did: Value proposition workshop What we did is created a two-day off-site, what was called a value proposition workshop. It was done with all of these customer-facing teams brought together in one place. ![Abdul Rastagar created a value proposition workshop. It was done with all of these customer-facing teams brought together in one place. ](https://lh6.googleusercontent.com/Fnc9x_P497Gth_HSvBtOI1wKZUVRUn6tkz6ZFPqan7CI-3ShlB0XJUKjDntW7CDHBUiQJ9r3v4kNRagirZyjOGa5FsiaafZYCpYQ6-DLM9P-POEvYuVH4NDEePfxyjqIVzvYHWu8) This was the first time our organization had done that, bring all of these diverse teams together in one place and one time to talk about what the customers business context is, what their pain points are, all those steps from the framework I mentioned, how our business benefits map to their needs, and ultimately, how we differentiate. **Coordination, buy-in, & commitment** This was an exercise that took a lot of coordination, it took buy-in from executive management, especially on the sales side, they're going to take a sales director out of the field for two days to talk about this stuff, that's a big deal. There was commitment here at the most senior levels of the organization. By the way, we reinvented ourselves across the board, across the organization, but I'm obviously just going to go through the go-to-market aspect of it today. **External validation** Once we came up with what we thought was a good set of value propositions out of this workshop, we had gotten external validation, we had some partners we work with that we're very close with, and some long term customers that we're very close with, we were able to get feedback from them and adjust our message accordingly. ## How to understand your customer Then we looked at, what do we do here? Let's drill down. We looked at the people who are making the buying decision. **Buying committee** For us, it's those three individuals in the middle, the VP of Business, Business Operations, and End User, basically the line of business that makes the decision. ![A buying committee comprises a VP of Business, Business Operations, and End User.](https://lh4.googleusercontent.com/wh2qjZQibDpYjo8W6aRh69p8UeNIriZ8uGdtCmHR0lCAqXhvxoHj8fZOP-pcojkd1Y7xbEQaqJ_qbX2XlYT9Pfk3mRsiRy0v0YOz2AlvFhbDQ20abMhJ5s2QGS7fQ55BjTPObly9) We have historically very strong relationships with that line of business. That was one of the key reasons we tended to win. IT over on the far end, they're important influencers in this decision, extremely important but they were neutral to us. They didn't really like us, they didn't have any particular affinity for us but they didn't dislike us either. As long as we met their checkpoints - good enough. The problem for us was procurement because what does procurement care about? Cost is what they care about and in this particular industry compliance as well. Those were the two things they cared about. ![Know your customer when putting together your value proposition.](https://lh5.googleusercontent.com/07s1nB0hWaTOpg81B1Ok8stmN320xfOX9IjscX2KIofUP0XoOIIv0QlSRs5TVqHIFGFC3U6ODcPdVjPS-wzFxELkFfVrObdU1EUjc6g7pInGHYLeXGOISbinjommUjxdzFREy92D) As I said, they're under budget constraints, CFOs are telling them to cut money, so procurement was actually killing deal after deal for us. Our strategy was to turn that IT person into a soft supporter and then neutralize procurement. Then we broke it down a little bit further. We mapped it with what are the key criteria these companies make their decision on and how do they map to each individual's roles requirements. You'll see this kind of misalignment there. Certainly, the business has a certain set of criteria, and procurement as an example doesn't care about those things at all, ironically. Ironically, the whole purpose of buying this product is to make things more efficient and effective, you can see procurement doesn't care at all. **Know the competition** Then when we met, we mapped ourselves against our competitors to see how we stack rank against them, minus one if we were behind, plus one if we're better. ![Know your competition when putting together your value proposition.](https://lh5.googleusercontent.com/ttrtoWVUF7GaH5CWETSGVd4nEJFh46g-tc8ig6K0NTCZzkeyhVzVwu92BoU-FcUvmRAPMIOJW_mp_LTgV2g5cvar2Ue3O-lvGKgYkPbdglr7KaWO9a4nvNTMRXNbqFw6_tGtthEf) This took a lot of heated debate and discussion, this isn't as clean as it looks on the image, this was two days of arguing over this point to see where we really mapped up. You really have to be honest with yourself. You can see at the end of the day, we come out ahead, but again, not enough to justify that high price we're offering. We were not about to drop the price of our product, because we felt the value was there. **Differentiate** But because we had brought all of those people together in one place, and this was the key factor we didn't even realize until after the fact, we gleaned some insights. We had heard over time in various parts of the organization that we had this very strong community, this user group of professionals from this industry, that were purchasing our product, not because they wanted our product, but because they wanted to get into that peer community. ![Differentiate your product to demonstrate your value.](https://lh5.googleusercontent.com/dlaDstiEK8dGHlxVb5qzmaUIIIc-SUpKIyXXx0hT0ebSZH3SWmRkTFBO6_mWJ5wSA2wy00aJUQIvop7wqNWITjZutngGO397At9J3wIWkTVdaLQ9fu7WWc6_uQ-qWQu7nCIAPH3p) That industry didn't really have a trade association of its own, we were de facto the trade association, because we were the largest ones. People were purchasing our product to get into that, some of them had told us that, "Hey, our CFO told us to cut the budget and cut your product. We said no because we want to stay part of this user community, we dropped other products instead". That was an aha moment for us, this is really a strong argument for us. Also note this is a good argument to use with the IT group, which was neutral to us but in this case, we can actually say, "Hey, Mr or Mrs. IT director, we can connect you with hundreds of peers at other companies in this particular industry, IT peers". ## Our differentiated value proposition This ended up being our value proposition here that we went to market with. ![Include statistics to highlight your differentiated value proposition.](https://lh4.googleusercontent.com/PVwT8UWmo8KzcNe6Os2BTOawGHeCeS_oAnxfxb4FOKJkPFhMY1C50nYKUGgo_kiwKei-7q5guOgzWDLpARaThwmoGRyUg9vaWsYbqmFE8dHxc1H5SUebLfaG6brMKAEEu__K00Xv) **More productive** The core of what they needed was productivity, and we make you more productive. **Built-in compliance** Normally I would say compliance is like usability, you don't want to talk about compliance as a value proposition, especially in a regulated industry, you should be compliant period. But actually, some of our competitors had not been and we had a perfect track record. Originally, we actually said guarantee compliance, but legal rightfully so didn't like that. **Unrivaled network** As I just mentioned, our network set us apart. Notice these are value propositions that are business-oriented, they're focused on their needs. They certainly differentiate us in terms of compliance - already the first differentiator, because in terms of productivity by itself we're not the only ones that make it productive, our competitors would have done it as well. I don't know if we had 27% for competitors, but they would have done it. And then also, I talked about the other differentiation pieces, the unrivaled network. You have three value propositions we felt comfortable with to go to the market. The end output for that value proposition workshop, those two days was one slide, literally just one slide. ## 3X3 value proposition matrix This was it, what we call the three by three matrix with the three customer-centric business benefits up top. Underneath that it's proof points - here's how we do it. ![3X3 value proposition matrix.](https://lh4.googleusercontent.com/bou8Fu5us6gjZifkSbhPpWwlO21nAHVviK_qWR5_sn6VHiVbavT3UHxX4TSeoPW9iZursBoTR9GaAGWW6dAXwQYzsyJvMfJ1iFn8wurGauLT2jAq0rCZEnjrmdlQVsTImvXWjChc) Then there, it's okay to talk about some functionality, that's all right because you want to let your customer know you're not making an empty claim, we're actually able to do it, you want to be able to demonstrate it. ## How does a value proposition inform your messaging? Finally, as I wrap up here, you have to make sure you inform the entire organization with your messaging, those points need to go through everywhere, that three by three matrix. ![Value propositions inform your messaging, including: sales pitches, PR and comms, presentations, battle cards, talking points, thought leadership, websites, collateral.](https://lh3.googleusercontent.com/M2z0Jx__Nu7G2qWWc5TdyWColIfz2HOxvoL1u1upnPTiTkf7Ivn3qRNe-fCgC-p97ig5PRgXSntM33wbniyVWD1h4DWTz0YbfNmBWAtcM-TS1mEXRg76_dWOxy6bTaWwT6V4DHsc) That way, any interaction your customer has with you, no matter which channel, they always hear the same thing. ## Pro tip: your own value propositions ![Think about your own value proposition for if you ever go to a job interview.](https://lh5.googleusercontent.com/euqUWJcvz45OIdu6kgI2XVv7H0koOzk-ZPPe3W362fra-Vf3-rhkf39W0PNXSFk7PjTF4qUMKW3OuJKFdXaMTIbKJpeoUBphK82l3dGY6v-hsVUWCbqV_loPlJYCiIHAJ4shyRCc) I want you to think about your own value proposition for if you ever go to a job interview: - What are some of the differentiated values you bring that sets you apart from everybody else reading also applying for that job? - How do you provide business value? - Do you know what their drivers are? - Why are they hiring for you in the first place? ![An example of how to convey your personal value proposition.](https://lh3.googleusercontent.com/ZJ1Jhebd3slto84zijX5mlPT7Bv2scYrWgqwq0DgS1VeBK_32kyaGMWBNaZnlLGMUKZFYGZmHI7V3x3JYez4UCk1-GF6iZ2oyKE0yJ03YVmNVzdClJof5E-XP5EL2_s2yZzwt-Tu) Once you understand that, you can really kind of start to develop your own messaging. Thank you. ### How to launch a SaaS product: Your SaaS Go-to-Market strategy URL: https://www.gotomarketalliance.com/how-to-launch-a-saas-product-your-saas-go-to-market-strategy/ Last updated: 2024-04-19T12:22:05.000Z Launching a SaaS product requires a well-planned strategy and execution. Not only that, but you’ll also need a high-quality product, a strong brand, and a relationship with your technical audience (which is where [developer relations, or DevRel](https://www.developermarketing.io/what-is-developer-relations-devrel/), will come into play). We’ve previously touched on the steps to launch a SaaS product in our [SaaS marketing guide](https://www.developermarketing.io/what-is-saas-marketing/), so we’re now diving in-depth into the topic... ## **What is a SaaS product launch?** A SaaS product launch is when a company introduces a new software-as-a-service (SaaS) product to the market. This involves a lot of planning, development, and marketing efforts to create interest and excitement among potential customers. To have a successful launch, the company needs to understand who their target audience is, what they need and want, and then create a product that meets those needs. Then, they promote the product through different channels like social media, email, and advertising to generate buzz and attract early adopters. During the launch phase, offering special deals or discounts to encourage people to try the product and give feedback is also important. This feedback helps the company improve the product and fix any issues. Overall, launching a SaaS product is a big deal, and you need to put a lot of thought and effort into it to make it successful. ## **SaaS product launch phases** When launching a SaaS product, you must consider the following stages: - Pre-launch (preparing for launch day) - Soft launch - Beta testing - Full launch (implementing your SaaS go-to-market strategy) - Post-launch (the focus is often on onboarding) The launch stages of a product may vary depending on the company and org, but these are the common ones you want to keep in mind: ### **SaaS pre-launch** This stage is all about getting ready for the launch of your product. This is when you perform market research, create buzz for your product through marketing campaigns, and prepare the product for release. A few things to do during this phase include: - [Creating a unique value proposition](https://www.developermarketing.io/your-ultimate-guide-to-writing-value-proposition/) for your product, - Thinking about the [pain points](https://www.developermarketing.io/5-developer-pain-points-backed-by-dev-marketing-pros/) the product’s solving, - Tailoring all your comms and messaging to your [developer personas](https://www.developermarketing.io/the-complete-guide-to-developer-personas/), - Setting goals and KPIs so you can measure your efforts (this includes [developer marketing metrics](https://www.developermarketing.io/7-easy-developer-marketing-metrics-that-reveal-your-campaigns-success/) like churn rates and client acquisition), and - Learning all about your target audience via market research, [surveys](https://www.developermarketing.io/developer-relations-10-tips-for-running-successful-developer-surveys/), etc., and creating your user and buyer personas. --- [Ideal customer profile (ICP) vs buyer persona: explainedDevelopers are a unique audience, and your developer marketing strategies need to reflect that. This is where segmentation comes into play! Take a look at what ideal customer profiles and buyer personas are, their benefits, and how to create them.![](https://www.developermarketing.io/content/images/size/w256h256/2021/07/DMC-33_logomark_square-02-1.png)Developer Marketing AllianceTeresa Garanhel![](https://www.developermarketing.io/content/images/2022/08/ux-indonesia-w00FkE6e8zE-unsplash.jpeg)](https://www.developermarketing.io/ideal-customer-profile-vs-buyer-personas/) --- ### **Soft launch stage** Again, you won’t find this step is all SaaS product launches, but it’s worth including it here because it may come in handy. In essence, this stage refers to the limited release of your product to a smaller group of users, with the goal of testing the product and identifying issues before a full launch. This stage can include several elements, such as: - Selecting a small group of users from your developer audience to initially launch to, as this allows you to launch the product to people who can provide [feedback](https://www.developermarketing.io/the-science-behind-feedback-gathering-from-developers/) and help you identify potential problems. - Ensuring access to the product via a link or access code. - Gathering feedback from users and identify areas for improvement, whether through surveys, interviews, or any other methods. - Tweaking the product based on the feedback received. This helps you improve the product before a full launch, be it by fixing bugs, improving the user interface, or adding new features. - Repeating the soft launch stage as needed – sometimes, you may have to soft launch your SaaS product several times until your product is ready to be released to everyone, so make use of this to continue collecting feedback. ### **Beta testing** This is when you [get developers to test out your product](https://www.developermarketing.io/how-to-get-developers-to-test-out-your-product/) – it’s different from the testing in the earlier phase because you’re providing access to your SaaS product to a larger group of users for testing purposes. Beta testers can be used to make improvements before the final launch, and a few things to look out for include: - User experience or UX: the user experience should be smooth and intuitive. Look for confusing or frustrating elements that may discourage devs from continuing to use the SaaS product. - Bugs and glitches: beta testers should report all bugs and glitches they find while using your product, as you must address these issues before launch. - Performance: your SaaS product should perform well, so make the most of this stage by fixing lag or crash issues, for example. - Feedback: again, gather feedback from the beta testers (about the product’s features, functionality, and overall experience), and use it to improve the product. - Compatibility: this is where you find out whether your SaaS product is compatible with certain devices, browsers or operating systems. Your product should be tested on different devices and configurations so you can identify any compatibility issues. - Security: make sure your SaaS product is secure and user data is protected. This is the chance to find any vulnerabilities in the product’s security and address them before launching it. ### **Full product launch** The official release of the product to the public! This stage is where you implement your SaaS go-to-market strategy to promote the product and generate interest. More specifically, when you’re launching a SaaS product, here are a few things to take into account: - Finalizing the product. Before the full launch, it’s important to ensure all feedback has been acted upon and all issues have been fixed. - Creating a marketing campaign. This will help you promote your product to your target audience, as well as generate awareness and interest. A marketing campaign can include blogging, social media, [paid ads](https://www.developermarketing.io/how-to-market-to-developers-with-paid-marketing-2/), email lists, video, and tutorials. - Setting the right price for your SaaS product, which will help you make it marketable. To choose pricing, consider factors like the subscription model you have and the features you’re including. - Preparing the sales team to handle inquiries related to the product, from training them on the features to providing them with the necessary resources and tools. - Launching the product. Once you officially launch to the public and developers start using it, be ready to answer questions or address issues that may arise during the launch process. - Show off your product with a demo. This can help convince prospective customers to sign up to your product, since they can see the features and benefits more easily. It also helps devs to see how they can use your product! - Getting more feedback. Your SaaS product may be out there already, but you must continue to collect feedback from customers to identify problems or things that can be improved. - Monitor metrics like user engagement, customer acquisition, and revenue, which will help you evaluate the success of your SaaS product launch. ### **Post-launch** During this stage, you’ll want to keep monitoring the performance of your product and make adjustments as needed. Your post-launch can include: - Setting up a great onboarding experience, - Collecting even more feedback and user data, - Analyzing metrics, - Releasing product updates, and - Offering ongoing customer support to assist developers (via email, chat support, etc.). ## **SaaS launch checklist** So, now that you already know what each SaaS product launch stage includes, here’s your SaaS launch checklist to help you get organized: ### **1\. Define your target audience** While developers are your audience, it’s important to segment it and identify the subgroups who can benefit from your product. There are [many different types of developers](https://www.developermarketing.io/the-different-types-of-developers/), and a game dev and a full stack developer may not be interested in the same product, for example. So, define your user and buyer personas by understanding how your product can address their needs, pain points, and goals. By segmenting your audience, you can more easily create messaging that resonates with your customers, as well as apply tactics that work with them. There are several things you should include in your personas description, including job title, challenges they’re facing, and how they’d benefit from your product. ### **2\. Perform market research** Whether you’re launching a new SaaS product or adding a feature to an existing one, you should also understand the market you’re getting into, as well as your competition. Send out surveys, analyze industry trends, and more, to ensure that you get a hold of the competitive landscape – and how your product fits in it. 💡 Check out our [B2D guide to product positioning](https://www.developermarketing.io/the-b2d-guide-to-product-positioning/) for more information on how your product is positioned in the market. Ask questions like these to help you understand the market better (and to figure out next steps in the launch process): - What makes my product different? - What [pain points](https://www.developermarketing.io/how-to-nail-pain-points-for-your-target-developers/) is it solving? - Does it have similar features to my competitors’? - Is it solving a specific problem that no one else has solved yet? ### **3\. Leverage your developer community** Either create a developer community or join an existing one – the important thing is to have an audience interested in your product. Having a dev community helps you to source knowledge from developers, build your reputation and trustworthiness in front of your target market, boost awareness of your company and product, network with people and build solid relationships, increase your product adoption rates, get product feedback, and so much more. ### **4\. Build a SaaS product launch marketing plan** You must know how you intend to market your product before you launch it. Set goals, define your strategy, reach out to the community, develop your unique value proposition, create the launch timeline, create all marketing assets, plan a launch event, etc. ### **5\. Implement your SaaS go-to-market strategy** This means [creating great content](https://www.developermarketing.io/7-top-tips-for-creating-great-content-for-developers/) to support your SaaS product launch, developing your messaging, testing and refining your strategy and tracking results, and scaling your efforts to reach a wider audience. Other SaaS go-to-market strategies include using SEO to optimize the content you create, creating a demo to showcase your product to devs, and driving more growth. ### **6\. Create a Minimum Viable Product** While this isn’t always part of your SaaS product launch process, creating an MVP is essential if you plan on soft launching it first. MVPs have the bare minimum features needed to satisfy users, and are often used to figure out whether there’s demand for the full-scale product. ### **7\. Test the product** Your product should be tested by a sample of your audience – in this case, developers – before it’s officially launched. This way, you can avoid issues like bugs and glitches, loading problems, lagging issues, etc. This is your chance to ensure that your SaaS product meets the needs of your developer audience. ### **8\. Offer a free trial** Part of knowing how to launch a SaaS product is understanding that people love freebies. Offering a free trial (typically timed), allows developers to experience your product and decide if it meets their needs. ### **9\. Consider freemium** Your Saas product launch checklist should include a free tier too. While it’s not mandatory, it helps developers explore all the basic functionalities of your product for free and to become familiar with your product. The next step is to convert free tier users into paying customers, which can be made easier if you’ve already established trust, showcased the value of the product, and onboarded customers. ### **10\. Always deliver value** It goes without saying that you should always strive to add value to your audience. Focus on what you can do for developers as you launch your SaaS product, and not on salesy tactics that can easily backfire. Create a smooth onboarding process, offer great customer support, fix issues as soon as they appear, etc. This way, your customers (existing *and* prospective) are more likely to be satisfied and recommend you to people they know. ### **11\. Find the right distribution channels** Another important step is to determine your distribution channels. Will you invest in [paid advertising](https://www.developermarketing.io/why-advertising-to-developers-isnt-a-bad-idea-if-you-do-it-the-right-way/), email marketing, and social media, such as [Twitter](https://twitter.com/DevMarAlliance) and [Reddit](https://www.reddit.com/r/B2DMarketing/)? Maybe you want to share your product with your [developer community](https://www.developermarketing.io/top-11-developer-communities-every-developer-marketer-needs-to-know-about/)? Or add it to [Product Hunt](https://www.producthunt.com/) so it can reach more people and you can actually get in touch with your product’s first users? ### **12\. Collect feedback** This should be done during every single stage of the SaaS product launch process, including when you finally launch it to the public and wider community. That way, you can continue to improve it and understand what works and what doesn’t, which can also inform future products and marketing strategies. ### **13\. Focus on the developer experience** Developers should have a great experience using your product from beginning right through to the end, so ensure your product is easy to use and meets their needs. The same goes for setting up a system to quickly respond to queries or bug reports, for example. ### **14\. Provide ongoing support** Again, make sure your customers aren’t left in the lurch. If they have a problem or a question, they should be able to get a quick fix or answer. ### **15\. Collab with influencers** When launching a SaaS product, you can reach out to influential people in your market and collaborate with them to boost awareness of your product and drive subscriptions. You can source your developer community, set up an advocacy program, etc. This is by no means a comprehensive list, but it does include the most common steps to launching a SaaS product. ### **16\. Measure the success of your SaaS product launch** You can do this by analyzing metrics like user sign-ups, conversion rates, free trial sign-ups, paid subscriptions, return on investment, customer acquisition cost, lead generation, website traffic, user engagement, Net Promoter Score, referral rate, and many other metrics. ## **Wrapping up** If you’re looking to launch a Saas product, create your SaaS go-to-market strategy before the official launch date – and consider the different launch phases, as well as the tasks you should do in each of them. Our SaaS launch checklist also gives you a place to start so you don’t feel overwhelmed with the mammoth task ahead of you! ### Putting the marketing in Go-to-Market, with Gaston Tourn URL: https://www.gotomarketalliance.com/podcast/putting-the-marketing-in-go-to-market-with-gaston-tourn/ Last updated: 2024-04-19T12:22:23.000Z Join Holly Watson and Gaston Tourn for a vibrant conversation about the nature of marketing and the role it should be playing in your GTM strategy. Gaston invites you to throw out everything you think you know about traditional marketing and take a fresh approach to authenticity, narrative and customer relationships. Gaston has a wealth of experience in marketing and is always looking for his next challenge. Since the time of recording, he’s moved on from AppearHere and is now CMO at Curio, a platform that delivers tailored audio content for busy professionals looking to take a break from screen time. --- [‎GTM-FM on Apple Podcasts‎Business · 2022![](https://t2.gstatic.com/faviconV2?client=SOCIAL&type=FAVICON&fallback_opts=TYPE,SIZE,URL&url=https://podcasts.apple.com/us/podcast/gtm-fm/id1629395489&size=128)Apple Podcasts![](https://is2-ssl.mzstatic.com/image/thumb/Podcasts122/v4/84/6f/0f/846f0f85-a40a-428a-a10b-4e5771c0dcf9/mza_6691777692131485979.png/1200x630wp.png)](https://podcasts.apple.com/us/podcast/gtm-fm/id1629395489) [GTM-FMWelcome to the official Go-to-Market Academy podcast. Join us as we get up close and personal with guests from across the C-suite and business leaders to uncover their secrets for Go-to-Market success.![](https://ssl.gstatic.com/images/branding/product/2x/podcasts_48dp.png)Google PodcastsGTM-FM![](https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcRvZGy_qyUpxXD7JyCXMoKgWny26b3GflhHhC8r_YJvfYW7FPI)](https://podcasts.google.com/feed/aHR0cHM6Ly9mYXN0Lndpc3RpYS5jb20vY2hhbm5lbHMveHQ4NXJtbW9hai9yc3M) --- ## Talking points We’ve got so many insights in store for you, but here’re the highlights: - How the pandemic made us rethink marketing. - The importance of knowing your brand values. - Common misunderstandings about the role of marketing in Go-to-Market. - What happens at the intersection of product and marketing? - What you should read to become a better storyteller. 💡 Make sure you subscribe to GTM-FM wherever you get your podcasts, and never miss an episode! ### Sales metrics for sales enablement: explained URL: https://www.gotomarketalliance.com/sales-metrics-for-sales-enablement-explained/ Last updated: 2024-04-19T12:23:01.000Z There’s more to sales enablement than just numbers, but a well-designed sales enablement strategy should have a measurable impact on sales results and revenue. The challenge is identifying and tracking the right metrics. This will have to be a collaborative, cross-functional effort with your organization’s Sales Ops team as well as frontline sales managers. While seeing improvements in many of the listed metrics will be an indication that your sales enablement efforts are working, they’re also a testament to the work of each individual rep and all those in the sales org. Here’s a quick overview of key actions you can take: - Align the sales team’s performance expectations with stakeholders to choose the most meaningful sales performance metrics. - Establish performance milestones (monthly, quarterly, biannually etc.) and clarify how you plan to measure and report progress against the metrics as time goes on. - Make sure everyone, from senior leadership, to managers and new hires, are on the same page in regards to what metrics mean. Don’t overwhelm yourself - it’s often wise to concentrate on a smaller number of metrics initially. You can track more later on *as* needed - but some enablement experts believe that just tracking four or five key metrics is enough. On the [Sales Enablement Innovation podcast](https://www.salesenablementcollective.com/sales-enablement-innovation-podcast-series/?wchannelid=7rmr1h7xhs&wmediaid=8gb0bqelf1), Senior Director of Revenue Enablement Gail Behun had this to say: > *The 21 sales metrics you must be measuring now* > “I try to look at four or five at any given time consistently. I'd rather have fewer metrics that my team can look at and say: ‘This is what really matters”. In this article, we’re going to look at: - A run down of sales productivity metrics - Leading indicators - Lagging indicators - Sales velocity - What to do with the data Let's dive right in. 👇 [Who’s in your cross-functional Go-to-Market team?Go-to-Market strategy is a cross-organizational function. From end-to-end, pretty much every single employee in your company will have an impact on your GTM. That’s a lot of people to get working together and speaking the same language.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/02/crossfunctionalteams.jpg)](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/) ## **Sales productivity metrics** Measuring inputs as well as outputs is a good way to get a bird’s eye view of your sales team’s success (or lack thereof). Without having a few of both, it’s tough to analyze your organization’s journey towards achieving its sales goals. Leading indicators cover everything that leads up to closing a sale, which can often give you an indication of how well your sales enablement inputs are impacting rep performance. Leading indicators are essentially predictive. You’re looking at sales activities and using those to predict future success. Examples include: - Time to productivity - Available selling time - Content usage - Sales confidence - Number of activities - Sales stage conversion rate Meanwhile, lagging indicators measure the outputs after the fact - ie, the actual results. For example: - Win/close rates - Quota attainment - Customer churn rates Some may argue that these are more *sales* KPIs than *sales enablement* metrics, but enablement’s influence can be felt throughout the sales process so they’re worth keeping an eye on. It’s important to remember that *just* looking at the more obvious, lagging indicators isn’t good enough because by the time you have that data, it’s too late to intervene and improve the numbers. Leading indicators are important sales metrics because you can catch problems before they result in the loss of a closed deal. One example might be in relation to the number of activities a rep is performing. If a rep’s number of calls is way below average, you can spot that and address it before it manifests itself in the form of lower quota attainment. Now we’re going to look at these **leading and lagging indicators** in a bit more detail, before touching on the **sales velocity** metric. ## **Leading indicators:** ### **Time to productivity** This is the time it takes to onboard and ramp new sales reps to full productivity - and is a good measure of the effectiveness of your enablement programs in getting reps up to speed. The quicker you’re able to ‘ramp up’ new reps, the sooner they’ll be contributing to revenue at their fullest potential. Bringing new sales reps through your onboarding program and getting them ramped up right can lead to [higher job satisfaction, lower turnover and higher performance](https://www.shrm.org/foundation/ourwork/initiatives/resources-from-past-initiatives/Documents/Onboarding%20New%20Employees.pdf). Cutting down this ‘time to productivity’ is one of the primary metrics that can help prove the effectiveness of your training and coaching programs. Other angles you can take include examining ‘time to first sale’, ‘time to second sale’, 'time to first meeting booked’, and so on. These types of metrics will help guide your constantly evolving onboarding process. Decreasing ramp times for new employees indicate sales enablement efforts are improving. **Why this metric matters**: The more effectively you onboard your new sales hires, the faster they will ramp; the faster they ramp, the sooner they start generating revenue at the level of your more tenured reps. ![A graph showing the difference in a three month and four month ramp time on how quickly 100% quota attainment is achieved.](https://www.salesenablementcollective.com/content/images/2022/10/SEC_Ramp_Time.jpg) As you can see from this simple graph, the shorter ramp time (the orange line) generates more revenue for the sales organization, faster. ### **Available selling time** Much of any organization’s sales strategy focuses on keeping sales reps on the phone and selling to prospects. The more time they spend on the phone selling to prospects, the more deals they’ll have a chance of closing. > The best enablement programs empower reps by providing all the tools they need to sell, when they need them. Something that commonly eats into this selling time is having to spend time hunting around for sales content (think one-pagers, case studies, presentations, training material). A key focus for your sales enablement effort is to provide sales reps with all the tools and skills they need to sell - for example, saving their time by housing that content in one, highly-accessible place. This can (and often is) achieved with the use of content management systems (CMS) and other [sales enablement tools.](https://www.gotomarketalliance.com/its-time-to-invest-in-sales-enablement-tools/) To measure available selling time, look at the percentage of each rep’s time spent on actual sales and attainment. You could do this by: - Monitoring the actual time sales reps spend on the phone each day, week or month. - Using your CRM to track how many calls reps are able to get through in a set timeframe. **Why this metric matters**: When you provide sales reps with the means to spend more time selling, with fewer interruptions, they’ll have a greater sense of focus on their main goal of increasing revenue. ### **Content usage and customization** Following on from the point above, ensuring reps have easy access to content is an essential part of sales enablement. But - there’s no point creating great, easily-accessible content if it doesn’t actually get used. Looking at how often a sales rep opens, views or downloads a piece of content you’ve created is the obvious way to track its usage - the more views it gets, the more effective it’s being. If your reps are regularly using your battlecard, for example, odds are it’s doing a good job. If on the other hand, no one’s touched your competitor comparison chart, that’s maybe a sign that they either don’t know how to use it or it hasn’t helped them when they *have* used it. The former requires you to train reps on how to use that piece of content and why it’s useful, the latter however means you may need to consider redesigning that content. Many of the aforementioned CMS and sales enablement tools can help track data such as views, as well as allowing your reps to give your content a star rating (another way to measure its effectiveness). **As well as using these quantitative metrics, we’d also recommend pairing it with some hands-on qualitative research.** Ask your sales reps what makes those particular assets useful, which situations they use them in, what kind of responses they get from prospects when using them, and so on. **Why this metric matters**: Content is a powerful tool for helping frontline salespeople engage with customers - but only if it’s relevant and actually useful. Identifying what is and what isn’t working allows you to fine tune your content approach and maximize the return on the time spent creating it. ### **Sales confidence** A sales rep’s product knowledge alone isn’t enough to convince a prospective customer to buy your product. Prospective customers need to sense self-assurance, so reps have to be able to speak with conviction, sincerity, and confidence in your product/service. Measuring sales confidence isn’t difficult - simply survey your sales team and use the results to understand how prepared they feel when heading into a pitch. Your survey doesn’t have to be complex, but make sure you ask the **right questions**, like: - “How confident do you feel when pitching our product on a scale of 1-10?” - “How equipped do you feel to beat the competition on a scale of 1-10?” - “How would you rate the sale assets you have available to you on a scale of 1-10?” Just remember not to launch your survey near the end of quarter - if everyone’s busy chasing quotas your participation rate will be lower than ideal. **Why this metric matters**: Ultimately, your sales enablement strategy should equip reps with all the tools and support they need to feel self-assured and assertive when they pick up the phone, turn on their video or (when the opportunity allows) walk into a meeting. Confident reps *will* sell more, so this is a key area to address if your analysis highlights low sales confidence among the team. ### **Number of activities** This metric isn’t complex, but it can be a reliable indicator for future performance. Essentially, it’s about tracking the number of relevant sales activities a rep performs. This is anything that’s part of the sales process and *can* lead to a closed deal. Think: - Number of calls made - Number of emails sent - Number of meetings booked - Number of opportunities created These numbers can provide a lot of insights into your sales reps’ performance - and can be used in a predictive manner too. For example, if a rep is creating a higher than average number of opportunities with a very low average number of calls, you might want to investigate that as it’s likely not sustainable. Likewise, if you spot a rep who is booking a low number of meetings while *also* having a low number of calls made, you can take action. **Why this metric matters:** Sales is a numbers game, so it’s important to keep an eye on these activity metrics and use them alongside other data points to get a clearer view of your sales team’s performance over a period of time. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/02/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_-3.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) ### **Sales stage conversion rate** This can be a really important metric in determining *why* a sales rep or team is underperforming, as it shows you exactly at which stage of the sales process your team is hitting snags and losing potential deals. It’s a simple calculation but it does involve tracking multiple stages. Here’s our example for a four-part sales process: If you have 50 opportunities that make it to your first stage, and 25 of them progress to stage two, your **stage one to stage two conversion rate** is 50%. **(25/50)** Then, if eight of those 25 progress from stage two to three, your conversion rate for *that* part of the process is 32%. **(8/25)** Repeat this for each set of stages in your process and you’ll soon have a clear view of how deals progress amongst your reps. The amount of stages in a sales process, and the names of said stages will vary, so make sure to be **flexible** with the example and adjust it accordingly. **Why this metric matters:** This metric allows you to pinpoint where your sales team’s strengths and weaknesses lie. If, team-wide, the conversion rate from stage one to two is high, but it falters at moving deals from stage three to four, you know where to focus your training and coaching efforts. Additionally, if the majority of your team is great at moving deals from stage two to stage three except a couple of reps, you know where to focus potential personalized training for them - maybe even involving mentorship from reps who perform well at this part of the sales process. ## **Lagging indicators:** ### **Win/close rates** You can have hundreds of leads, dozens of opportunities, and sales forecasts with big numbers, but it ultimately comes down to how many deals are actually closed. You can measure your win/close rates in two ways: **The ratio of sales won** You calculate this by taking *the number of opportunities won* **divided by** *the number of opportunities you had the potential to win* (wins / total opportunities). Here’s a quick example: if out of 20 opportunities, you win five, then your win rate sits at 0.25%. **(20/5)** **The revenue achieved for each closed sale**. To calculate this value, you look at *the revenue estimate from all of your opportunities* **versus** *the actual revenue achieved once the deals closed*. Using the same values from the previous example, here’s how to work it out: If the 20 aforementioned opportunities totalled an estimated $500,000 dollars in revenue, and the five that closed brought in $75,000, then the win rate lands at 0.15%. **($75,000 / $500,000)** There's a big difference with the respective percentages, so make sure to be consistent with how you track your win/close rates. If you are tracking the ratio using both formulas, don’t get them mixed up! There are obviously a lot of factors that can affect win/close rates, and with it being a lagging indicator there’s nothing you can do to “fix” the number before it’s too late - the deal’s already been won (or lost). However, you can use the figures to estimate the overall effect your enablement has been having. Have win/close ratios improved in the quarter following your training revamp, for example? **Why this metric matters:** This lead-to-conversion measurement is important for sales enablement to keep an eye on as positive trends can indirectly indicate that your sales enablement efforts are having the desired impact. Don’t focus solely on this data point, but use it in combination with other metrics to get a clearer picture of your sales team’s performance. ### **Quota attainment** As this is another lagging indicator, most of the principles explained above still apply - quota attainment shouldn’t be your only indicator of success as you can only look at it after-the-fact. The measurement of this is a simple percentage - if you have 100 sales reps and 65 reached quota for the quarter, your team’s quota attainment percentage is 65%. For a more in-depth statistical view, you can note how many reps surpassed quota by less than 5% or more than 5%, as well as how many missed quota by 5%, 10%, or 15%. Putting the numbers into brackets like this can help you better understand how the previous quarter went. **Why this metric matters:** Once again, this metric is about providing a clearer picture. If you had a quota attainment rate of 65%, but most of those who missed quota missed by a small percentage, there’s probably less cause for concern than if reps are missing quota by larger amounts. Without tracking this statistic it’s hard to get that bigger picture perspective. [How can sales enablement improve your Go-to-Market strategy?Sales enablement is a relatively new function in B2B businesses, and it holds a lot of potential for your Go-to-Market strategy. Sales enablement is heavily associated with onboarding, but these multifaceted teams also support sales kick-offs, content creation and cross-functional collaboration.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/11/salesenablementgtm.jpg)](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) ### **Customer churn rate** This one is relevant to any enablement professionals who work on enabling their customer success (CS) teams, though alignment between sales and CS can have an influence on this metric. Churn rate is essentially attrition - at what rate are you losing customers? Every company does, but it goes without saying that you want to lose as few customers as possible. To calculate churn rate, divide the number of customers you have at the start of a period by the sum of your number of customers at the start and end of the period. Or more simply put: (**Customers at the start of a period of time - customers at the end of a period of time) / customers at the start of a period of time** If you had 1,000 customers at the beginning of Q1, and 800 at the end of it, your churn rate would be 20%. **Why this metric matters:** If you’re shedding customers at a high rate, you need to know. If you’re responsible for enabling the customer success team, a high churn rate is an indication that you may need to go back to the drawing board. ## **Sales velocity** In an effort to find the ultimate sales enablement metric, many practitioners across enablement have gravitated towards **sales velocity**. But what *is* sales velocity? Sales velocity is a slightly more complex calculation than the previous ones listed, as it combines your figures for opportunities, deal values, win rates, and sales cycle length. Put together, this measures the speed at which deals progress through the sales cycle and generate revenue. Increasing this speed is essentially sales enablement’s mission, so you can see why it’s beginning to see increased usage in the field. To calculate it, you need: - Your number of opportunities - Your average deal value - Your win/close rate as a percentage - Your average sales cycle length in months Multiply the first three numbers, and divide them by the fourth in order to get your sales velocity. Written mathematically: **(Opportunities x average deal value x win/close percentage) / average sales cycle length in months** This will equal a dollar value - the higher the value, the better. You're bringing in more revenue per day. As an overall metric, it’s useful to track a sales team’s ability to progress potential revenue through the sales cycle at pace - no one wants a slow or stagnant pipeline. There’s another way that sales enablement can use the sales velocity metric, however. As explained by [Christi Loucks](https://www.salesenablementcollective.com/a-no-bulls-guide-to-measuring-sales-enablement-impact/#the-sales-velocity-equation) at the Sales Enablement Festival, it allows you to see exactly where you need to focus your efforts. > A seller may have a high sales velocity score, but it might be due to one extreme metric. It's important to understand why their score is that high. - Christi Loucks It works as a predictor of future performance for that reason too. You can see if one extreme metric (which will potentially come down in future) is doing the heavy lifting for a rep’s sales velocity score. A well-balanced set of metrics is more likely to produce consistent results going forward, so keep an eye out for that. **Why this metric matters:** Sales velocity is a great way to track several key parts of a sales rep’s performance and be able to see the specific areas in which a rep is performing well and/or poorly. [What is a sales enablement maturity model?This surge in popularity and recognition has resulted in a wave of conversation about sales enablement maturity and how one should measure the stage at which their sales enablement function is at.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceDaniel O’Dowd![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/02/maturitymodel.jpg)](https://www.gotomarketalliance.com/what-is-a-sales-enablement-maturity-model/) ## **What to do with the insights** Data on its own is just numbers, but those numbers tell stories about your sales reps, your sales team, and your sales enablement initiatives. You need to feed the stories these metrics tell you back into your ongoing enablement plans and make appropriate adjustments based on the evidence you have - this is especially important with leading indicators as you can get ahead of issues before they become more problematic. If your data is showing that your new reps’ time to productivity is too long, it may be a signal that it’s time to revisit your onboarding program. Are certain reps not creating enough opportunities because they’re not making enough calls? You can intervene before it affects lagging indicators like quota attainment. Finally, data and what you do with it is important - but fostering a culture of support and transparency can have a huge impact on performance expectations. Make sure you are facilitating employee connections, reinforcing your culture, and pairing the new hires with mentors who they can approach for advice. When you combine thoughtful conversation with accurate data about their work, it shows sales reps that you care about helping them succeed, and that's the most rewarding part of the sales enablement role. ## [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/GTM_Academy_CTA_Banners_Generic_.jpg)](https://learn.gotomarketalliance.com/trainings) ### Make Go-to-Market inclusive with the SynergySix Flow Chains model URL: https://www.gotomarketalliance.com/make-go-to-market-inclusive-with-the-synergysix-flow-chains-model/ Last updated: 2023-05-30T17:30:39.000Z *Kevin Bailey has deep domain expertise in cybersecurity. He's worked at companies like Symantec, BAE systems, and IDC Research. Throughout all of these roles, he’s specialized in Go-to-Market strategies. He now runs Synergy Six Degrees, which is a consulting firm in Go-to-Market strategy.* *The case study he's going to be talking about in this article is called Clearswift, which specializes in data loss storage. He's going to walk us through some of the frameworks that he's seen to be successful, using Clearswift as a model.* --- Somebody asked me about what a good career for a product marketing person looks like. So to give you an idea of my background, I've previously run a product marketing team in EMEA for Symantec. I then ran global analytics intelligence for Symantec worldwide. I've been the Research Director for IDC on security software. I pulled together BAE Systems and applied 14 intelligence businesses into three business units. I've repositioned companies, and now I'm starting my own company. So you have an absolute wealth of opportunity. One thing I always say to marketeers is that you don't just do the coloring in section and the pink fluffy stuff. You do the stuff that says that you were in the field before a salesperson has even woken up in the morning. You're the pathfinders. You go out there and get black and blue and bruised testing stuff before a salesperson’s even got a chance to sell it. That’s how brands are made. I have a Master of Science degree in Marketing Strategy, and the reason I did an MSc and not an MA is because I know how to do it, but I want to know why I should be doing it. That's the thing you should always say to everyone: “why?” And the only way you do that is by being data-driven and factual about it. How do you combat salespeople when they push you back? You do it through fact, not emotion. They might say, “I don't want to go and sell this because I'm used to selling this way.” In response, you say, “Well, the company now wants you to sell this product. Open the door, go away, and don't come back until you’ve sold it.” Many people ask me why I called my company ‘Synergy Six Degrees.’ I don't have an alliance to Kevin Bacon, first of all. I did my MSc degree on social media and business, and I found that I could do six degrees of separation in 3.4. People talk about social not being the thing that it should be, but it is. It's a powerful way to get your message out and contact people. Get your network really close to you. Use everything that you've got. Do them a favor and they’ll do you two favors back. And that's how you build it. You'll see through the framework that I’ve built that it's all about doing things together. If you get isolated, then people will think of you as just the coloring in section. If people realize what you put into your job, then they'll realize the amount of time and effort it takes to do what you do as a contributing factor to the whole solution. So this is my framework and we’ll go through it bit by bit. By the way, I do have a website. You can go on there and download every single bit about what I'm going to talk about, and there are papers about each section. ![](https://lh3.googleusercontent.com/EvfX2aqKIvqjmMIBR1TBEEllVjqieSwEzuqakr2mpPzGmO0jTU0uCnKOk3Tl2Gpn__hDtdST0zGK16N3PhRnzGAb2YTMsB0i1Kys9m5jH3rJUBnP_UKVlhGGdfbuf4HImZEINLfBDzGbJIKY) Go-to-Market isn’t just a marketing exercise. It's everyone's exercise, and you'll see what I mean by this. When I started my business, I went to see a friend of mine, Keith Robinson, who’s the Chief Strategy Officer at Sage. I asked him, “Who owns Go-to-Market?” He said, “Product.” “Why?” “Well, they set the strategy.” No they don't. They just build the product. They might know what's needed in it. Then I asked somebody else, “Who owns Go-to-Market?” Their answer was sales. Now that's routes-to-market, not Go-to-Market, very different terminology. They all own their own pieces but you've got to understand that it all fits together. [Who’s in your cross-functional Go-to-Market team?Go-to-Market strategy is a cross-organizational function. From end-to-end, pretty much every single employee in your company will have an impact on your GTM. That’s a lot of people to get working together and speaking the same language.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/02/crossfunctionalteams.jpg)](https://www.gotomarketalliance.com/whos-in-your-cross-functional-go-to-market-team/) ## The Clearswift Argon product launch My job at Clearswift as the VP of Go-to-Market was to reposition the company as a data loss prevention provider. They were known as an email and web security company, and they wanted me to reposition them. And you'll see where in the KPIs I had certain things to hit. ![](https://lh3.googleusercontent.com/YRHzaAvKM9YvGfDrsSFR1dRmL4KiNLCAgKIeUMdKHkIg5mDzp27wWoa6aOJZcFgHAxkL9-nrabn-BKbPR0FpV4Zw9RKNX1rRrkXrD0wtwv9im8Gm0eO659qXOxsBujAK0kYQldkBuivSU6ZV) If you don't have a purpose, it's not worth it. It should be the way that the customer views you, not the way you think about it. So it's their benefit, not your benefit. Features should be simple to implement. Why? Because every other DLP product was hard. It should also deliver a unique technology for email security. It also eliminates the pain of a thing called ‘stop and block.’ If you go to send data out when you shouldn't, the system stops it from going out. Well, that's not good enough. You could redact it, and that's what they had. They could physically take that piece out, put it all back together, and send it out but without the content in there that they shouldn't have sent. Above is a small number of the KPIs. The project sheet for this was 468 lines. Everybody owned something in there, and everybody knew what was dependent upon them before somebody else could do anything. I work on a Pareto system where things are either green or red. They're either done or they're not done. 99% says it's not done and 100% goes green. And on the spreadsheet, when you put 100% in, there's a little column or cell next to it that's put a green smiley face up. It's amazing the number of people that complained first of all. They said, “ I’ve done 80% of it, that's good enough.” But I need 100% for somebody else to pick it up and then go and do their job. When they got 100%, they were the first to come to me saying, “Why didn't you change that to a smiley face?” It’s simple things like that. So we're going to go through and I'll show you how the framework fits with these. This is B2B. It's a software and hardware environment that it works with. ## Driving successful outcomes through Go-to-Market launch KPIs ### Ensure an inclusive launch First of all, Go-to-Market is inclusive, not exclusive. Below are the stakeholders. Everybody here is what I call specialist disciplines. Every one of these was involved in the first meeting and subsequent meetings. ![](https://lh6.googleusercontent.com/IPlhFJl4atrEvWCamjT2L-X5J3QsjbYf-u2-_CfayyYet3pPEBnmbkOgvyni_svJsXvcTly0lAU_B36zKifC74YmT89HURHscG5y8C2gAXNtj7yaqOIIVK9LwepDWsTjV1CGTnHqn7W3IINE) This company had about 150 employees, and the vast majority were based in the UK just outside Reading. I had everyone from these departments at that meeting, even HR and talent were there. ### Market relevance established Who goes to try and get rid of a product If there's no relevance for the product in the market? At the beginning of last year, I launched a blockchain company. It's still early, but it's relevant. You have to find out where it is. And the way you do that is you pick data flow. The data comes from internal and external resources. You take your own data first. Believe me, you’ll have a tonne of it, it’s just hidden away from you. Then you go to the likes of analyst companies, research companies, and secondary research, and you build it. Don’t cut back on this part because this underpins everything you do. ![](https://lh6.googleusercontent.com/kp8QDlaTC0R_HAfFwMDJNmBT7o9CpG4Q9_rdVppXUiYaBQgQjoQxp_-HLsgj4GHLNmmbK9bjkx1EtpXp66C7SJVquyQ7WMGkPSie8ycu02UA0p-jf0Rx2h4zNjQ72qiPJogJNiFBzbl2eg-P) The other thing that you want to take in and make sure you've done is the external forces. Emerging tech, what's going on in the market? Are you going to bring something to market that's going to be out of date by the time you’ve produced it? What's happening in the economy? At Symantec I used to do an economic flow chart that showed what was going on in the US and around the world, and how that then paired down to the local impact. Think about Brexit now. We'll laugh and joke about what's gone on and what hasn't, but it's a massive economic impact on the way people buy and sell at the moment. With trends, go and look at Gartner’s Magic Quadrant and their hype cycles. Look at the Forrester Wave, and IDC market scopes, they're all out there. What are influencers saying in the market? Because if you go in and say to somebody, ”I want to do this,” and they tell you we shouldn't be doing it yet because this company says that it's not going to happen, you've got to deal with that. Benchmarks. There are lots of available just on the net, you can go and get all this in there. And then governance. When I launched this product, I had to launch a different one in Germany than in the UK because of the different laws that were in before GDPR. Under German law, no individual is allowed to look at another person's data, so you had to make sure it was automated. So things like this play into it, and that scopes how you build the product. ### Agreed minimum viable product is functional on launch For instance, if somebody said, “I'm going to launch Spotify with these features,” and then came back two days before the launch and said, “I said four things. I've only actually given you two.” You go, “Okay, fine. When are the other two coming?” They're going to come in a month after, which you can deal with. But then they say, “Actually, I produced five.” But you don't know about the fifth one. You’re not prepared for it in the market. So you need to know what the features and functions in a minimum viable product are so you can plan everything for that. Your minimum viable product must fit with your company strategy and your purpose. If it goes outside that you can question it and say, “Why are we doing this?” In the same way with portfolios and product management, you have your salespeople so they know what's going to come down the line and what they're going to be selling. And obviously ourselves as well on marketing, because we've got to know what we're going to promote and campaign about. ### Product release dates People like to be prepared. Tell me when it's going to happen and then I can be prepared for it because I've got a tonne of other things to do. Tell me when the sprint dates are from the product management team so we know how the development of the product is going. They're not hidden, they're things you should understand. Tell me when you're going to release the product to marketing, not to the market. You get it first before it’s generally available because you have a gap that says, “Between this date and that date, I can get PR to start writing the press releases because I know what I've got and what it's going to do.” Those dates are in there. That's where these 468 lines come from. There are critical parts that say, “At these points, these things come in.” So everybody's working to it. Plus, if something's delayed, it all shifts down, so you know where it's going to and if you're going to overrun or not. [How to achieve better alignment between product marketing and salesAlignment isn’t going to be easy, and you won’t always get it right straight away, but the sooner you put measures in place to bring teams closer together, the sooner you’ll get there. And aligned teams are going to make for a much more successful business.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/01/productmarketingsalesalingment.jpg)](https://www.gotomarketalliance.com/how-to-achieve-better-alignment-between-product-marketing-and-sales/) ### Product architecture sourced The reason why this is down as being sourced is this was hardware and software. We had to make sure that the product management team knew the hardware it was going on was procured through the operations team and the finance team. What's the point of building software if it's got nothing to go on? It's just like running around in the ether. Software’s no good without something to sit on, and we needed to make sure it was in there. It’s a small but critical part. Who are we getting it from? Is it the right spec? Is it in place? You don't want somebody to say, “Right, the product’s ready, but I forgot to buy the thing it's going in.” All of these need to be put in place. ### Validation of vertical and segment markets Look at the people that are involved. HR’s involved, but why? Because if you're going to target a certain market, have you got the people in those countries to go and target? Do you need to recruit them? Have you got the right skill levels that need to be in there? This is what you can say to people as value add. “To sell this, I need this type of skill. I need to change the sales skills.” So we need to make sure that they're involved. ### The adoption curve framework I built something called the adoption curve framework. The line that says ‘categories’ is actually Gartner's hype cycle. ![](https://lh4.googleusercontent.com/r0MAxyTHrVF6rp49rbLAjGbsgw5t5JaxgACsHKOdoQUzlMaNzd27bpYtaM9iD_DYEQApqk_VykrlB5ftS0Gji7Kwi6xt2URD57u7htwsM9gKcjBPkpP7sdommlMWy70TCvqffUvz6-Sztc8I) You look at each of these areas, you look at countries at the bottom, and you look at each stage. You could launch a product and find you've missed the market. You could launch a product and find that actually your features are really good and everyone’s been waiting for them. This is the reality of it, and this is the one I built for this project. You can have up to seven different horizontal axes on this. Below are the early country adopters for technology. It’s amazing. The United Kingdom is second, even though it's one of the biggest saturated markets for tech. Iceland, Japan, and the United States are before us. ![](https://lh5.googleusercontent.com/BmRXB1a12L99XZd4TMLxv0u3TfH4wE2_EVHDQ6UTDRj7PO-sNGh_qYSHsHlPP4bfstne9_h17turVkQ20d8w09eJkjhpfE5k7F-R2mcGPv1E6zozutL_Kxh69N1yiLHkwoW4xrgvxR49kozz) Somebody at Symantec said to me, “I want to launch a mobile app and we're going to go and launch it in the UK.” I asked them why and they said, “Because it's a high-tech country that’s very well saturated.” Great, but we have fixed-line systems here. Why are they not launching it in Africa, or in the Middle East where they have no fixed line? It's all mobile, so they'll get a better adoption. They didn't think about that. People think cyclic in nature. “We’ve done it this way, so let's always do it,” rather than this thing called secular. If you think about secular, you've got an opportunity to grab a market before anybody else does. And if you don't grab it, it'll go. But this looks at vertical markets and which vertical industries are techies, visionaries, pragmatics, and conservatives. And this isn’t just vertical industries, it's about regulation that comes in as well. On the functional side, you as product marketeers and the product management team should be able to build that. If you don't, you're not doing your job. That's what people expect from you. What are the feature functions? Then you look at users, early adopters, early mass, and then sales. What’s their sales cycle? So you find out where you are in all of this. Find a line and come in. There's also an orange line going through the framework called Maloney's law. People inside the company hate seeing the same posters for longer than six months. They say, “Why hasn’t marketing changed them?” And the reason is Maloney's law says until you get 16% market share, don’t, because the world hasn't known about you yet. In the UK alone, there are 5.8 million organizations that are less than 50 million euros in business size. If you think about it, 99% of the business here in Europe is made up of that particular size of organization. The other less than 1% are the big enterprises. The enterprises make up 63% of the revenue, but the five or six million in the UK make up the smaller amount. So you've got to start looking at those and target correctly in what you do. ### Target outcomes and modeling Once you've got all your data together, you start modeling it to see what's going on. Proving hypotheses. A bit like artificial intelligence or machine learning, it's just a hypothesis. “I think by doing this, I'm going to get this.” There are lots of models that you can do, and what you're doing is trying to align it to the business you've got at the moment. Unless it's a whole new business unit, it's got to fit into what you have today. For revenue opportunities, If you're doing subscription revenue over perpetual license revenue, it’s got to fit into that as well. So start playing about with these. Somebody will say that total market opportunity is 5 billion. Please don’t get a thing called analysis paralysis and start saying, “Is it 5.1 or 5.2 billion?” It's a big number. What you do is work it down to your target geos and say, “That's what our market is, and if we penetrate this amount, this is how much it's worth to us.” That's what salespeople want to know, “What's my opportunity?” ### Sales assets and promotions Once you've started modeling everything you have there you can start building out sales assets and promotions. You know where you're going to target, you can implement it based on what you've got today, start putting it up on the system, and start the training in place as well. Everybody knows what you're working to, the timescales for the release to market. ### Pricing and commercial framework established For the last five or six jobs, I’ve owned pricing as well with the finance team, the sales team, and operations. Subscription, tier pricing, volume pricing, bring your own licenses, all of those things go into this. You're looking at, “What's my cost of goods? What's my profit? What's my margin? Where can I discount? How can I build channel revenue into that if I'm going to use two-tier or three-tier channel?” They'll want to know that. This is where you can literally boost it by saying, “I understand a lot of this,” and put it into place. ### External coverage You've got to start testing the market, i.e. going in and talking to your subject matter experts and the analysts out there because you want to get covered. One of my KPIs for this product was that I needed to get the company in the Gartner Magic Quadrant for data loss prevention. So I brought in an analyst relations person, and she worked with all of the Gartner, IDC, and Forrester people that I needed to be in front of and prove the value of the product to them. ### Market awareness established You're starting to get the coverage out there, and that includes all of the things around PR as well. You want to increase your noise; your share of voice is going out in the market. With your PR company, either do it yourself or get an external agency on a retainer and start boosting it out there. That's their value to you. You want to know where you sit with the competition. You want to start putting the frighteners under them. They'll start looking over their shoulder and wondering where you are, and you're building this together. Don't forget that this is portfolio marketing. Press and analysts will not talk to salespeople or marketing people, they talk to product strategy people. That's why you've got to have these guys literally linked in with you. For the blockchain company I launched last year, I got onto Gartner's Cool Vendor award, one of only three in the world. Why? Because I had the Head of Strategy literally attached at the hip to me, doing every call and convincing them that was there. ### Support triage You've got your market awareness established which is good. Then you've also got to make sure you've got support and triage. You own this as well, so you've got to make sure they've got the content, assets, and all of the support capabilities. If you're using channel, you've got to have dual branded activity going on. Now, all of this can come under you, but something really key is that you don't have to do it, you just need to make sure it's been done because that sits on your project list. So all of this needs to be in place to allow you to accelerate that. ### Post-launch review In the middle of the framework below where it says align, implement, and review, you're continually doing this. If you do anything through the Chartered Institute of Marketing, it's about closed-loop systems. Know when you're going wrong, rectify it, and start again. When you're getting even better than you thought you would, accelerate it. Those are the sorts of things you can put in place. ![](https://lh3.googleusercontent.com/BVyC3h27qqfmaNFFsJy1Bn_GU4VhJxZOGTB3JEpP59u4EnWsjBV4WIT2YWBneg5Sveajt5zi3vmWsvMxCJXtsp-OVkhDGE0WnnlmUip8K23w1XUhFB55HW6Ffgasdb7qo1UkZS4_Co7ikDCJ) You will screw up, I can tell you this now. It's reality. If you don't fail, you've not done it properly, because you should be pushing the envelope each time. Plenty of times I’ve fallen over myself, asked people to do things they shouldn't have, and I learned from it. But they will trust you. If you have all of these groups working with you, number one, there are no surprises. They know what's coming and they know where they're responsible. Salespeople know what the product is they’re selling, and product management knows what they should be building, not what they think they want to build. Product engineering like building funky stuff. And you say, “That's great, but there's no market for it.” Even the HR team, which people say is just for talent and PDPs. It's not. They're a key part of it, and they understand when everything's been put together. ## The results of the Argon launch Below are the results that we produced for Argon. That's the product that's out there and is part of the dashboard system. It worked with all the other main competitors. They didn't like that. You’ll also see the sales cycle that it worked through, and we built this both with direct teams and channel teams. ![](https://lh6.googleusercontent.com/aMHtw62PDE7bS5zMsAlEN8-GAIo9WM_I3byCQZOxvrRZDGiM8knW9oJZuiLpR5SmQxHmcGQAzu4T_2jvEd0BG2Wr5DO8PRdY2SECCGAjDnXcRNF53k7684wCSoMiFfe-0JbfxYAmW_1TCkoY) We also had one of our partners, Matt Helling, who's Head of Security Practice at Softcat in one of our press releases. There were product data sheets, videos, and I got in the Magic Quadrant. As far as I was concerned, I won. But the thing is, we did it as a team. And if anybody’s aiming to get in the Magic Quadrant, there's no such thing as a bad place in it. Pull up the flags, go out for a drink, and tell everybody you’re on it, it's great. ## ### What is customer churn analysis? URL: https://www.gotomarketalliance.com/what-is-customer-churn-analysis/ Last updated: 2024-04-19T12:24:33.000Z Establishing and maintaining a loyal customer base is essential to the success of any business. While the daily operation of an organization falls under the remit of multiple teams and not exclusively with product marketing, the PMMs play a significant role in enhancing customer satisfaction and boosting retention rates. The implementation of customer churn analysis plays an unequivocal role in preventing valuable customers from seeking a solution elsewhere and prolonging the relationship. In this article, we’ll cover many important topics around this concept. ## What is churn analysis? This is the process of calculating the rate at which customers leave a business, and is critical for saving your [customer retention rates](https://www.productmarketingalliance.com/what-it-means-to-have-a-high-customer-retention-rate/). This data can be used to identify why your customers are leaving, and to develop strategies to reactivate customers, or to reduce it altogether. Aggelos Mouzakitis, **CEO & Growth Product Manager at Growth Sandwich** joined us as a guest on the [**Product Marketing Insider**](https://www.productmarketingalliance.com/customer-retention-advice-with-aggelos-mouzakitis/) podcast about his experience and expertise with customer churn. Here’s what he had to say. ## What drives customer churn? “In my view, there’s only one driver of attrition rates. I know it might sound very theoretical but I wish people would deeply empathize with this one reason. “It’s a very, very nasty thing. And the one reason that causes it’s that expectations aren’t met the way that our users want them. Or, another way or solution meets their expectations more, or better. “As product marketers, we tend to focus a lot on fancy metrics, buzzwords and complicated concepts. But, at the end of the day, when a customer cancels his or her subscription, there’s only one reason: there’s an expectation that’s not being met.” ## How to spot signs of upcoming churn In an ideal world, your customers’ loyalty will remain intact, but customer attrition is part and parcel of working life - it’s impossible to please everyone. However, that doesn’t mean you can’t remain vigilant and keep your eyes open for potential signs that a customer could be set to leave. You also need to do your utmost to [understand your customer base](https://www.productmarketingalliance.com/win-against-competitors-by-knowing-your-customers/) and earmark [what influences their buying habits](https://www.productmarketingalliance.com/what-influences-customer-behavior/), as explained by Aggelos: “When it comes to the customer’s expectations, it might seem like an obvious thing to discuss. Expectations aren’t met, so people leave. But it's not always an obvious thing. “When customers knock on my door and tell me, ‘We have a retention problem’, what they don't realize is that churn, low marketing performance, or other fundamental problems, aren’t really the problems. They're the symptoms. It’s the reflection of the real problem. “When you see people canceling, this isn’t the actual problem. This is the way that the problem is actually reflected towards your numbers. So, you need to deeply understand why people do what they do, fix the thing that causes the problems, and then go back and check churn.” ## Customer churn signals These signals are indicators that your customer is going to leave your business. This could be seen through a drop in overall user activity, a decrease in feature or service subscriptions, or low customer satisfaction. ### Negative feedback “There are a couple of things that you can monitor in order to understand that there’ll be churn. “Negative feedback is a vanity metric. A customer that gives you negative feedback doesn't necessarily plan to leave. For example, Ryanair has been voted the worst airline in the last seven consecutive years but everybody's still using it. This highlights that negative feedback doesn't always correlate with customers leaving.” While Aggelos makes a valid point, it’s still good practice to develop a customer feedback strategy to address and resolve problems faced by customers that are on the cusp of leaving your business. Here’s a simple strategy that you can follow to [avoid customer attrition](https://www.productmarketingalliance.com/10-ways-to-prevent-high-customer-attrition-rate/): 1. Identify which customers would have the most effect on your business if they left. 2. Use [personalization tactics ](https://www.productmarketingalliance.com/how-to-use-personalization-tactics-in-your-product-marketing-strategy/)to reassure your customers that you care about their service to prevent them from leaving. 3. Ask your customers questions through surveys, polls, or interviews focusing on what issues they have with your product, what they would like changed, and what would persuade them to stay. 4. Listen to the complaint properly and acknowledge it as a serious problem for your product or service. 5. Where appropriate, change, refine, and improve your product based on this feedback. ### Customer support tickets Customer support tickets are a term used to describe the interaction between the customer and service representative. They are typically used to resolve problems with the service or product to improve the user experience. However, as Aggelos explained, customer support tickets shouldn’t necessarily be viewed as an indicator that your customers are preparing to seek pastures new: “Customer support tickets don't necessarily mean your customer is going to leave. But churning the activity definitely means that something’s wrong, and you need to do something. The reason I'm saying that is because it's quite easy for us to be swamped among all these metrics and numbers.” Develop a support ticket system that allows you to maintain a list of all common problems your customers may be experiencing with your service. You can then use this to implement a plan to improve the product and business. And, importantly, contact potential ex-customers about remaining a part of your company. You can create a system by using support ticketing tools to manage, organize and easily locate the conversations you have with your customers. Here are some of the most popular tools to use: - HubSpot Ticketing Software - HappyFox - AzureDesk - Zoho Helpdesk Ticketing System While Aggelos explains that both feedback and customer support tickets are helpful signs to identify and work on in order to avoid customer attrition, he argues that they aren’t the most effective. In the podcast, he goes into further detail regarding activity churn, how this is the most important sign that a customer may leave your company, and how to avoid this. ### Activity churn This is when a customer stops using a product but forgets to unsubscribe from the content. They couldn’t use the product for months and then notice that money’s still being taken from their account, so then they decide to unsubscribe. Aggelos goes on to explain things you can do to avoid customer attrition, especially in terms of activity churn. ### Monitor your product analytics “The time that the customer decided to leave can actually be spotted within our [product analytics](https://www.productmarketingalliance.com/the-only-types-of-analytics-youll-ever-need-as-a-product-marketer/) because this customer started declining activity, increasing tickets, and showing signals that something is going wrong. This is, in my opinion, the best thing that we can monitor to prevent this from happening. “When churn happens, a signal should be implemented that’ll reach out to our customer success team to proactively to see if something’s wrong, get the feedback, perhaps pass the feedback to the product team. This is one of the easiest and fastest things that we can do. > “And in my experience, prevention can actually save almost 30 to 40% of the churn that you actually have. So we have one first layer which is prevention that can work if you just monitor activity churn.” ## How to reactivate a churned customer “I'm going to share with you two things that you can do to [reactivate a churned customer](https://www.productmarketingalliance.com/how-to-reactivate-churned-users/). One’s quantitative, and the other’s qualitative. The reason I’ll pair the quantitative with the qualitative is that one goes hand in hand with the other, your qualitative data needs to validate and be validated by your quantitative data. “When it comes to customer attrition, these are the data that you get from your cancellation service. And then the qualitative part is the data that you get from your user interviews. “So, there are two things that you can do to collect the data that’ll help you improve the situation when it comes to churn, and even perhaps, re-engage some of these customers.” ### Have a good cancellation survey “The first thing that you can do is have a very good cancellation survey. “Of course, you might think this is obvious, but what's not obvious is how this needs to be done. Let me give you a very quick example of a cancellation survey that I was working on with a client, that seems to be right, but in reality, was wrong: “We were asking customers: ‘what’s the solution that they’re going to switch after us?’ And we’d give them a couple of options. We’d give them this tool, another tool, some other tools, and they’d pick. After 5000 cancellations, we had some data of where our customers were going. “The problem is we already knew where our customers were going. We knew our biggest competitors. What we didn't know is what each of these competitors represented in the mind of our customers who have left every time. “That was the critical thing, the reason behind the switch. That's a little small tip on how you need to build a ‘job to be done’ driven cancellation survey to actually give you an insight. Now, first thing, as I said, we have a cancellation experience. Part of that definitely needs to be a cancellation survey.” ### Carry out user interviews “After the cancellation survey, though, we need to recruit a sample of these people for user interviews. Now, there’s a specific process that you need to follow for that. “First, let's agree on something - you need to pay for it. It's not free. These people aren’t happy with you. They just decided to stop giving you their money so you need to give them something and that something is money. I definitely promote giving them money, not kind gestures, it’ll slow you down, just give them money, do your interviews, and move forward. “In my opinion, the best incentive that you can give is Amazon vouchers because it's easy. You don't have geographic barriers, you don't have any other costs, you just put the money into Amazon and give a gift card- and everybody has Amazon. So, you recruit these people for interviews, you do a very good interview, you ask the right things. “But most importantly, you are trying to understand: - What are the expectations that aren’t met? - What were they planning to do with your solution? - What was the outcome that they were expecting to have? - What were the expectations that weren’t met? - What dissatisfied them? - What are they going to switch to now? And why? “All of these questions that we're discussing at the moment need to be paired with ‘why’. The interviews will give you the depth of understanding and the analysis and the cancellation surveys will give you scale. You need both. “These are the two tactics that I can share with you as a product researcher, I'm sure there are more. But I'm speaking from the perspective of the researcher.” ## How to apply customer churn strategies to your own business Within product marketing, it’s critical to develop [strategies](https://www.productmarketingalliance.com/simple-strategies-for-reducing-customer-churn/) that’ll help to improve customer retention. Aggelos delves deeper into some strategies you can use to do this: “This is actually a very interesting story, one of the most exciting cases that I’ve worked on in my career. It's a video conferencing solution, one of the very popular ones but not the most popular one that everybody can imagine at the moment, as we speak. “The solution that I worked with (which I obviously cannot name) is advocating for simplicity. That's their differentiation point. During the pandemic, they asked me for help because their attrition rate was high. “But it’s important to mention that, first, it was the pandemic, everybody was in lockdown. And it wasn't only their churn that was high but it was also their growth rate. It seemed like lots of people were coming in and lots of people were coming out. We had to figure out: what is causing this phenomenon?” ### Implement customer research “I started working with this team and I realized by doing interviews and by tweaking their cancellation survey, and by tweaking their whole cancellation experience, that their churn was plasmatic. It seemed that a lot of people were leaving but the people that were leaving weren’t the people that we wanted in. “In fact, it was the exact opposite. We had a lot of plasmatic growth, lots of people were coming in because they were looking for a solution. But, they weren’t happy with a solution because they didn't have the right expectations, and they were leaving. “Some of them were looking for a simple solution to start familiarising themselves and when they were sophisticated enough, they were leaving. Some other people thought that they’ll find a very good solution, an easy solution but then they realized that the biggest video conferencing tool at the moment was widely accepted by all parties. “So when it comes to external calls with senior people or with clients, it's actually better to use a solution that everybody accepts as the dominant. So we had a lot of users that were coming with superficial incentives to use the solution or with the wrong incentives to use the solution.” ### Improve and refine your research results “So here's the exciting part. The problem was actually a product positioning problem. As soon as the company started tweaking and making their positioning more specific, more surgically accurate towards what they are, who they want to be, and how they want to differentiate themselves within the market, the churn rates started declining. “That's the beauty of research. And that's what I meant at the beginning when I told you that churn at the end of the day is the expectations not being met. I know it sounded kinda obvious but it’s actually a symptom of a bigger problem. It means that we’re driving people in, and then they don't find what they want, and they leave. Is the problem always our product? “It might be the expectations that we create, it might be the promises that we give through our ads, through our positioning, it might be the value and the way that we are delivering it through our features. In the long term, it might be a lot of things, it might be the timing.” ### Drive in the right target audience “Some users might use us for a little bit, just because they want to do something and then they just switch us off. It’s our responsibility to drive the right people that have the right expectations so that we don’t give an extra reason to people to leave after a few months. “This case was actually one of the most interesting ones because we figured out as well that the customers that wanted to have external calls with clients and important people wouldn't use us. “They’d use other solutions that were more stable, performance-wise, but also more accepted as I said. Our solution, being the simplest one, was widely used by teams to have internal calls. We also discovered some very cool use cases such as pair coding which gave us new ideal customer profiles to focus on.” ### Improve your competitive intelligence research “The most important thing, we realized, was that the biggest competitor was the most vulnerable one. Before the [competitive intelligence research](https://www.productmarketingalliance.com/steps-to-successful-competitive-intelligence/), we thought that it was the one for us to fear, but it was exactly the opposite, it was the most vulnerable one, everybody was complaining. “So that incentivized the most expensive and biggest evidence-driven marketing campaign for that tool, attacking- almost directly- its biggest competitor. Research has really helped the company to increase retention by creating the right expectations and trying to drive the right people. “Finally, research helped this team question itself, ‘Where’s it going in the future? What’s their future in the next five years? What do they want to be? Do they want to be a mass solution that goes head to head with the biggest ones? Or do they want to be a differentiated solution?’. “These are very strategic questions that if a founder or a founding team don’t answer, they might die. If we decide that we’re a must solution, we need to build more. If we’re a differentiated solution, we need to build differently. So it might sound, again, like a big question, but it comes down to who we are, what we build, what we say about ourselves, and what expectations we should create. “It's all about go-to-market. So see, we started this conversation about churn, why did they have it and how did I help them reduce it? It wasn’t churn, that was just a symptom.” ## How to improve customer retention “If you really want to [boost customer retention](https://www.productmarketingalliance.com/how-to-retain-more-customers/), in my view, you need to have waves of customer churn deflection and customer saving. The waves need to go from the simplest and most automatic to the hardest and most manual.” ### Activity churn signals A decrease in user activity is one of the largest telltale signs that a customer will churn. But, once they notice account activity (i.e. money coming out of their account) it could go one of two ways. A) They’ll remember your product exists and continue using it or B) They’ll realize they forgot to unsubscribe from your content and do it as soon as you remind them. So, “you need to set signals whenever something happens so that your customer success will actually proactively do stuff. That’ll save some amount of churn”. ### Deflection and offers Introduce deflection and offers into your customer retention model in order to save the relationship. For example, discounts to new features and services can deflect from something a customer might find dissatisfying about your product, and make them feel like they are getting a very good deal for your product and continue using it. Aggelos agrees, explaining, “You need to have a very nice cancellation experience that tries to deflect another part of the churn, deflecting it by giving offers, by reminding our value, by making users remember why they loved us in the first place.” ### Surveys Using surveys is a good tactic for identifying where you can improve your product or service for current and future customers. This could easily improve customer satisfaction and retention because you’re then getting ahead of any other similar complaints from other people. “If we haven't managed to save them so far, we need to ask them why? Based on this feedback, we can go back and improve ourselves.” ### Interviews This is similar to using surveys as a customer retention method because you’re then using current customer feedback to improve future user experience and make the overall product experience a lot better. But interviews also have the added advantage of personally communicating with the customer who is threatening to leave. You can then use this opportunity to persuade them to stay, perhaps with deflection or offers to show them you are actively trying to improve their customer experience. “We need to go in-depth towards our problem, and do some interviews and inform our product roadmap with the insight that these interviews have given us. But if we want to go to a very high level on what product marketers need to do, I'm a researcher, so I cannot advocate for something else.” “Do your research, eat your veggies, understand your users, deeply empathize with their problems. “And one last thing, don't ask them what you have to build, just focus on what their problems are. You are the people that’ll decide what needs to be built, you and the product managers. “Users aren’t the right people to tell us what we need to build. They’re great at telling us what their problems are. So we need to hear them. We need to speak with them, and dedicate at least X amount of time per week to do that job, to do research.” ### The structure of sales training has evolved - how is enablement adapting? URL: https://www.gotomarketalliance.com/the-structure-of-sales-training-has-evolved-how-is-enablement-adapting/ Last updated: 2024-01-24T17:26:14.000Z A lot's changed for sales enablers: we moved to a world of virtual sales training, which is now evolving into hybrid learning. This means we’re seeing traditional training and sales kickoffs being remodeled into shorter, bite-sized sessions with more frequent breaks to maintain attention spans and mitigate ‘Zoom exhaustion’. We spoke to some top sales enablement practitioners to get a view of how they’ve adapted and asked them to share their sales training and coaching strategies for remote employees. ## Shaking off attention fatigue **Steve Reid**, Founder & Principal Consultant at Venatas, and former Head of Sales Enablement, Kazoo, explains his approach: > “We’ve been breaking it up into smaller bite-sized chunks, with fewer learning objectives. Making the learning modules shorter so people can take a break, and trying to make them as interactive as we possibly can. Because naturally, those things would happen in a classroom setting. Now \[reps\] feel obligated to be sitting in front of their camera and sort of locked into their seat the entire time that the learning is going on. I think we’ve had to be very cognizant about the way we deliver training, using the technology that we have, but really being aware of attention fatigue.” ## Challenges in adapting sales training “There certainly have been times where it’s been a bit apparent that what I’ve prepared isn’t effective in the moment,” says Steve. “So I’ve had to pivot to really engage with the audience, and what they’re feeling so that we can engage in a deeper conversation, and just getting a conversation started in a training environment that’s online, it’s really hard. “We’re still working on how to engage the audience more, and how to be less tied to a visual on a screen and actually reach out and engage the people on the other side... getting people to talk is harder to do in a virtual environment than it is in a classroom setting where everybody can feed off the energy of other people. **Thomas Cheriyan**, Director of Sales Enablement, OwnBackup, was also required to pare back L&D content and modify sales coaching exercises. This meant, rather than roleplays carried out in f2f bootcamps, both new and experienced reps were required to record themselves on video delivering the OwnBackup elevator pitch, then submit them for feedback. ## Technology has added an extra dimension to sales training and coaching Thomas says: “We had to make bootcamps 100% virtual, 100% Zoom-based, even for those that are based out or hired out of the New Jersey headquarters, because a lot of people don’t feel comfortable to come to the office. I’ve cut bootcamp in half; so, instead of it being a 9am to 5pm initiative, it’s 9am to 1pm. So that means for the most part, people from California to people in Tel Aviv can join with minimal disruption to their personal life with the time zone differences. “So clearly, by doing that, I had to kick out content from boot camp. That means I’m explicitly not delivering training for those hours that I would have done sales training. What we did was implement a new learning management system called Brainshark - I’m name dropping Brainshark, in particular, because I think their platform is more relevant to our time now compared to any other platform. > "How we take engagement and learning and development to the next level is through the coaching activities feature in Brainshark. "So I’ve created a sales coaching activity on, say the elevator pitch for OwnBackup, and what new hires and experienced hires have to do is record themselves using video and audio saying the elevator pitch, then either myself or their hiring manager grades them and gives them constructive and critical feedback. “This improves their ability to handle specific objections and other key aspects, where you demonstrate the knowledge not by taking a Knowledge Exam or by completing the course, but by being able to record yourself and roleplay.” ## Bad remote sales training can be a disaster Getting remote training wrong can be counterproductive, a point emphasized by **John Moore**, Vice President of Revenue Enablement and Value Creator at Bigtincan: “If you do remote training poorly, it’s a horrible exercise. I mean, if you give people three hours of sales training to sit there in front of their computer, they’re going to be falling asleep, or they’re going to be on their phone, and it’s going to be a mess. > “Steve Jobs was a master at understanding how people learned and lost attention span. Yes. And basically, what it led them to do is every eight minutes, every eight minutes, there was a change of cadence or focus, just to get people’s attention renewed. And you need to apply these same lessons to your training materials. “If I’m training you on a new objection handling technique, for example, the information I’m giving you shouldn’t take longer than eight minutes. If I’m making you watch a video, two to three minutes in length is great. And then maybe I follow it up with a deck that’s a page long or two pages of a PDF or a PowerPoint that you use to reinforce and then maybe it’s another video. It’s about changing the type of information.” ## Reinforcement is key to retention What steps has John taken to keep reps engaged? “You need to have repetitive reinforcement built into your training every week, you know, over the course of the next month or two to reinforce it. And you also need to understand that in a day, in a world that we live in now, with Google being the norm, people are comfortable searching for what they don’t know. So you also need to make sure people understand where to look, they need to know how to find it. “You could do a morning email to validate a piece of information - a one or two sentence reminder of a point. It could be that you click on a link and answer a simple quiz question.” **Adriana Romero**, Director of Enablement Solutions at LevelJump.io, and former GTM Enablement Manager at Clearbanc, says: > “We decided to have a lot more touchpoints with people in terms of ‘end of day sayings’ and making sure we had constant communication with the team via Slack. "We also created Q&A sessions and workshops where we could bring people into a Zoom meeting, and at least we were working together in some way, and seeing everybody’s faces. “We had a few signature trainings in the company that I couldn’t break down into chunks because they needed to be kept in a certain way. But I chunked out how we were doing it, the amount of breaks, and even the format of delivery. We said ‘let’s get people to do it more like a workshop style and then to collaborate’. That was a big, big change for those trainings. “So we did some sessions where we had breakout rooms, sessions where we had small enough groups that we could do the workshop portion all together, and there were sessions where we delivered the training via the LMS and just came back together for Q&A.” ## Teach-back sessions reinforce skills A particularly successful tactic at Clearbanc was asking reps to explain what they had learned in their own words: > “The thing that really worked for us in this virtual training environment, it was doing teach-back sessions. So, if I wanted to do a reiteration or make sure that people had a full understanding of a topic or specific training, I would tell them: ‘you’re going to teach me’. I gave them the use case, the questions, and a timeframe for them to come back to me. “This wasn’t something we were really doing before, because we had the ability to do different things when we were in person. We could have done it, but it was a method the team came to appreciate more in this setting." ### 10 top tips for running virtual sales kick-offs URL: https://www.gotomarketalliance.com/10-top-tips-for-running-virtual-sales-kick-offs/ Last updated: 2024-01-24T17:25:41.000Z Wondering how to run or improve your virtual sales kickoff? It’s likely that your most recent SKOs look different compared to the SKOs of prior years. As with most aspects of remote work, taking what was historically a face-to-face event and repurposing it for a fully virtual environment can feel like quite the challenge. Looking back on our previous virtual SKO events, I’ve pulled together a list to highlight what’s worked for our team and the invaluable lessons we’ve taken away. If you’re about to run your own virtual SKO, you can choose what works for you. **Our starting point as a team is intent**. Preparing each event with a clear list of both knowledge and action objectives for our teams and team leadership. ## 1\. Structure SKO over half-days Without constraints of travel and lodging, we spread the SKO over 3 afternoons so that customer engagements can still run on the other half of the days. It helps fight zoom fatigue and means teams are engaged *without the worry* of a growing work back-log. Benefit: Actively engaged teams and no work back-log ## 2\. Rally everyone around one common idea, with clear goals in mind Be intentional about the event. Chances are you will not be able to fit in everything you or your sales leaders would like to. To help, have a clear list of both knowledge and action objectives that you want your event attendees to leave with, in order of importance. You can then prioritize the sessions and assess what the best audience and format would be for each. Pick a common theme that is reflective of your yearly/quarterly objectives. It makes it easier for the team to focus on, provides relevance and excitement, and helps focus everyone’s thinking during tactical sessions. This is also a great opportunity to provide a cohesive message to refer back throughout the year. Benefit: Create cohesion to drive the execution of your yearly strategy. ## 3\. Prep all your speakers Run structured prep sessions with all your internal and external speakers so that their message resonates with the audience and the audience relates to their message. This is also an opportunity to iron out any virtual technology issues beforehand. **Benefit**: Content that is relevant, immediately applicable and that can be expanded upon throughout the year. Also gives you the ability to build threads in between speakers and link content around your common theme. ## 4\. Ensure everyone is represented Ensure the sessions are relevant to your audience to drive and maintain engagement. Keep the high-level for your main sessions and create smaller group sessions that are laser-focused on specific teams, segments, roles, missions etc. with clear objectives and action plans as an outcome. **Benefit**: Increases engagement, retention and contextualizes the information for your team members ## 5\. Mix it up! Presentations, fireside chats, energisers, panel discussions, stretches, tactical group workshops, presentations, polls, chat activities and games: there are loads of options that you can either do yourself or outsource. I often call upon consultants and thought leaders to support our events, whilst we develop more specific content ourselves. **Benefit:** Increase retention, drive engagement and create memorable moments ## 6\. Over-communicate before, during and after *Know Before You Go* \- 10 min calls or asynchronous videos are shared ahead of the event to rally the teams, lay the logistics and expectations & build momentum ahead of time. This ensures everyone has the right information and is ready to get going during the event. Create an SKO Slack channel and release pieces of information every day (e.g. speaker’s bio, stats, puzzles or instructions for example). Quickly edit and publish the recordings of each session in your content management or learning management systems so that it is front of mind for those who missed sessions. For follow-up actions (follow-up sessions, action plans, collaterals etc.), schedule deep-dive follow-up sessions on some of the content to keep it fresh and build-up skills/knowledge. Share the team input from the tactical session and how it will be implemented to support everyone **Benefit:** Drive engagement, readiness and accountability on follow-up. ## 7\. Virtual is Global One of the perks of virtual SKOs is that you have access to speakers from all around the world, as well as people you may not have been able to bring to a face-to-face conference. Another perk is that everyone in the team can easily ask questions via the chat and you can get through far more questions. **Benefit:** Get awesome speakers! Drive engagement, and readiness as well as ensure that every voice is being heard. ## 8\. Remember the fun! Include mini-games throughout, make them 5 to 90 minutes depending on time and the size of the team. Mini Jeopardy, role-plays, Who Wants to be a Millionaire, word bingo, and more. You can also invest in online escape games, murder mysteries, etc. It’s a great opportunity to create healthy competition and recognise people who did great work! Think of your award ceremony and how you can best recognise people in your team. **Benefit:** Drives engagement, sets good examples of what good looks like, increases motivation to do well, team bonding, collective memories ## 9\. Onboarding Use the best of your SKO content as part of your new hire onboarding to ensure everyone is aligned on strategic goals, understands the role they play in it and can relate to follow-up actions. **Benefit**: Align early to strategic goals, increase ramp-up and bridge the strategy-execution understanding ## 10\. Measure engagement, gather feedback Measure engagement and gather feedback to either improve the following day, or for future events. The information you gather from your teams will help you plan follow-up activities and build better kickoff and team events in the future. **Benefit**: Drives sustainability of SKO content and drives improvement on follow-up actions and future events. --- ### What is a sales enablement maturity model? URL: https://www.gotomarketalliance.com/what-is-a-sales-enablement-maturity-model/ Last updated: 2023-02-07T17:29:53.000Z Sales enablement is undeniably a fast-growing discipline. A decade ago, if you had mentioned sales enablement, most people would have given you a puzzled look. Now? It’s a need-to-have in ambitious organizations wanting to drive their sales teams to greater success. Our [Sales Enablement Landscape Report 2022](https://www.salesenablementcollective.com/the-sales-enablement-landscape-report-2022/) found that 60.9% of our respondents’ enablement teams were established less than three years ago. That surge in popularity and recognition has resulted in a wave of conversation about sales enablement maturity and how one should measure the stage at which their sales enablement function is at. The issue with that is that sales enablement can vary greatly in roles and responsibilities across different sales organizations. Across the web, you’ll find maturity models with four stages, five stages, and even six stages – and often the stages will be named slightly differently. In this article, we’re going to look at: - [What is a sales enablement maturity model?](https://www.gotomarketalliance.com/p/947cb124-ad62-4e0f-839a-70d940bc849f/#what-is-a-sales-enablement-maturity-model) - [Why a maturity model can help your sales enablement team.](https://www.gotomarketalliance.com/p/947cb124-ad62-4e0f-839a-70d940bc849f/#how-can-a-maturity-model-can-help-your-sales-enablement-team) - [The maturity stages.](https://www.gotomarketalliance.com/p/947cb124-ad62-4e0f-839a-70d940bc849f/#sales-enablement-maturity-stages) - [Cheat sheet.](https://www.gotomarketalliance.com/p/947cb124-ad62-4e0f-839a-70d940bc849f/#cheat-sheet) While no model is perfect – everyone has differing views and opinions on enablement’s maturity – this article broadly outlines the key stages and what separates them from each other. Let’s examine it in more detail. 👇 ## **What is a sales enablement maturity model?** As we stated earlier, different sales organizations will be at various stages of their sales enablement journey. An enablement function that’s been around for more than 7 years (9.5% of our aforementioned [report’s](https://www.salesenablementcollective.com/the-sales-enablement-landscape-report-2022/) respondents) is much more likely to be an established, strategic part of the organization than a brand-new, one-person team. ![The graph shows how long the report's respondents' organizations have had an enablement function. Less than a year: 26.1% 1-2 years: 34.8% 3-4 years: 22.6% 5-6 years: 7% 7-8 years: 5.2% 8+ years: 4.3%](https://lh3.googleusercontent.com/LejgK_Z-VkHFnfoAAPjI4C9k_cibnXsOVUkTIS17RjTj-HOhRGXpQ7_pa9Hp_wPKp1Hvxzy-8f32M0QWuJBRMXhnbC52QoLbTZqsB7Y4s6gWskCh5KfnPk4H9vRftFmOS3yiyoJd9mHqtOvodfjcms-8dlZ4SDJdOG9gtFxvSfgZgJSjdDrntTQnOw "A graph from SEC's Sales Enablement Landscape Report 2022") **This graph shows how long the report's respondents' organizations have had an enablement function.** A maturity model or framework gives you the opportunity to look at your sales enablement team in the big picture. It outlines what sales enablement looks like at each stage of maturity, and how it interacts with the rest of the business as it matures. [How can sales enablement improve your Go-to-Market strategy?Sales enablement is a relatively new function in B2B businesses, and it holds a lot of potential for your Go-to-Market strategy. Sales enablement is heavily associated with onboarding, but these multifaceted teams also support sales kick-offs, content creation and cross-functional collaboration.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/11/salesenablementgtm.jpg)](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) ### **How can a maturity model can help your sales enablement team?** What makes a maturity model useful is that you can use it to plot where you are on your enablement journey, and use it to guide a long-term vision for your team. As your enablement team matures, your interactions with marketing, sales, sales operations, and senior leaders in your organization will change and evolve. Having a maturity model helps you evolve in the right direction. The ultimate goal for a sales enablement team is usually to become a strategic function in the organization, moving from ad-hoc fire-fighting or tactical pieces of training to creating data-driven, strategic initiatives to back up business objectives. This can’t happen overnight, so it’s important to have a maturity model or framework to help you track your progress and set goals. --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/02/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_-1.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) --- ## **Sales enablement maturity stages** Now, we’ll look into the stages – remembering that the names and definitions aren’t set in stone and can vary depending on who you ask. ### **Stage 1: Ad-hoc/undefined** ![Ad-hoc / undefined sales enablement maturity stage](https://www.salesenablementcollective.com/content/images/2022/09/SEC-Infographic_Table_2.jpg) Often, you’ll see ad-hoc and undefined maturity stages listed separately, as stage one and two. For this model, we’ll combine them as they’re quite similar. At this early stage of maturity, often seen in high-growth startups, enablement doesn’t have truly defined roles or responsibilities and often won’t have its own dedicated team. The goal is to try and support the sales team but the structures aren't in place to do that effectively. Training is done on a case-by-case basis, with little proactive effort – not necessarily out of neglect, but because the time and resources aren’t there to implement solid enablement processes. Cross-functional collaboration is critical to successful enablement but, at this stage of maturity, there’s no clear path to working with marketing, sales ops, and other stakeholders. Regarding the tech stack, there isn’t much in place at this point. A customer relationship management system (CRM) might be in place, but it’s not properly aligned to the organization’s sales process or to maximize reps’ sales performance. ### **Stage 2: Tactical/reactive** ![Tactical / reactive sales enablement maturity stage](https://www.salesenablementcollective.com/content/images/2022/09/SEC-Infographic_Table_3.jpg) At this stage, we start to see a better-supported sales team, but there’s still a lot of room to grow. Sales leaders and the organization as a whole should have a somewhat decent understanding of what enablement is and what it brings to the table. There will more than likely be a dedicated enablement team, even if it only consists of one person. Training might have some structure, such as being periodic, but it’s not supported by data or individualized to sellers’ strengths and weaknesses. Sales content and collateral exists, but is probably disorganized and accessing it is not as efficient as it should be – meaning less time spent selling. Onboarding processes are formally set up, but again, are lacking efficiency. The tech stack will start to come together at this point, with the CRM having a good level of attainment among reps. A basic level of metrics-tracking will take place too; however, it’s likely with an aim of proving the value of enablement more than truly understanding rep issues. --- [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/02/GTM_Academy_CTA_Banners_Generic_2.jpg)](https://learn.gotomarketalliance.com/trainings) --- ### **Stage 3: Progressive/integrated** ![Progressive / integrated sales enablement maturity stage](https://www.salesenablementcollective.com/content/images/2022/09/SEC-Infographic_Table_4.jpg) This stage is when we see sales enablement really come into its own. When enablement reaches a progressive stage, it starts truly driving reps towards their sales objectives and making a claim for a seat at the table with the organization’s leaders. Collaboration with other functions, such as marketing and product marketing, should be happening (on the creation of up-to-date content, for example) and siloes should be limited – with other departments understanding of enablement’s value and willing to support. ****Enablement is a partner to these departments.** Training starts to look beyond just reactive and routine pieces, and pilot initiatives should be explored and backed by data. Repetitive processes like onboarding and SKOs should be continuously iterated upon and improved based on data and feedback in order to drive improved sales performance. When it comes to tech stack, the CRM should be integrated with your sales methodology, and the stack can start to expand into content management systems (CMS), learning management systems (LMS), conversational intelligence (CI) tools, and more. Processes, automations, and integrations should be clear to team members. ### **Stage 4: Strategic/mature** ![Strategic / mature sales enablement maturity stage](https://www.salesenablementcollective.com/content/images/2022/09/SEC-Infographic_Table_5.jpg) This fourth and final stage of maturity is the ideal state for an enablement team to be in. Sales enablement is an established and trusted consultant to the organization that acts in a strategic manner in order to align with the business’s objectives in the long-term. Sales enablement not only has a seat at the table, but is a major player – in some cases directly reporting to the C-Suite (to a Chief Revenue Officer, for example). Beyond just being considered a partner to other functions, sales enablement is seen as a critical driver of business success and revenue growth. Onboarding and continuous development are seamlessly linked, with data-driven insights allowing for specialized group and individual coaching. Content is organized and easily accessible in order to increase rep selling time. All of this is tied into a proactive, long-term sales enablement strategy. The tech stack should be fully integrated, with a CRM at the heart of it and data reporting available from a single source of truth. Other sales enablement tools such as CMS, LMS, CI, and artificial intelligence and automation tools should all be focused on maximizing rep selling time and ensuring the sales team is in the ideal position to sell and develop their selling skills. ## **Cheat sheet** Here, you’ll find a quick visual guide with the key points to remember when it comes to sales enablement maturity stages. ![Grid showing the various stages of sales enablement maturity and how the function looks at each stage.](https://www.salesenablementcollective.com/content/images/2022/09/SEC-Infographic_Table_1.jpg) ## **Summary** Wrapping up, we can see that a sales enablement maturity model is useful as it allows you to track your team’s sales enablement journey – and the progress you’ve made in growing, maturing, and developing. From stage one, where your enablement is very ad-hoc and might not even have a dedicated team, to stage four (or five, depending on who you ask!), a mature, strategic enablement team that has a seat at the table and is a major player in your organization. ## **The State of Go-to-Market Survey** Do you want to be part of the future of Go-to-Market strategy? Help us lift the lid on what 2023's Go-to-Market trends will be by filling out the State of Go-to-Market Survey. We'll be asking: 👑 How Go-to-Market leadership is changing. 💵 What a successful GTM budget looks like. 🧗‍♂️ The biggest challenges for GTM professionals. With your insights, we can deliver a report that enables Go-to-Market teams across the globe to get the buy-in and resources they need. [Take the survey now](https://www.gotomarketalliance.com/the-state-of-go-to-market-survey/) ### How to improve your Go-to-Market strategy with pre-launch metrics URL: https://www.gotomarketalliance.com/the-only-guide-youll-ever-need-for-pre-launch-metrics/ Last updated: 2024-04-19T12:25:04.000Z There’s a lot to keep on top of with Go-to-Market and it can be hard to know where to start. How do you make sure you’re on track for your deadlines? How can you ensure success for your launch? How do you course correct if a tactic isn’t working out? You don’t want to leave things up to chance. And the good news is, you don’t have to. Pre-launch metrics allow you to know where you are, what you’ve achieved and where you’re going next. Pre-launch metrics will predominantly be internal because you’re using them to make sure your teams are set up and ready to go live with a product. You want to make sure that you’re as prepared as possible before you launch to mitigate scrambling and reactive strategies later down the line. Take control of your Go-to-Market strategy by paying attention to these pre-launch metrics: - [A/B testing.](https://www.gotomarketalliance.com/p/1638ebc4-cc8e-4338-acdd-5a004d5eb9b3/#ab-testing) - [Click-through rate.](https://www.gotomarketalliance.com/p/1638ebc4-cc8e-4338-acdd-5a004d5eb9b3/#click-through-rate) - [Pre-launch sign-ups.](https://www.gotomarketalliance.com/p/1638ebc4-cc8e-4338-acdd-5a004d5eb9b3/#pre-launch-sign-ups) - [Content adoption.](https://www.gotomarketalliance.com/p/1638ebc4-cc8e-4338-acdd-5a004d5eb9b3/#content-adoption) - [Onboarding.](https://www.gotomarketalliance.com/p/1638ebc4-cc8e-4338-acdd-5a004d5eb9b3/#onboarding) ## A/B testing A/B testing enables you to refine your launch assets like positioning, marketing, messaging, etc. A/B testing is a bit of an anomaly amongst the other metrics we’re looking at here, as it’s an ongoing process throughout your Go-to-Market strategy. But, you don’t want to wait until after a launch to find out if your messaging is resonating. You can internally test positioning and messaging before it goes out by presenting it to other teams in your company. You can also A/B test with marketing that goes out before the launch itself to ensure that when the big day comes, your content is as strong as possible. A/B testing isn’t strictly speaking a metric in and of itself, but it’s an important way of measuring how successful your positioning and messaging are going to be early on in the launch process. ![The Cross-Functional Go-to-Market Playbook](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/02/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_.png) ## Click-through rate Click-through rates have a twofold purpose as a metric. First off, they’re a way of carrying out A/B testing. The messaging that gets the highest click-through rate is the stronger of the two and the one you should double down on. But click-through rates hold their own as a stand-alone metric too. Want to know: - How much exposure your brand is getting? - How many people looking at your social media are actually ending up on your website? - What kind of conversion rate you’re going to get once you launch and have time to make adjustments pre-launch if it’s not high enough? Therein lies the power of the click-through rate. Knowing how much attention your pre-launch campaign is getting is a great way to understand what you’re dealing with in terms of customer interest before your product is live. It’s easy to make the mistake of not looking at click-through rates until products are live, but monitoring this metric pre-launch allows you to ensure you’ve generated enough interest ahead of time to guarantee a strong first day of sales. ## Pre-launch sign-ups Your product might not be live yet, but it’s not too early to start collecting data on customer interest, potential leads and brand awareness. Offer sign-ups for customers to get alerts when your product goes live so you can gauge how popular your product will be ahead of time. If it’s not getting a lot of traction, you can make adjustments to your products or assets (messaging, content, etc) ahead of time and make improvements before the launch goes ahead. And if it is getting traction, this is a great indicator that your Go-to-Market strategy is working and you’ve effectively positioned your product. Beyond this, being able to predict how much attention your product will get once you launch allows you to make sure you have enough resources and budget ready to effectively convert those leads into sales. ## Content adoption Be it product marketing, sales enablement or a dedicated Go-to-Market team, a large amount of content is being produced for your GTM strategy. Internal content to educate your customer-facing teams on products, battlecards and whitepapers to enable sales reps to better convert leads. But what’s the point in all this work if the content doesn’t actually get used by sales or customer success? You need to make sure your customer-facing teams are adopting the content you’ve built for several reasons. You want them properly educated on your product plan, able to easily access the info they need during meetings with clients and consistent in their delivery of product messaging. Making sure you’ve got as close to 100% of your sales reps and customer success team using your enablement content is one of the best ways to ensure successful delivery of your Go-to-Market strategy. Want to learn more about sales enablement? Start here. 👇 [How can sales enablement improve your Go-to-Market strategy?Sales enablement is a relatively new function in B2B businesses, and it holds a lot of potential for your Go-to-Market strategy. Sales enablement is heavily associated with onboarding, but these multifaceted teams also support sales kick-offs, content creation and cross-functional collaboration.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/11/salesenablementgtm.jpg)](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) ## Onboarding Similar to content adoption, onboarding refers to ensuring that all customer-facing teams have been properly trained in your Go-to-Market strategy. How this is carried out will depend on the size of your company. But for scale-ups and enterprises, you’ll ideally have a sales enablement team to onboard your sales reps. In a smaller company, your sales enablement team may just be one person, which will make it harder for them to specialize in onboarding, but it’s an important step that you need to prioritize. Sales enablement can onboard sales reps across the globe with a sales KO at the start of each quarter and online training programs. Customer success similarly needs to be onboarded so they can effectively carry out customer onboarding after sales are made. You need every customer-facing team and individual trained in your product, up to date on customer pain points and speaking the same language as your internal teams for strong and consistent delivery of your GTM strategy. While sales and customer success may not interact with customers until during or post-launch, it’s crucial that onboarding takes place pre-launch. You don’t want to be playing catch-up after your product goes live, you want your teams armed and ready to go. Make sure that you’re on track to get all your customer-facing employees onboard ahead of launch. If you let this slip, your launch success will slip too. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_-3.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) ### Six examples of creative social media launches you need to see URL: https://www.gotomarketalliance.com/six-examples-of-social-media-launches-you-need-to-see/ Last updated: 2023-01-31T17:40:27.000Z Social media can be a fickle beast, especially if it’s not second nature to you and your team. But it can be a powerful tool for marketing your product launches. Today we’re diving into six examples of social media marketing for new product and feature launches that you can learn from. It’s time to get inspired, let’s get into it. 👇 ## One: Apple First up from Apple, we have this adorable video of ducklings swimming in a bathtub. Cute animals are always popular on the internet, so we’re off to a strong start. ![](https://lh3.googleusercontent.com/7Jb0iQmFk4XCQktugjRT1CC8Iee8sEI3-tjLxYOOgYx_NGy7oaBAohP6o7Z3PIARr5XjJPn7n8l9n6dmQzR_KI4Rye1CJrWW28G3UC7ioqY-IxCq7ajxFRJjs2t__MBtGSy_iXc-WhGqINiz_mMWRnE) But this post is clever for more than just the people pleasing content. It’s one in a series that shares videos and photos taken by iPhone users. Apple centers their users and their experiences with this content, putting the focus on what *you* would get out of their products. The posts are all different, ducks having a bath, surfing, lizards, beaches. But there’s a common thread. All of the images showcase an evocative, unusual experience that the audience might want for themselves *and* they show off an aspect of the iPhone’s camera capabilities. The video of the cute ducks is a hook, but once you click on the post it’s followed up with strong customer-led storytelling that emphasizes the features of the product. It’s a slam dunk. (P.s. [here’s](https://www.instagram.com/reel/Cn7TIgsuGPW/?utm%5Fsource=ig%5Fweb%5Fcopy%5Flink) the link to the full duck video, enjoy. 🐥) ## Two: UpCircle Next up we have UpCircle, a sustainable skincare brand from the UK. UpCircle started out with one exfoliator, but have now branched out to a larger range of products. And heading into 2023, they announced they’re going to be launching their first ever hair care range. But how they did it is pretty unique. ![](https://lh5.googleusercontent.com/AlTKfhKSADLPPFAak-e4YAN2OzS4wRzaoCimbl8bEyqMRZ2RYXYOJV5bel25ZdRSMvlRD4nksl30vaEnxN-AIBlImRPO4eP9aUj6W-JV5Agc-ybRcOS-__fQ6tqOgpu4kbuNsQKzxRceQ4tZzPKdoHE) The company released a limited edition ‘12 Days of Beauty’ advent calendar in the lead up to the holidays, and made it clear only a small run of the product was being produced. Much like big name beauty brands (i.e. L’Oreal or Chanel), behind every door was a mini version of a product. But here’s the twist, every product in the calendar was unreleased. Buying the calendar meant exclusive access to yet-to-launch products that’ll be coming out in the next year. So, where does social media come in? UpCircle posted POV (point of view) videos of customers opening their advent calendars and using the new products. This meant the customers which didn’t get their hands on the limited edition minis were still drawn into the campaign. The brand's social media audience were asked to guess what the new products might be, what ingredients they might contain, and so on. So not only was this a creative way to announce new products, the exclusivity of the samples and the interactive guessing game UpCircle curated got their audience engaged and eager for the upcoming launches. UpCircle, take a bow. ## Three: Lucy and Yak This probably isn’t the first time Lucy and Yak has appeared on the blog. And it won’t be the last; their social media marketing is some of the best I’ve seen. If you want a masterclass in brand positioning, they’re a Grade A example, but that’s a topic for another day. Today, we’re looking at how they launched their new clothing lines for the New Year. ![](https://lh5.googleusercontent.com/fwLH22XSD2Mz2Pw8r7gkDhFSR7C4LpHMnVPdy2x6Ah2OGu-8kWsrHV6EsUFeMpFmkCmCdVuaHoSYbR2gTszBxLArf0rluoNnLMqqJMYMSztfFwNKWZF6bPgidJzTpits8xpYSotT_3B2D47tZP5pA6g) Hidden within this wordsearch are the names of the new clothing prints coming to the site in 2023\. Simple. Creative. Effective. This post engages the audience, generates hype for upcoming products and stands out amongst the quagmire of corporate branding. You can’t argue with nearly 10,000 likes. With this kind of creativity, you’ll never go wrong. ## Four: Semrush If you’re looking for a more SaaS based example, we’ve got you covered. ![](https://lh6.googleusercontent.com/yxTFsLowxJR9Rm2GyFbf9uxY7c08qcUq36mpWM2oQhbgYBrBpUEPwfQWbRkBkXrjZC6idJZYnP8d1aRdCkPwvkfekvbH7wWj8pNPZDVN1VBBay8Gmfj9tq0gIqDzcX6ok3kqe_HXC3-UOnltSXyXWvg) ![](https://lh3.googleusercontent.com/Rz2HfLn5fnbX2GsRNnioqtu0LtTqTIlEqXYcHz_H8d1lNx3y0vL0-uwW-vsZl25KAer4g-l4gOo5xujW-UIB99OAmmqiI3iuuV4jKG7m55Py_lZNi-m8wOvxI7v2_pe_30a1wUPLm2rVVbn06U8cfr8) With Semrush we’re looking at a more prolonged social media series introducing their #mylifemyterms campaign. We’re seeing a big increase in companies starting socially conscious and people focused campaigns to better connect with their customers. In line with this, the Semrush campaign is all about how their tools can help you save time in your 9 til 5, so you can have more freedom outside of work. It plays into ongoing wellbeing trends and the movement away from hustle culture we’ve seen since the pandemic. What’s interesting about how they’ve used the social media here is that information about the campaign is drip fed one post at a time. So, to find out more information you have to keep coming back. And when you look at the overall feed, the individual posts spell out a message. It’s interactive, it’s visually interesting, it’s relevant. It’s a strong campaign. ## Five: Zoom The world of work is increasingly dependent on technology - but we know all too well that it's not always easy to navigate. It’s rare to go a week without a glitch in a Zoom or Teams meeting. Different teams on different meeting links? The CEO’s accidentally muted themself? You can hear a guy from sales talking about his weekend cause he *didn’t* mute himself? We’ve all been there. But Zoom have cleverly played up to the fact their users often struggle with their tools. ![](https://lh3.googleusercontent.com/iEgwnRgwXVo1oy0c1vblvDJmrbf5EHTUXutoOXUMjNJIL4cwb4Pn7nzHwcVGl5Imm4IcHkG1kuIkYWC9v76JKj6dXVYKb853Gwham87V1ZPo7SmxPacVrmlZeFD4oJ3589ZdGdHb82fvI5QqVbaDqmk) ![](https://lh3.googleusercontent.com/JyykPIi8_obBVYSx7YHKavWF5mUd3JJ7vdvCa-TXF4A5hb9lZH7js9Eqv0L6crFWcagNrn5jeh-Nf0kK7623XyR56TIUAwmp3sYf_le0OtVIV_wJS6bbhurTZmNIT31JO7znLC0OdEks-36qDOOp1tM) On Zoom’s social media pages, you’ll find introductions to new features or products with animated videos that quickly and smoothly run users through the steps of setting said feature up, overlaid with pop up messages of feature benefits. The videos are short and sweet, user friendly, and demonstrate a clear understanding of the company’s users and their needs. It’s not the flashiest social media in the world, sure, but these videos are an engaging way of rolling out updates *and* answering how-to questions about them. And when you’re a software company that’s making regular (i.e. probably kinda boring) updates while working with a customer base that isn’t always pro-tech, that’s a win. ## Six: Google Alas, we can’t do a blog about social media marketing without talking about Reels. Currently the favorite of the Instagram algorithm, producing reels is one of the best ways to get your content organically promoted on the app. The catch is that Reels take more thought and effort to produce than a standard post because they pretty much have to be curated video content. But here’s a Reel from Google for inspiration which hits the nail on the head: > [ View this post on Instagram ](https://www.instagram.com/reel/CniIDD2Dhgl/?utm%5Fsource=ig%5Fembed&utm%5Fcampaign=loading) > > [A post shared by Google (@google)](https://www.instagram.com/reel/CniIDD2Dhgl/?utm%5Fsource=ig%5Fembed&utm%5Fcampaign=loading) ![](https://lh4.googleusercontent.com/KUQ2bOS3kXy1V1qNfF9-Zm38MDqfGoUvwGGtWR9WC_iI9xUhR2hkPWfOhm4xol6spbV5qNNAX3j4c-EClu8iOc4TW3FxsxRTHCOiOc-SA_NMFtGNHxA8mWzm5igUB6Bt5AR_D8kHoj8DSdgQ9zDV-1w) In this Reel, the features of the Google Pixel’s camera are highlighted. It’s similar to the post from Apple we started with, but they’ve layered the controls from a Pixel’s video screen over the footage to demo different tools you can use in real time. This Reel wouldn’t take much more effort than a regular post, you can get the layered effect by screen recording while you film. It’s a creative idea, fairly easy to produce compared to a lot of Reel content that’s out there, and benefitting from its acquiescence to the Instagram algorithm. It’s not necessarily as media savvy as some of the other brands we’ve covered, but it’s ticking a lot of boxes. ## So, what’s the verdict? Hopefully what we’ve been over today has sparked some creativity for your next social posts. But more importantly, you should be able to see that when you break it down, social media has a lot in common with traditional marketing. You want content that’s engaging, customer focused, and that looks professional. And when you think about it like that, it’s not so scary. It’s what you do every day. ### How to do competitive pricing analysis and beat your competition (with examples) URL: https://www.gotomarketalliance.com/how-to-do-competitive-pricing-analysis-and-beat-your-competition-with-examples/ Last updated: 2024-04-19T12:25:38.000Z You and your team have spent thousands of hours and *hundreds* of thousands of dollars bringing your newest product or service into existence. Would you pluck the price out of thin air? If you think that doesn’t sound smart, you’d be right. So how do you make an informed decision on how to price your products? The answer: competitive pricing analysis. Don’t know what that is? Sit tight, we’re about to break it down for ya. 👏 **In this article, we cover:** - How pricing analysis can help you **win more market share** and position your products more effectively. - Six powerful **sources of pricing data** (including some you definitely haven’t thought of)! - Why **code doesn’t help** in pricing analysis as much as you might think. - Two **examples of how** a B2B and B2C business might perform a pricing analysis on their competitors. ## What is competitive pricing analysis? A competitive pricing analysis sees you gather the prices of your competitors’ products over time. You’ll use this data to draw comparisons and conclusions about which direction your own pricing strategy should head in. Competitive pricing analysis can alert you to shifts in market trends as far as product pricing goes, and can help you position your products more effectively. ## Benefits of a competitive pricing analysis So, that’s competitive pricing analysis in a nutshell. But what’s the point *really*? Glad you asked! Truth is, there are tons of great reasons to perform a competitor pricing analysis. Here are a few: - **Stop losing** profits to competitors, so you can reinvest more in your products, creating a self-reinforcing spiral of product awesomeness and brand domination. 🏋️‍♂️ - Optimize your pricing strategy to **win more market share**, ensuring no wasted expenses and maximum ROI, making you the darling of the business. 😊 - **Improve understanding** of buyer behavior, so you can make smarter decisions about your product’s future, and be responsible for huge surges in revenue. 📈 - Identify and **get ahead** of competitive pricing trends, eliminating stressful surprises, and making your workplace an ocean of calm despite all the winning. 🐳 Let’s dig into each in a bit more detail. ### Avoid losing profits to competitors Who decided on the prices of your products? And how did they do it? They didn’t just pull a number out of thin air. When you’re pricing a product, your competitors are (naturally) the first place you look. In fact, you’re likely to look at how competitors price their products before you even get to the drawing board for that product. 🎨 That’s because you need to know how much you can charge your customers before you commit to the costs of production. If every comparable product on the market retails for 50% of what *you’ll* have to charge, given the production costs you’ve been quoted, your product idea’s a non-starter! No. You need an idea of how your competitors are pricing their products so you can create a winning positioning strategy. One that includes details on how you’ll price your own products. It should go further than that, though. You want to figure out which unmet customer needs your product will meet, which of their problems it’ll solve, and the experience it’ll offer while doing so. #### Positioning with pricing If you’re offering a premium experience and meeting as-yet unmet needs, you can charge a premium. So long as your price is justified, and you communicate those justifications to your target audience in a way that makes them happy to pay a premium (wave to your wonderful marketing team!), you’ll have happy customers and a profitable product. Ok, but how does this help you avoid losing profits to competitors? Here’s why: if your competitors are undercutting your prices and you don’t know about it, you can’t **do* anything about it. You won’t think to double-check your messaging to make sure it communicates your product’s worth. You won’t think to wonder how your competitors can sell so cheaply, and look for creative ways to cut supply chain or manufacturing costs. Or, if competitors are charging higher prices than you for a similar product, you won’t start asking what it is about your product that’s failing to win you more market share despite the cheaper price. To sum up, performing a competitor pricing analysis regularly keeps you on top of changes to your competitor’s prices, so you can react swiftly with your own changes where necessary. It acts as a trigger for reflection and innovation, so you don’t lose profits to your competitors. [How Competitive Pricing Intelligence Boosts Your Bottom Line.A solid competitive pricing strategy positions you to capture as much market share as possible, maximizing growth potential by working smarter.![](https://www.competitiveintelligencealliance.io/content/images/size/w256h256/2022/05/CIA-favicon.png)Competitive Intelligence AllianceAlex Walton![](https://www.competitiveintelligencealliance.io/content/images/2023/02/henry-co-SDR3oDS4mOc-unsplash.jpg)](https://www.competitiveintelligencealliance.io/competitive-pricing-intelligence/) ### Optimize pricing strategy to win more market share To make strategic decisions, you need intel. ♟️ That holds true for pricing, too. The more you know about how your competitors price their products, and why, the smarter the decisions you’ll be able to make about your own pricing. And if you want to win more market share from your competitors, you want to be making the smartest decisions you can about your prices. To do that, get your hands on as much intel as possible by doing a competitive pricing analysis. ### Improve understanding of buyer behavior Price is just one factor in why a customer does or doesn’t buy. And it’s never as simple as “cheaper is better”. Depending on the niche, premium prices are often actually *more* attractive to consumers and decision-makers than cheaper prices. When risk is high, people would rather pay more to be that much more certain they’re getting a quality service than cut costs and risk having to redo the job. Would you trust the cheapest consultant’s advice right before a huge merger or acquisition deal? That’s why it pays to look at pricing data with an open mind. Get your hands on quality data, combine it with what you already know. Specifically, what you know about how your customers buy, and you’ll be rewarded with deeper insights into buyer behavior and how to optimize for it. ### Identify and get ahead of competitive pricing trends > “The best time to plant a tree was 20 years ago. The second-best time is today.” — Chinese Proverb To identify trends, you have to collect data over time. Without quality historical data, you’ll have too few data points to be able to draw real conclusions. That’s why it pays to start collecting data right now. Sure, it’d help if you had decades of data to pull from, but a database starts from a single data point. And even if you only have one data point from each competitor for now, that’s a lot better than pulling a price out of thin air. When you pull competitor pricing data regularly, you’ll soon enough have a set of historical prices going back months or even years, making it clear and easy to identify trends in those price movements. Then, when you identify a trend or a shift, you can make informed decisions about what that means for your own pricing strategy. ## How to do competitive pricing analysis Much like any other aspect of competitive analysis, a pricing analysis involves three or four distinct stages: 1. As a preliminary stage, [**identify**](https://www.competitiveintelligencealliance.io/p/c75b21da-1f4a-4310-9ad6-c353d2451f49/#1-%E2%80%93-identify-the-competitors-you-want-to-pull-data-on) the competitors you’ll be looking into. 2. [**Gather**](https://www.competitiveintelligencealliance.io/p/c75b21da-1f4a-4310-9ad6-c353d2451f49/#2-%E2%80%93-pull-pricing-data) the necessary data. 3. [**Analyze**](https://www.competitiveintelligencealliance.io/p/c75b21da-1f4a-4310-9ad6-c353d2451f49/#3-%E2%80%93-compare-and-analyze-your-pricing-data) the necessary data and draw conclusions. 4. [**Share**](https://www.competitiveintelligencealliance.io/p/c75b21da-1f4a-4310-9ad6-c353d2451f49/#4-%E2%80%93-come-up-with-an-action-plan) your conclusions and work with others to convert them into an action plan. Let’s examine those stages in detail. ### 1 – Identify the competitors you want to pull data on First, figure out the shortlist of competitors you want to study. As we’ll discuss a little later on, it’s simply not practical to pull data from dozens of competitors all at once. Instead, prioritize your competitors into a shortlist of those most relevant to your business success. While it’s not wise to ignore indirect competitors entirely, you have limited resources. What criteria should you use for this? Maybe beating these select competitors means vastly more market share for you than winning versus any others. These would make good candidates. Or, their products might just be the most similar to your own, so you’ve decided it’s important to know how they’re pricing those products. That makes identifying the competitors you want to pull data on a crucial first step in competitive pricing analysis. ### 2 – Pull pricing data Now it’s time to actually pull pricing data from these competitors. Depending on the industry and sector you work in, this isn’t always as easy as it sounds. Many businesses don’t make their prices publicly available. Some don’t list pricing information on their websites at all, making it difficult to pull accurate pricing information on their products without contacting the business. And if you’re not actually interested in using their product, you’re unlikely to get very far asking for a quote. Other challenges include the accuracy of the pricing information and how frequently you need to update it. If yours is a dynamic industry, competitors can change their prices extremely often with fluctuations in the state of their supply chains, the exchange rate, and the prices set by their manufacturers. If you need very accurate pricing data, you’ll need to sample prices more frequently in accordance in these cases. Here are a few different ways of getting your hands on pricing data: 1. Ask your **customers and prospects**. 2. Ask **reps** from other departments. 3. Look for **resellers** and/or **distributors**. 4. Look on **competitors’ websites**. 5. Search on **public forums**. 6. Speak to **industry contacts** and experts. Here’s a bit more detail: #### (I) Ask your customers and prospects Even if price information isn’t listed on a competitor’s website, or in any physical location, there’s nothing to stop you asking your customers and prospects about their own findings. Few will do more in-depth market research than prospects motivated to find a good deal. So during your win/loss interviews, or any other stage of your competitive intelligence research that touches base with customers, make sure to do some digging on pricing information. You’ll soon get a sense for how much your main competitors are charging. You can even ask whether competitors have put prices up or down recently. If the prospect or customer has recently adopted, or moved away from, one of your competitors, they might just have the answer. #### (II) Ask reps from other departments Even if your business doesn’t do a ton of customer research yet, your sales and customer success teams will still regularly hold conversations with won and lost prospects. If you can get these groups to systematically ask and log information about pricing as a part of these conversations, you’ll have access to pricing info you might not find elsewhere. #### (III) Look for resellers and/or distributors With a bit of detective work, you can usually identify a reseller. They’ll typically use similar language and messaging as your competitor, but with subtle differences in branding, like different packaging, or colors. Some of these businesses won’t have the same qualms about listing pricing information publicly as your competitor has. If you can sample a few at a time, you’ll get a decent spread of prices that have a direct correlation to the price of your competitor’s products. #### (IV) Look on competitor websites This one’s obvious, but you shouldn’t overlook it. Not all businesses are against making their prices publicly visible. In some industries, it’s even the norm, making it very easy to access up-to-date, accurate price data. #### (V) Search on public forums Noticing a theme, here? Pricing information is collected through many of the same channels as your other competitive intelligence data. Online forums like Reddit or even LinkedIn are home to groups of people with no qualms about candidly discussing their experiences with your competitors. That includes what they paid. #### (VI) Speak to industry contacts and experts Any business leader wondering how to price their products probably has a network of contacts in their industry. There’s nothing stopping you from consulting with these people (whether as a favor between friends or as a professional contract with industry consultants) and getting hold of pricing data that way. --- ![](https://www.competitiveintelligencealliance.io/content/images/size/w1000/2023/01/cta_banner_blogs_inline.png) --- ### 3 – Compare and analyze your pricing data With pricing data in-hand, it’s time to put it to work. The more data points you have, the easier it’ll be to identify trends, as we mentioned earlier. But a single set of up-to-date prices for each of the competitors on your shortlist is more than enough to get started with. Combine this information with what else you know of their positioning strategies. Are they the budget option? Are they the luxury, premium option? What else about their messaging and branding gives you that impression? And where are the open gaps in the market you can position yourself to fill? A competitive pricing analysis tends to go hand-in-hand with a [competitive gap analysis](https://www.competitiveintelligencealliance.io/competitive-gap-analysis/) or a [market opportunity analysis](https://www.competitiveintelligencealliance.io/market-opportunity-analysis/) for this reason. A comprehensive analysis of the competitive landscape and your place within it compared to your competitors can give you a clear view of where to plant yourself to capture the largest possible market share. ### 4 – Come up with an action plan So, knowing what you know of your competitors’ prices, what will you do? Does your competitive pricing strategy need to change? Will you change your own pricing? Or can it stay the same? Can you identify any new trends in pricing behavior by combining your newest data with historical data? It’s worth noting at this stage that it’s usually not the job of the competitive intelligence professional to devise and implement an action plan. That usually falls to leadership, or some other group of stakeholders. What you *should* be prepared to do, however, is to communicate your findings while presenting a clear and defensible point of view. From there, you can work with these groups, if necessary, to chart a clear course of action in light of what you’ve found. --- ![](https://www.competitiveintelligencealliance.io/content/images/2023/05/CIA_CI_Masters_Social_Sharing_Assets_3.png) #### Is your competitive program effective enough? Imagine if you could: - Set up your listening stack to gather competitive intel with ****ruthless efficiency**, giving you more time to analyze, enable, inform, and become your business’s champion. 💪 - Set up win/loss interviews to unveil the ****powerful reasons** why customers aren’t choosing you, even if you’ve got no time or resources. 🔎 - Deliver a competitive news briefing that ****gets people talking**, no matter which set of stakeholders you serve. 📣 We’ve got a brand new course that covers every aspect of competitive intelligence, and what it takes to be successful. Interested? Click the button right now to check it out. [Give me more info!](https://certified.competitiveintelligencealliance.io/p/competitive-intelligence-certified-masters) --- ## That sounds like a lot of work… why can’t you just use code to do this for you? ![](https://www.competitiveintelligencealliance.io/content/images/2023/05/artturi-jalli-g5_rxRjvKmg-unsplash.jpg) Thinking you can just use some Python code to do this for you? The majority of retailers have an online store. Online stores have pricing information. Since it’s information that’s open to the public, you’re well within your rights to log this information for your own records. So why not just use Python’s BeautifulSoup library, or something similar, to scrape all the data you can from as many competitor websites as possible and call it a day?! Well, web scraping actually goes against the terms of service of many websites. Many will block suspicious scrape-like activity. In some places, it’s actually illegal. 😬 What’s more, it’d be a hard task if you wanted to track pricing on a bunch of competitor websites at once. Different websites have different layouts, and are built on different code bases. Both these facts create problems for those wanting a single script to scrape the data from a list of user-defined websites, for example. That’s why it’s best to decide, from the start, which select few competitors you want to track pricing information for. So, while manual data entry might not be what gets you out of bed in the morning, stick by the eternal CI mandate to prioritize ruthlessly, and the job won’t take too long. Plus, with only a shortlist of competitors to check up on, it’s easy to check their terms of service and see if web scraping is something they *do* allow. Depending on who those competitors are, some websites even offer an API to make extracting price data quick and easy. [Amazon’s Product Advertizing API](https://webservices.amazon.com/paapi5/documentation/) is one example. ## Competitive pricing analysis examples To really hammer these points home, we thought we’d walk you through a couple of competitive pricing analysis case studies. ### Case study one: B2B workout equipment manufacturer and supplier **Who we are:** We’re “Carbon Strength & Fitness,” a manufacturer and supplier of top-of-the-line workout and gym equipment. 😏 **What we do:** We work with distributors to get our equipment out to high-end gyms for professional athletes and dedicated amateurs. **Our competitors:** We consider our primary competitors to be Prime Fitness USA and Atlantis Strength. Both are based in the USA, whereas we are based in Europe, giving us a slight competitive advantage geographically when it comes to serving these regions. **Our product:** We’re launching a new plate-loaded upper back- and lat-pulldown machine, and need to know how to price it. Atlantis Strength doesn’t list a price point on its website but, luckily, Prime Fitness does. Their machine is the current market leader, rapidly growing in demand thanks to its articulating handles and multiple possible loading patterns. These empower gym-goers to alter the movement’s resistance profile and arm path. ![Screenshot of the Prime fitness plate loaded lat pulldown product listing on their official website, retailing at $3,072.00](https://www.competitiveintelligencealliance.io/content/images/2023/05/Screenshot-2023-05-12-at-12.30.02.png) The Prime plate loaded lat pulldown, retailing at $3,072.00 These are design features we’ve incorporated into our own product, while using more cost-effective materials in favor of a higher maintenance frequency. Our great relationship with suppliers and patented interlocking parts make our manufacturing costs lower than Prime’s and Atlantis’s. ![](https://www.competitiveintelligencealliance.io/content/images/2023/05/Screenshot-2023-05-12-at-12.30.55.png) The Atlantis Strength plate loaded lat pulldown machine. No price is listed here. **The pricing analysis:** We predict the lower initial outlay will make us a popular option for newly launching gyms with lower budgets that still want the best for their members. For that reason, we decide to charge a premium price, while undercutting [Prime Fitness’s plate loaded pull down](https://www.primefitnessusa.com/collections/plate-loaded-equipment/products/plate-loaded-lat-pulldown), which is priced at $3,072.00 per unit. We’d like to price ours somewhere between this and Atlantis’s pull down machine, which a search on Reddit revealed has been [sold in good but used-condition for around $950](https://www.reddit.com/r/homegym/comments/8cq1gd/lat%5Fpulldown%5Facquired/). From speaking with our network of contacts in the industry, we know used equipment tends to hold its value pretty well, never selling for much less than 70% of its original value so long as it’s well-maintained. Judging by the condition of the piece, plus the fact it was purchased five years ago, we’ve adjusted for inflation and estimate the original value of the piece to be around $1500. Since our machine is mechanically superior to the Atlantis, but we want to pass savings onto our customers and make additional profits in volume of sales, we decide to price our product at a little over $2000USD. ### Case study two: B2C acoustic musical instrument manufacturer Next, a B2C manufacturer of musical instruments. **Who we are:** We’re “X Drums”, and we make acoustic drum kits. **What we do:** We’re looking to launch a new range of affordable mid-range drum kits for students and casual players looking to get a great sound for less. ![](https://www.competitiveintelligencealliance.io/content/images/2023/05/mapex-courtesy-thomann.jpg) Mapex drum kit. Image courtesy of Thomann.de **Our competitors:** Mapex and Pearl drums are our two biggest competitors in this price range. Although other classic brands, like Gretsch, sell kits in this range, they tend to be smaller four-piece kits right in the lowest price ranges they sell at. ![](https://www.competitiveintelligencealliance.io/content/images/2023/05/pearl-courtesey-drumshack.jpg) Pearl drum kit. Image courtesy of drumshack.co.uk **The pricing analysis:** Although Mapex and Pearl don’t list prices on their websites, it’s not difficult to find prices for their drum kits on distributor websites. We know that drum kits in these price ranges cost around $1000. With our manufacturing costs, we know we won’t be able to turn much of a profit selling at $1000\. Since we don’t see a way to position our new brand name above our established competitors, we’ll price similarly, but offer deals that up-sell our other products. These will include items like kick drum pedals and our own-brand cymbals, allowing us to turn a profit on the bonuses in these package deals. ## TL;DR By now it should be clear, from the sample case studies and everything we’ve discussed in this article, how you can get started with competitive pricing analysis. Here’s a **quick summary** of what we’ve learned: - Competitive pricing analysis has you gather your competitor’s prices over time and use this data to make data driven, strategic decisions about your own products. - Competitive pricing analysis helps you position your products more effectively while getting and staying ahead of evolving trends. - It can be tricky to find accurate pricing data, but if you’re resourceful, and tread the path less traveled in your search, you’ll find information you can work with. - Programmatic pricing analyses are often unethical and often less practical than you might think (though aren’t impossible). ### How to calculate your customer retention rate (and increase it) URL: https://www.gotomarketalliance.com/how-to-calculate-your-customer-retention-rate-and-increase-it/ Last updated: 2024-04-19T12:26:14.000Z You know it, we know it, we know you know it and you know we know it, but we’ll say it anyway: repeat business is where you’ll make the real money. It doesn’t matter if you’re a B2B consultancy with a handful of major clients or a FMCG brand with millions- if you can’t get people coming back for more then you won’t be around for long. Here’s another cliche for you: you can’t change what you can’t measure, so before we get stuck into making the line go up let’s understand what the line really means. ## What is customer retention? If you sell a product, have you sold it to the same client more than once? Congratulations, you’ve just retained a customer. If you provide an ongoing service and a client sticks with you for more than a day then, yep, you’re retaining customers. There are a whole host of ways to achieve this, from loyalty cards to VIP programs, but the aim is always to have customers stay with the company for as long as possible. ## Why is customer retention so important? Well, for a start, increasing customer retention by 5% could increase your profits by anywhere from [25% to 95%](https://media.bain.com/Images/BB%5FPrescription%5Fcutting%5Fcosts.pdf). Retaining customers is significantly cheaper than finding new ones and your accountant will be glad of the consistent, often predictable income. It doesn’t just affect your bottom line though. [Customer retention](https://www.productmarketingalliance.com/how-to-increase-customer-retention-rate-and-boost-customer-loyalty/) has all kinds of benefits: - **Advocacy**: If customers like your company, they’ll do the marketing for you. - **Information:** Engaged customers are more likely to leave feedback on how you can improve. - **Cross-selling:** An existing customer is more likely to explore the rest of a company that they trust. The problem is, it’s easy for upper management to concentrate on new customer growth and miss the big picture- which is why you need solid, quantifiable metrics. ## How to calculate your customer retention rate There are a few different ways to calculate customer retention rate (you didn’t think it would be too easy did you?) Here’s one the most common: ***((E-N)/S)) x 100*** E is the number of customers at the end of the period, N the number of new customers acquired during a period, S the number of customers at the start of the period. Now you have to decide on a period that makes sense. It won’t work to declare that your retention rate is 0% because a customer who bought a car or a house yesterday didn’t come back for another today. By doing a deep-dive on your sales data and using a little common sense you should be able to find a range of periods that work. Note that I said range- you might want to be able to see how you’re doing in both the long and short term. That might be the most common metric, but there are others. Let’s cover a few of the most important: ### Churn Rate You can get started with customer retention by calculating the percentage of customers who you’re *not* retaining, [known as ‘churn’](https://www.productmarketingalliance.com/your-ultimate-guide-to-churn/). This is a nice easy calculation too: ***(Total customers + New customers - Lost customers) / Lost customers = Churn rate %*** Again, you’ll have to pick a period to measure this in that makes sense- a month, two months, a year, and it makes more sense for subscription-based businesses like SaaS providers than it does for companies that sell physical products in stores. ### Repeat Purchase Ratio If on the other hand, you do sell one-off products then a repeat purchase ratio is your best bet for solid data on customer retention. There’s a caveat though: you need to be able to show whether one person has purchased from you more than once. That’s so easy it’s trivial for online businesses, but could be tricky for companies selling physical items to retailers who then sell them to customers. Okay, math time. Let’s take a look at the equation: ***Number of returning customers / Number of total customers*** So if you look at your data and see that of 10,000 customers 8,000 purchased more than once in a given period, you’ve got an 80% repeat purchase ratio. Nice and easy. ### Customer Lifetime Value [Customer Lifetime Value](https://www.productmarketingalliance.com/key-pmm-metrics-and-okrs-cltv-and-revenue-retention-for-saas/), or CLTV, is another nice and easy one with serious value when it comes to balancing customer acquisition and the real value your customers bring. For new businesses or new products, the cost to acquire customers (CaC) can be a ‘[startup killer](https://www.forentrepreneurs.com/startup-killer/)’ - you sink your money into glitzy product launches, an elite field sales team and bountiful swag (got to have those branded USBs) but once you land a client they’re only paying a fraction of what you spent getting them in the door. So, just get the totals that every customer has spent together and calculate the median (don’t use the mean average- a few big fish customers could distort your numbers). If the average lifetime value is below your acquisition cost (the simple version: your sales and marketing budget divided by the total number of customers) then you have a customer retention problem. ### Revenue Churn Rate Here’s a good one if you like getting into the nitty-gritty of your sales and return numbers, so you’ll need to have access to a CRM or accounting system, or get the company accountant coffee. Revenue churn rate measures how much revenue you’ve lost from customer churn in a given period. You can slap together a simple Revenue Churn Rate by multiplying the number of customers you lost in a given period by your Customer Lifetime Value: ‘we lost five clients last month and with a CLV of $5,000 that means $25,000 in lost revenue.’ A better version incorporates all the different variables in your business (sorry, there’s no one-size-fits-all here). For example, if your company sells subscription products or services (so you have monthly recurring revenue or MRR) and you also have upgrades or optional features then you could use: ***((MRR at the start of the period - MRR at the end of the period) - MRR from upgrades) / MRR at the start of the period*** Companies with different business models will have to use different formulas, and you could use Excel to make *really* intense formulae if you’ve got a head for figures. ### Net Promoter Score It might not strictly be about measuring customer retention, but [Net Promoter Score (NPS)](https://www.productmarketingalliance.com/how-product-marketers-can-leverage-nps-data-to-make-decisions/) is so closely related that if you measure one you should definitely measure the other, as NPS can give you valuable intel on why customers aren’t sticking around. In case you’ve been living under a rock, NPS is a metric that shows how likely your existing customers are to recommend your company to others. It’s great for diagnosing customer retention problems because if you’re finding that retention is a problem then one of the likely culprits is that customers just aren’t satisfied with what you’re doing, and NPS will give you an insight into satisfaction problems. If you’ve low poor retention and a low NPS then you’re pretty obviously not delivering a good product or service. If your NPS is good but you’re not retaining customers then there’s something deeper wrong with your business model- it might be that customers are using your product for a while and moving on when they have no use for it, so you might have to add new products or educate your customers. ## Five ways to improve your customer retention rate Now that you’ve measured your CRR you want the line to start going up, right? It would be weird if you didn’t. The answer to any business-related question, whether its B2B, B2C, SaaS, software, space tourism- anything, is always ‘make a quality product or service and sell it at a price people can afford’. But presuming you’ve got that part down, here are some suggestions. ### Find out why people are leaving This one is crucial, so it’s going first: if you know why people don’t stay with you then you can do something about it. If you can, ask former customers why they left and if possible check reviews. You will find that one of the main reasons is [poor customer service](https://www.superoffice.com/blog/good-customer-service-yields-customer-loyalty/) and a perception that you don’t care about your customers, something that can definitely be improved with a little retraining and some changes in policies. ### Focus on service Which brings us to here. Customer service isn’t *just* service with a smile and remembering a chirpy ‘have a nice day now!’ at the end of a phonecall, it encompasses everything from how easy it is to make an order to service uptime and technical support. In fact, it’s such a huge subject that we’d be doing you a disservice if we tried to cover it all here. One idea we’d suggest is to empower customer-facing staff to be able to give small tokens of thanks or sorry easily and without having to call a manager to offer a refund or send a long-term client some cookies on their birthday. Little things like that go a long way. We’re not saying that [every attempt to be socially conscious in marketing works](https://www.independent.co.uk/arts-entertainment/tv/news/pepsi-advert-pulled-kendall-jenner-protest-video-cancelled-removed-a7668986.html), but customers are more likely to stick with brands that share their values. That’s a difficult tightrope to walk, and above you’ll see examples of two of the world’s biggest tea companies telling people to *stop buying from them* in the hope that they’ll pick up new customers and strengthen their bond with existing customers. It doesn’t just mean tweeting the right hashtags, it means living those values in the form of the way your company works and how your employees and customers are treated. ### Spot the Patterns Customers usually don’t jump ship immediately- there are always warning signs first and if you can spot them you can prevent future losses. If you have a good-quality CRM system, then you can log all of a customer’s interactions with your company and your product and, when a sizable number of them have left, you will have a dataset that you can use to find out the telltale markers of a soon-to-be-ex customer. They might call helpdesks more than usual, refuse or reschedule calls with a relationship manager or just start logging into your website less. Whatever it is, as soon as you start seeing patterns you can flag existing customers as ‘at-risk’, allowing you to prioritise giving them the TLC it will take to keep them around. ### Create a VIP program People like to feel special, and if you’re making them feel special they’ll stick around longer. Create and promote programs for long-term, high-value customers to get more from you. That doesn’t just need to be tiered discounts, but can include priority support, dedicated account managers, even a party to celebrate your anniversary with the company. ### Make Loyalty (and upselling) easy There are probably customers out there who would love to deepen and extend their relationship with your company if they only knew how. There’s a fine line between letting your customers know about other services that you can provide and badgering them about giving you more money, but the easy way is to have upselling opportunities there when the customer is using your product. Freemium software providers often do this by having higher-level options on-screen but greyed out, with a link to purchase always nearby. ## Examples of great customer retention strategies ### Adobe The creativity software giant is characteristically colourful on its [customer support twitter account](https://twitter.com/AdobeCare). They’re proactive about seeking out people who aren’t satisfied with their products (tweet ‘I don’t like photoshop’ if you don’t believe me) and really great at sharing work by people who use their products. Would you switch to CorelDraw if Adobe had tweeted your portfolio out to 87,400 people? ### Sephora Sephora’s Beauty Insider loyalty program is so popular that its 17 million members make up more than 80% of Sephora’s sales. Since they sell items that have to be restocked regularly, retention is key and they have taken a time-tested approach to keeping customers coming back by offering deep discounts. ### Amazon With Prime, Amazon have hit on a great concept: a loyalty scheme that people will *pay to join*. Think about it: if you’re already paying the small fee for Prime, what reason is there to shop elsewhere? Members-only supermarkets like Costco and Sam’s Club have been using this model for decades, and Amazon have, as always, taken this concept and made it huge. ## How to measure customer retention success So you’ve set up your metric, your VIP Platinum Players Club swag bags are bulging with branded USB keys and t-shirts (XXS and XXXL only). How do you know that your strategies are moving the needle? The first and most obvious way is to check in on your metrics regularly and see if lines are going up. As we’ve said before, having reasonable timescales is key- this is a marathon, not a sprint. Your efforts to retain customers will take time to kick in, and it will take time to see how much of an effect they have. For example, if you start a retention strategy in January and in February you see a 10% uptick in retention rates don’t start popping champagne just yet- it could be that in March the bump will go down again since you’ve only managed to keep customers hanging on an extra month. That kind of slow-and-steady mentality might be anathema to a move-fast-and-break-things culture, but it’s also the only way you’ll set yourself up for long-term success. ### How to achieve better alignment between product marketing and sales URL: https://www.gotomarketalliance.com/how-to-achieve-better-alignment-between-product-marketing-and-sales/ Last updated: 2023-05-30T17:34:00.000Z ‘Cross-functional’ is a buzzword we hear a lot in [Go-to-Market](https://www.gotomarketalliance.com/why-you-need-to-invest-in-go-to-market-strategy-2/), but what does it really mean? Knowing the principles of cross-functional working is all well and good, but to make it work you need actionable strategies for getting your teams on the same page. Alignment isn’t going to be easy, and you won’t always get it right straight away, but the sooner you put measures in place to bring teams closer together, the sooner you’ll get there. And aligned teams are going to make for a much more successful business. Internal and external teams can have a lot of disconnect between them. They operate at different stages in the Go-to-Market timeline and have different priorities and KPIs. But, their work must be coordinated. In this article, we’re going to be looking at how you can get better alignment between your product marketing and sales teams, for a more effective Go-to-Market launch. We’ll be covering: - Sales enablement. - Building understanding between teams. - Alignment tools. - Working towards business objectives. …And more. ## Why product marketing and sales? Let’s start by thinking for a minute about the responsibilities of product marketers and sales teams. Product marketing for Go-to-Market predominantly means thinking about product positioning and messaging, customer marketing strategies and pulling off an effective [product launch](https://www.gotomarketalliance.com/your-ultimate-product-launch-checklist/). Sales teams, on the other hand, are focused on converting *leads* into sales. They need to be able to talk to customers about their problems and highlight the aspects of a product that will most appeal to the individual they’re selling to. So while product marketing and sales might look, on the surface, like they have very different roles, they have more in common than you think. While the day-to-day is different, both teams fundamentally need to understand the customer, their needs and what they want out of a product. Getting to the bottom of what teams have in common is the best place to start when you’re looking to bring them closer together. So, we’re focusing on the customer journey and understanding customer needs. And we’re looking at two teams that sit in different places in the customer timeline. Product marketing and doing the work to generate leads, while sales are converting those leads into customers. To make the customer journey successful, you need the transition from generation to conversion to be as smooth as possible. So, let’s talk about the strategies you need to do just that.👇 ## Using sales enablement for alignment. A sales enablement team is a fantastic way to link the internal-facing and external-facing teams in your Go-to-Market strategy. A sales enablement program makes sure everyone in sales has the tools and assets they need to sell a product. Sales enablement is the glue between product marketing and sales. They create educational content to make sure sales reps understand a product, its positioning and messaging, and how it’ll resolve pain points for customers. This can then be shared with sales in quarterly sales KOs. Sales enablement programs ensure that all the tactical and strategic work that’s gone into the early stages of your Go-to-Market is carried forward to your customer-facing teams. This way, your product marketing team doesn’t have to feel like their work’s gone to waste and sales reps don’t have to go into meetings with prospective customers blind. Find out more about sales enablement here: [It’s time to invest in sales enablement tools. Here’s why.With a cross-functional Go-to-Market strategy where sales can confidently mesh their persuasion and charisma with product knowledge, you’re looking at much higher win rates and, therefore, much higher revenue.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/09/salesenablementools.jpg)](https://www.gotomarketalliance.com/its-time-to-invest-in-sales-enablement-tools/) ## Building understanding between teams. As we’ve said, different teams have different responsibilities and priorities. It can be easy to get wrapped up in your own team’s needs and schedules and overlook the pain points of your colleagues. It’s important to foster openness between teams so that when they collaborate, they understand one another’s priorities, workload and capacity. Let’s start by asking ourselves what these teams want from one another. So, we go back to that all-important but elusive concept, **leads.** Product marketing bring leads to the table and they're judged on how many leads they bring in, the value of said leads and how many of the leads they generate become customers. Sales want quality leads who are right for the product and have the potential to be converted. This means these two teams are dependent on each other, but also in a prime position to blame each other when a lead doesn’t work out. You need product marketing and sales to get to a point where they’re working together, rather than targeting their frustrations at one another. Sales need to understand why product marketing has gone after a market segment, why they think a lead is worth pursuing and how the product is suited to them. And product marketing needs to understand the market that sales are working in and what they’re hearing from customers so they can effectively position products for that market. Getting to know one another’s needs and goals will allow these two teams to better collaborate, as they’ll understand what information they need to communicate and how they need to support their colleagues to effectively complete a project. 💡 Looking for an intro to cross-functional Go-to-Market? Find all the info you need [here.](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) ## Tools for alignment between product marketing and sales. ### Timeline tools One of the biggest challenges to successful alignment is when teams don’t understand one another’s workloads or respect each other’s time. It’s important to make sure your teams have enough time to complete the tasks they’re assigned to a high standard. Transparency is essential for this to be possible. Encourage product marketing and sales to share their timelines with one another, their expectations for the project and what they need to accomplish their goals. If expectations are set ahead of time and teams are open with one another about how much work they have and when they can realistically meet deadlines, you avoid delayed and postponed tasks that halt progress on a project. Using platforms like Asana or Jira allows teams to view one another’s projects and deadlines so you can tactically plan when to set work to avoid holdups. This open collaboration will help prevent isolated, siloed teams and ensure better understanding between collaborators. ### Educational tools Another great tool for collaboration on a Go-to-Market strategy is a **single source of truth** that everyone contributing to the project can refer to. This can be as simple as a Google doc that outlines the purpose of the project, the target audience and other essential information. This can be formatted as a value proposition or a kick-off document that makes sure all GTM collaborators understand what they're working on, why, and for whom. This is a simple but effective way to ensure everyone is working off of the same information and speaking the same language. Another essential educational tool collaboration between product marketing and sales are buyer personas. Both teams really need to understand the customers they’re serving, as we’ve discussed above. Buyer personas are a tool that allow in depth understanding of who a customer is, what they want and the journey you’re taking them on with the product. It’s typically the responsibility of product marketing to produce this tool. But by sharing it with sales, you can make sure both teams are consistently targeting potential buyers and sales are enabled to effectively pick up where product marketing left off. ## Working towards business objectives. This one really applies to all of your teams, but it’s another great way to make sure product marketing and sales are on the same page. When leaders make decisions for a company it can be easy to assume everyone knows and understands these decisions. It’s important to make sure you communicate company decisions, objectives and projections with your teams. Everyone needs to understand what they’re working towards and why. This is beneficial for many reasons, such as motivating your employees and encouraging loyalty, but what we’re focusing on right now is how this furthers collaboration. If product marketing and sales are going to effectively take a product to market, they need to understand the importance of the product to the overarching trajectory of your business. A product launch should be part of a story you’re telling with a brand. To get product marketing and sales working together truly effectively, both teams need to understand the narrative their work is contributing to. If both teams are trying to achieve the same goal, it will be far easier to get alignment on their work. ## The conclusion? With all of these strategies we’ve discussed, the fundamental building block is **communication.** Finding ways to open up communication between teams and make sure they understand one another is crucial for collaboration. But as you can see, you can’t just leave it up to chance. Communication needs to be built into the foundations of your Go-to-Market strategy and this is how you make it happen. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/05/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_-2.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) ### What are customer needs? 5 steps to meet them URL: https://www.gotomarketalliance.com/what-are-customer-needs-5-steps-to-meet-them/ Last updated: 2024-04-19T12:26:36.000Z There are three certainties in life: Death, taxes, and product marketers being reminded to address their customer needs. Sure, you can be easily forgiven if you’re sick of hearing this time and time again. After all, it’s a message seemingly being played on a continuous loop, and it ain’t gonna lose its momentum anytime soon. And with good reason. After all, a customer base is at the heart of every business, driving sales and propelling organizations to the next level. Without them, we wouldn’t exist. Period. ## What are customer needs? There are times when we act impulsively and buy something on a whim. We’ve all been in the scenario when we’ve been at the mall with zero intention of buying something and ending up wasting money on a horrific shirt that’s confined to the wardrobe, never to see the light of day. However, the majority of the time, customers buy products or services because there’s a genuine need and reasoning behind their purchase. Let’s say the customer’s lawn is looking like Tarzan’s Africa, and they’re keen to transform it into their very own Garden of Eden. They’ll need a lawn mower and gardening equipment to resolve their problem. So, customer needs can be defined by what a customer wants and needs when they’re set to interact with your business, your competitors, or when they’re searching for a product or service you may be able to offer them. Product marketers need to make sure they’re in a position whereby they can cater to the requirements of customers who fit their buyer personas. Let's face it, if you can’t offer the solution to their problem, they won’t hang around until you’ve got your ship in order. They’ll waltz to your nearest competitor, who’ll be more than happy to benefit at your expense. Which prompts the million-dollar question: Which methods are used to identify customer needs in the first place? ### Customer needs vs wants Customer needs are essential and most of your customers will have the same needs from your product. There is usually a hierarchy of needs, so the most important needs should be filled, and so on. Customer wants, on the other hand, are unlimited and can arise from needs. For example, the need to eat dinner may lead to wanting a McDonald’s burger. Wants also compete with each other for the limited resources of the customer. And perhaps most importantly, wants are not universal across your customers. You may want to use your customer segmentation to split customers by their wants. --- ## How do you identify customer needs? Make no mistake, understanding your customer needs isn’t merely a case of throwing mud and seeing what sticks. A range of methods are used by companies to ensure they’re not barking up the wrong tree and offering customers products that are way wide of the mark. But this doesn’t mean it isn’t possible to introduce ways that’ll give you an indication of what customer needs you should be honing in on - and as usual, we’re going to ease your worries and give you a whistle-stop tour of what you need to know. Hakuna Matata. ### Focus groups Sometimes, you need to turn to the art of conversation to discover what you want to find out, in which case, what better way to pick the brains of your customers than focus groups? Focus groups are a market research method whereby you interview a group of people who are representative of your target audience. Granted, a breadth of valuable information can be gained by using data, but addressing your prospective customers directly brings a whole new perspective on what they want in terms of features, price points, and so forth. You can even grill them on things they don’t like about products provided by competitors and use this feedback to either develop an existing product or design an offering that’ll blow their socks off - figuratively speaking, of course. Focus groups provide the perfect backdrop for a frank, honest discussion with your customers. While you may not necessarily like some of the feedback you receive, in many ways, that’s the point of conducting these sessions - to iron out any imperfections and be sure you’re providing a solution your customers love. Sometimes, it may be difficult to get a sample together to survey a physical location, particularly given the current circumstances surrounding COVID-19\. Yet this needn’t stop you in your tracks. Surveys can be sent via email, post, and with the emergence of video platforms such as Zoom, you could even hold a virtual meet - the possibilities are endless. Working on a budget? No worries - Google Forms is an awesome tool you can use for free. So, wear your thick skin and set the ball rolling. ### Social listening Social media listening allows companies to track and analyze what their prospective customers are saying about them on social media channels, such as Facebook, Twitter, and Instagram. In 2019, 2.95bn people were using social media platforms - pretty crazy, right? In essence, this creates an invaluable pool of feedback for companies whereby they can monitor their customers' social media posts and see exactly what’s being said about their company and the services they offer. Let’s say you’re a fast-food chain and your brand-new burger prompts a hashtag to start trending on Twitter - and the feedback isn’t great. The widespread feedback amongst burger buffs is the sauce on the burger is too spicy, but otherwise, they love the other features of your new creation. You could go back to the drawing board, revise the recipe, and start the same burger, with a sauce that won’t give diners the sweats. This is a perfect example of social listening: you’ve launched a product, listened to the response, and amended your offering to align with the expectations of your customers. Easy-peasy. ### Keyword research Not only is it important to think about what your customers want, but it’s also important to think about what they’re searching for. Google receives over 63,000 searches per second on any given day. Madness, isn’t it? And all the more reason you need to make sure your keywords are on point. Keyword research not only sweetens your SEO ranking, but it can also give you an idea of your customer’s requirements, and what they want from your business and the product or service you’re offering. By identifying your customer’s online searching habits and more to the point, how they’re searching for your company and industry, this enables you to establish exactly what they’re looking for - i.e. their customer needs. Using this nugget of information, you can finetune your strategy to ensure you’re giving your customers what they need. [Building Products with the Customer in MindHow to integrate with the wider product team to create customer-led strategies.![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceRichard King![](https://images.unsplash.com/photo-1533234427049-9e9bb093186d?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=1080&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.productmarketingalliance.com/building-products-with-the-customer-in-mind/) --- ## What is the importance of customer needs? ### You get feedback You might know the product inside and out but you probably don’t use it daily like they do. Maybe they just want a more condensed version of your existing user manual. Maybe they want a whole new feature adding. If you don’t ask you don’t know. Remember, no matter how great your solution is now it can always be better and picking up snags and customer wish lists is the single best way to take it to the next level. ### You can act faster The more often you check in with customers the quicker you can pick up on any flaws, issues or demand, and the sooner you identify things like that the sooner you can take action. That means happier customers, less churn, a step up on your competition, and more sales. And now, not later. **Keep in mind:* for every customer who bothers to complain, 20 others remain silent.* ### You get buy-in It’s easier to get the go-ahead on a new campaign, feature or product if you’ve got concrete evidence supporting the why. That’s not to say you have to go and invest $$$$$s just because one customer said they’d quite like feature X adding to product Y, but keep a physical track of your conversations and if a trend emerges use it to support your argument. ### You shape your campaigns If one person’s thinking it others almost certainly are too, so the tidbits of knowledge you pick up during your chats could even shape future campaigns. For example, let’s say you’re a CMS provider. Currently, your main marketing line is that your solution is “incredibly intuitive with drag-and-drop-style building features”. However, having spoken to a tonne of customers *now*, the selling point seems to be shifting towards its built-in SEO capabilities. Could there be a new campaign slant in it to attract more prospects? [Change tack and move from features to what customers really care aboutI’m Josh, I work at Juvo, and what I’m going to talk about is moving from features, which I’m sure you guys hear about all the time when you talk to product managers, to things people actually care about. Because guess what? Your product managers aren’t the people buying your product.![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceJosh Gosliner![](https://images.unsplash.com/photo-1500589177368-c810ea3db799?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.productmarketingalliance.com/moving-from-features-to-what-customers-really-care-about/) ### Find out how you’re doing Quantitative data is great and gives you a real insight into how products and campaigns are performing, but there’s nothing quite like qualitative research. It adds meat to the bones and helps you understand the reasons and emotions behind the numbers. Why is page A the most visited in our app? How come people aren’t finding their way to feature B? Why didn’t campaign C work? Why was campaign D so successful? How can element E of feature F be improved? All answers you can get from direct communication with your customers. --- ## How often should you speak to your customers? We mentioned at the start there’s no such thing as a gospel frequency so we don’t have a magic number for you all of a sudden, we’re afraid, but what we do have is some for food thought. While speaking to PMMs for our [Product Marketing Insider series](https://podcast.productmarketingalliance.com/), we’ve come across leaders who make getting on the phone to customers part of their daily routine - however, while that’s definitely #customercontactgoals, understandably, it might not be achievable for everyone. So, here’s what some other PMAers had to say: > *“Within a team of three (different marketing roles, I'm the only PMM) we probably field several support questions weekly related to resources that we publish (i.e. can I get a recording of the webinar, that download didn't arrive in my inbox...) and then between the team we run one or two customer interviews a month either for case studies, user testing content or product feedback.”* **\- Rebecca Taylor, Product Marketing Manager at GatherContent** > *“Maybe once in two weeks. We run feature adoption campaigns regularly and so end up getting on a call with the customers to understand the friction they face in not using the feature.”* \- **Vaishnavi Ketharnathan, Product Marketing Manager for Checkout at Chargebee** > *“It happens at least weekly. Not to the same customer, but it has to happen at least weekly.”* \- **Aneel Lakhani, Exec Marketing Consultant** > *“I'm on the phone at least once a week with a customer doing persona interviews.”* \- **RJ Gazarek, Senior Product Marketing Manager at Atlassian** > "I find that with a role as busy as ours, committing the team to customer calls/visits is required to keep everyone on point. We require two customer calls a week per PMM, not including sales calls (so true "customer" calls)." **Jonathan Hinz, Senior Director of Product Marketing at Seismic** > "Frequency will vary based on the size of your company, industry, etc. but one thing I would recommend is setting the objective for the conversation/feedback and having a way to consolidate and share on a quarterly basis with broader team or company." **Daniel Kuperman, Director of Product Marketing @ Snowflake** --- ## Should you market to current customers? ### Why market to current customers? Adam Thomas, PM expert, shares why we should market to current customers. “Sure, it’s easy to give lip service to our current customer base. ““We are customer-obsessed” or a variation of it, is somewhere in your company’s mission statement, and it may be something that gets talked about during an offsite, but think about how often you’ve talked to current customers in a proactive way? “We usually talk to our customers reactively, in fact, if I look in your customer conversation tool (think Intercom) my guess is that any and all proactive conversation is in sales or retention. The “why” is simple - our incentives are aligned that way - Net Churn and Activations are going to get eyes immediately when talking to leadership. “That isn’t customer-obsessed, that is keeping the ship together. Why not talk to the current customer base? Sure the numbers aren’t sexy, but over the long term, you are guaranteed to learn the following:” > **Question -> Metrics/Output** “Why does the customer trust you -> Customer satisfaction, pricing analysis “Why does the customer share your product? -> Referrals “What would the customer buy from you? -> Follow-on products “All of these things are good for business. All of them are going to make you look good. “Win-Win.” ### Look after your existing customers Aicha Zaa, Product Marketing Manager at Productsup, shares how to look after your current customers. The customer is king! As product marketers, we know that but how many of us *really* create strong processes around it? New markets are exciting to enter, and when your company is ready, new markets can lead to a big payoff. However, don’t forget the customers who are already loyal to your company, as they are your competitors' target market. They might have become brand advocates but now the work is in keeping it that way. To begin with, use customer feedback surveys to gather this information. Learn how your competitors offer to support their customers and weigh yourself accordingly to discover the scope of improvement. Customer support and satisfaction is the door to a profitable business as it helps businesses win their customer trust and maintain loyal relationships. For more insights check out Aicha's article on the topic: [Win against competitors by knowing your customersTen steps you can use to stay ahead of your competition and bolster your competitive intelligence and product marketing strategy by listening to your customers.![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceAicha Zaa![](https://www.productmarketingalliance.com/content/images/2021/06/Win-against-competitors-by-knowing-your-customers.jpg)](https://www.productmarketingalliance.com/win-against-competitors-by-knowing-your-customers/#look-after-your-existing-customers) --- ## What is a customer needs analysis? ### Customer needs analysis survey The customer needs analysis is used to help companies figure out their position in their respective competitive markets and how they fair in terms of meeting their target customers' needs. The survey should ask questions about your brand as well as competitors, what your customers know about your product, and brand awareness in general. You could ask: - Are there any positive and negative word associations with our brand? - Which brand would you is similar and/or competes with our brand? ### Means-end analysis Now you've conducted the customer needs analysis survey, you can use the answers to get a better picture of why your customers are your customers, as well as what makes your product or service stand apart from your competitors'. A means-end analysis uses those answers to determine the reasons why a customer would buy your product. These reasons are then divided into three main groups: **1\. Features**: Your customer may purchase your product because of a specific feature, if you were buying a new phone, for example, the fact that it has a titanium, indestructible casing might be a draw. **2\. Benefits**: Your customer buys your product or service because of a benefit, they believe your product will offer them. E.g. the customer might buy your phone because it wirelessly syncs to their other devices easier than competing models. **3\. Values:** A customer buys a product or service to help them fulfill an individual value. They may feel that by buying this phone they’ll communicate more frequently with loved ones who have the same handset. Reasons for buying a product can be personal to each customer and vary wildly, which is why it’s important to make note of the answers and group them into each category. From there you can identify exactly which motivating factor your product falls under and which perceived problem it solves! This is a great way to find areas you need to improve in and discover new ways to one-up your competitors. ### Customer Feedback After conducting customer surveys you will have loads of data on what your customers need - the problem is sorting through it. And that’s without counting all the unprompted customer feedback you could analyze. You should try to sort this into rough groups relating to different major customer needs. Then you should look for common keywords in each of the groups and make a note of positive and negative emotions related to the feedback. This can help you to get a sense of the key patterns in the data. --- ## Common examples of customer needs There is a whole range of different customer needs. For example, when we reach into our pocket and order an Uber taxi, this is driven by the need to go from A to B. Similarly, we may call for a pizza delivery, and again, this is driven by our need to satisfy hunger. The list is endless. We’ve categorized the types of customer needs below and divided them into two categories: product needs and service needs - have a nosey and familiarize yourself with them. ### Product needs **Functionality** Q: Given the choice, will your customer A) invest in a product or service that does half a job, and may not even solve their problem, or B) buy a product or service that’ll tick all the boxes? No prizes for the right answer there. Customers need your product or service to function exactly the way they need it to, to rectify an issue or fulfill their desire. **Price** Whether it’s $20 or $2000, more often than not, buyers will be working on the constraints of a budget. Remember, your customer will have a price point they won’t be able to surpass, so price accordingly. **Compatibility** Always ensure your product or service is compatible with your existing products on offer. For example, when Xbox released its Xbox One console, a list of backward compatible titles from the previous console was released, meaning gamers could continue to enjoy their old favorites. In doing so, you’ll keep your customers happy, and reduce the likelihood of them switching allegiances to your competitor. **Efficiency** Let’s face facts: we’re all impatient, and your customers are no different when looking for a product or service. They’ll always be attracted to a product or service that offers immediate gratification. **Performance** Nobody would visit a car showroom and buy a top of the range Mercedes with square wheels. After all, why buy the undrivable car? Similarly, your product or service needs to fulfill the duties required by the customer so they can achieve their goals. **Reliability** Sticking with the car motif, ever wondered why so many people buy Volkswagen cars? One word: reliability. Products or services need to perform reliably, as advertised, whenever the customer uses it. Anything else doesn’t meet the customer's needs. And that won’t cut the mustard. **Design** A product could have every feature on God’s green earth, but if it’s lacking aesthetically, chances are it won’t perform to its optimum potential. When designing your product, always put usability at the forefront of your mind, because if it’s awkward to use, there's a strong possibility this will impact the customer experience and they could seek future solutions elsewhere, rather than give you a chance to redeem yourself. **Experience** Never overcomplicate things as far as using your product or service is concerned. Remember, the customer has bought your product to simplify matters, not make things harder! **Convenience** Your customers are always looking for the most convenient solution to their problem - if they wanted to jump through hoops, they’d have joined the circus. Offer a practical solution to their problem. They’ll be grateful for it. ### Service needs ![](https://images.unsplash.com/photo-1525598912003-663126343e1f?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ) **Accessibility** Nobody wants to constantly hear a pre-recorded message when calling customer service teams - it’s irritating, and sends out all the wrong signals. You need to make your customer service support teams accessible, even if this means having multiple ways whereby they can get in touch with you, including chatbots, customer service numbers, and so forth. Remember, word of mouth can make or break your company’s reputation, and if your existing customers turn the air blue if you’re not accessible, they’ll make their voices heard. **Empathy** However, let’s be positive and assume your customers won’t have any trouble at all contacting you. **Top tip:** people getting in touch with customer support aren’t calling for a chat - they have a problem. So, if they’re disappointed, or express dismay for whatever reason, show empathy and understanding when providing help. **Be fair** Nobody likes being ripped off. Ever. So, when you’re pricing your product or setting out terms of a customer contract, don’t be sneaky or sly. It’s not big, it’s not clever, and you’ll only wind up booking your customers a first-class, all expenses paid trip to your nearest rival. **Be clear** Similarly, we can’t say how important it is to be crystal clear with your customers. For example, if their cell phone tariff is set to increase by a couple of dollars, don’t spring a surprise on them when they open their next bill. Pick up the phone and let them know. They’ll appreciate your honesty, and it’ll only do good for your reputation. **Control** Everyone likes to feel some level of control and customers are no different when it comes to business interactions. Customers should feel empowered from start to finish and well after the sales. Make it easy for them to return products they don’t find satisfactory, play around with terms, and change subscriptions and you’ll have a customer for life. **Options** Consumers need options, after all, variety is the spice of life! Make sure you offer a variety in the form of products, features, subscriptions, and the way your customers can pay. **Information** Ever been in a scenario whereby you’re totally out of the loop? If you haven’t, you’re not missing out: it sucks. If you have, you’ll know what we’re talking about, and shouldn’t subject your customers to the same treatment. When people know about what they’re buying, this inspires trust; a relationship with no trust holds no credence, and sooner or later, you’ll shoot yourself in the foot. Publish content geared to providing your customers useful information they can use to make informed buying decisions and get the most from their purchases: blogs, instructional videos, downloadable brochures - they’re all useful resources that’ll improve your overall service. --- ## What are the most common customer needs? We’ve unleashed a helluva lot of examples onto your plate in our previous section, but don’t panic; not every single one of the aforementioned customer needs will be particularly applicable to your circumstances. To round off, here’s a bite-size list of the most common customer needs: 1. Price 2. Reliability and sustainability 3. Risk reduction 4. Usability and convenience 5. Transparency 6. Control 7. Empathy 8. Information [ ![](https://www.productmarketingalliance.com/content/images/2021/02/Product-marketing-podcast.png) ](https://www.productmarketingalliance.com/podcasts/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=podcast-ad) --- ## How to meet customer needs in 5 steps Sometimes, circumstances stop your customer from meeting their needs with your products or services, and when you’ve devoted copious amounts of time and effort to developing a product or service you’re super-proud of, it can be difficult to stomach seeing customers go elsewhere. But not to worry, some steps can be taken to address common pain points and have your customers eating out the palm of your hand. Well, not literally, but you know what we mean. Here are some ideas: ### 1\. Pool customer feedback from different sources to show multiple sides of the story Everyone’s number one choice is always going to be one-on-one phone, video or in-person time but sometimes that’s easier said than done. So, here are all your options. **Call your customers** This’ll give you an open forum to get firsthand answers from the horse’s mouth and comes with a couple of pretty huge benefits: **Benefit #1:** you can explore areas you might not have originally anticipated - if a customer’s answer sparks a question that wasn’t on your premeditated list, for example. **Benefit #2:** you can gauge their inflections and this can say an awful lot about how a customer really thinks and feels. For example, let’s say you send out an email survey for people to complete. One of the questions is “What do you think about our analytics software?” and someone answers “Yeah, it’s good.” Written down, that might not seem like a negative at a glance. But, what if that Q&A happened over the phone and it turned out there was a long pause while they had to think about it before they responded? And the customer’s voice was a bit deflated and unsure? Instantly, it becomes less positive. In terms of organising your calls, if you want time for a decent chat, it’s probably best to book appointments with your customers in advance - after all, no-one likes a 20-minute phone call being sprung on them out of the blue. Giving people notice willalsoensure they book time out to answer your questions with care and thought. If you’re going with the ad hoc approach just be mindful of what time of the day you pick up the phone (remembering to take time zones into account, too). It’s thought between 8am to 9am and 4pm to 5pm is best, lunchtime, between 1pm and 2pm, is the worst - a hangry customer is not a happy customer! Last couple of tips for this one: **Tip #1:** remember to ask open-ended questions; one-word answers don’t tell you much. So, for example, instead of asking “Do you like our analytics software?” ask “Can you tell us what features, in particular, you like about our analytics software and why?” **Tip #2:** people are busy and sometimes it takes a little nudge for them to part ways with some of their time for you. Try it for free first and be creative with your approach, but if you don’t get anywhere and you have the budget, think about attaching an incentive to the call - a simple voucher would do. **Get the info secondhand** Unlocking internal data is a time old problem in the PMM community. We all know other departments (sales and customer service in particular) are sitting on a gold mine of data, but extracting it can be like getting water from a stone sometimes. Unfortunately, there’s no quick or easy fix for this one and before you’re freely and regularly fed with the info you need, an internal, cultural shift might be needed. Why? Because, rightly or wrongly, before said people in said departments go out of their way to help you, they need to understand *why* it’s important and *how it* benefits them. The good news is that’s pretty easy to justify. Better products and features mean easier sales for your reps and fewer calls to your service departments. Winner. Next, you need to make it as easy as possible. You’re busy, they’re busy, everyone’s busy, but the harder you make feeding back the less likely they are to stick to it and they kind of hold the cards on this one, so it’s best to give them what they want - within reason, of course. A couple of ideas include: - Introducing a CRM whereby customer and prospect-facing teams can easily add important notes there and then. The later they recall what they’ve been told, the more likely they are to forget or miscommunicate key details. - Investing in something like Slack and creating channels dedicated to feedback on things like ‘reason customer complained’, ‘reason prospect didn’t convert’ and ‘customer praise’. - Sending someone from your team over to do random desk drops throughout the day to pick their brains in person. **Tip:* if you want to really drive adoption of this kind of mindset it could be worth competionising it, at least for the first quarter or two until it’s fully embedded. For example, you could offer a reward to the sales rep who provides the most and richest feedback each week.* **Analyse phone calls** This could be with your sales, customer service, support or onboarding teams and can be used in tandem or instead of (if you don’t get any co-operation) the previous point. Admittedly, this option’s going to be a lot more labour-intensive but there are tools out there to help, like: - [Gong](https://www.gong.io/) - [Chorus](https://www.chorus.ai/) - [SalesLoft](https://salesloft.com/platform/recording-coaching/) - [Refract](https://www.refract.ai/). While the above tools are great the only snag is they’re predominantly for sales enablement, which doesn’t necessarily help decipher post-sale conversations. So, here are a couple of ideas on how to make the qualitative data you earwig on manageable and actionable: - **Divvy it up.** That way, you can work your way through more without eating *too* much into any one person’s day. - **Set up a system.** For example, you could create a scorecard with specific issues listed and then each time a customer raises something relating to that issue, scribble some of the buzzwords into the corresponding field. On the flip side, you could monitor things people *don’t* say. For example, sticking with the CRM builder, if not a single person mentions your drag-and-drop builder as a pro, is it really as easy as you think? **Approach them in person** If you put on semi-regular events, trade shows or conferences for your customers use them as an opportunity to poach them for feedback - odds are, people will be a bit more giving with their time if they’re already at an event *for* them, *by* you. If all goes to plan, this could be a great outlet to get tonnes of first-hand feedback at once. One caveat for this though is to make sure you’re speaking to the right person. If you’re B2B and want to understand how a customer finds your CRM system you need to speak to the person who uses it, not the person who foots the bill. If all else fails... You’ve still got lots of online options to gather quantitative and qualitative feedback, you’ll just miss out on some of the benefits that come hand-in-hand with actually *hearing* the responses. Some popular tactics include: - Sending out email, SMS and in-app surveys - Going through social media conversations (public and private) - Adding a quick form to your Wifi network (commonly used in cafes, restaurants, bars, leisure centres, and hotels) - Using feedback monitoring sites - like Google and Yext - Recording visitors’ website sessions - Reviewing live chat transcripts. ### 2\. Map your insights back to your customer profiles and LTV Karim Zuhri, GM & Chief Operating Officer at Cascade, shares the rest of these steps for meeting customer needs. “Quantify the JTBD and unmet customer needs. Don't just surface feature requests, instead focus on the problem the customer is trying to solve, remove bias, and assess alignment with your company’s goals and product strategy.” ### 3\. Look at your funnel from acquisition to churn “In order to gain alignment across different parts of the business, this is essential. It helps each team to begin to understand how actions they take at the top (and bottom) of the funnel can impact customers further on in their journey. ![](https://www.productmarketingalliance.com/content/images/2020/03/Screen-Shot-2020-03-10-at-8.51.12-am.png) Image via moonshotio.com “Make sure that you have success metrics *along* the customer journey to measure product lovability at any time. [Google’s HEART framework](http://www.moonshotio.com/2019/06/18/how-to-measure-a-lovable-product/) provides a set of 5 user-centric metrics that revolve around happiness, engagement, adoption, retention, and task success. Each metric aligns with a goal and a signal to let you know how well you’re tracking towards that goal.” ### 4\. Get input to gain buy-in “For instance, if the feedback is related to a new feature - ask the Product Manager’s thoughts on how it fits into their roadmap. Have they thought about this feature, from this particular vantage point? Allow them to publish their thoughts on the request so they feel they’re able to add input into the work that you do. “Is this request something that we are already planning to ship? Is this issue related to a broader problem we’ve seen consistently across several sources? If we build this solution, how big is the impact? . Will it help with engagement, reach, expansion, or retention? What's the time to value? Is there a dependency that’s blocking us from taking action today?” ### 5\. Let your customers know you are doing something about it “Your roadmap is not a secret, but it doesn’t have to be set in stone either. Make your upcoming roadmap collaborative. Be transparent with your customers, discuss it with them, understand what's critical and what a particular feature may mean for them. Be proactive in communicating not only what's coming soon, but also what you are considering longer-term. “At its core, this program continues to help us bring customer feedback, information, and thoughts to the forefront of our business' conversations. Our aim was to consistently demonstrate, at scale, what our customers are saying and how they feel about our offer. We will continue to work towards this ever-illusive goal, and are confident that in the interim we’ve managed to ensure transparency and alignment across the business. “Steve Jobs once said, “You've got to **start with the customer** experience and work backwards to the technology.” Don’t put it off and say it’s someone else’s job. Implementing a customer-obsessed culture within your company is definitely your job as a product marketer. Don’t settle, drive internal conversations and be the voice of the customer, always.” [Being customer-obsessed at a product first organizationIt’s the old adage of business: never neglect your customer; it’s a one-way, non-stop route to oblivion. Tamara Niesen, Head of Product Marketing at Shopify Plus, spilled the beans on how to become customer- obsessed at a product-first organization![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceTamara Niesen![](https://www.productmarketingalliance.com/content/images/2020/06/brooke-cagle-g1Kr4Ozfoac-unsplash--1-.jpg)](https://www.productmarketingalliance.com/being-customer-obsessed-at-a-product-first-organization/) ### The Go-to-Market buyer persona template URL: https://www.gotomarketalliance.com/the-go-to-market-buyer-persona-template/ Last updated: 2023-05-26T12:13:25.000Z Get your hands on a foolproof template for buyer personas. Knowing where to start with buyer positioning and messaging can be hard, but getting to know your buyers is a fundamental building block to your strategy. With the Go-to-Market Buyer Persona Template, we’re taking the stress out of this process and giving you a strong starting point for your GTM process. Save time developing buyer interview questions, brush up your existing processes and get inspiration for your own frameworks. No matter how you use it, the GTM buyer persona template is here to make your life easier. Download the **free** template here. 👇 ### How to create a value proposition URL: https://www.gotomarketalliance.com/how-to-create-a-value-proposition/ Last updated: 2023-07-25T16:31:47.000Z A powerful value proposition can be the difference between a prospective customer choosing your brand, or your competitor. Here, we’ll focus on key topics, such as: - What is a value proposition? - How to format your value proposition - How to create a value proposition - Examples of value propositions - How to improve your value proposition --- ## What is a value proposition? A value proposition communicates how your product or service will benefit your customer. You need to outline why your product is essential for your [target segment](https://www.productmarketingalliance.com/what-is-market-segmentation/), how it will solve their pain points, and why your product is more desirable than others on the market. Time is of the essence when communicating your value to a prospective customer; research has suggested you have between [5 to 30 seconds](https://blog.chartbeat.com/2013/05/20/how-engaged-time-affects-brand-recall/) to hold the attention of a visitor to your landing page before they take their custom elsewhere. ## How to communicate your value proposition to prospects --- ## Why is a value proposition important? Your value proposition is important as it allows your customers to understand the value of your products. It also allows customers to see your product's benefits and helps persuade them that your product is the best option to solve their problems. --- ## **How does a value prop fit in your comms?** The Aventi Group share their insights into what is (and isn't a value proposition). "Where does a value proposition fit in your communications? ![Where does a value proposition fit in your communications?](https://www.productmarketingalliance.com/content/images/2021/09/How-does-a-value-prop-fit-in-your-comms_.png) ### Value proposition "First off, it is the promise, it's the promise of the value you're about to deliver. That is different from positioning." ### Value proposition vs positioning "Positioning, as you know, is more about the position you want to occupy in the mind of the customer. A shortcut to that is the category: - What category are you in? - Are you a cybersecurity firm? - Are you an HR SaaS company? - Are you an infrastructure player? - Are you a storage company? "Sometimes positioning is similar to a category in the mind of the customer. That's not a value prop that's positioning." ### Value proposition vs messaging "Messaging nowadays, of course, marketers are very sophisticated. We message specific audiences, specific personas. Messaging is meant to be crafted as a communication to those specific target personas. "Again, that's not a value prop. That's messaging." ### Value proposition vs tagline "Sometimes people get confused, a value prop is the same thing as a tagline? It is not. A tagline tends to be a short catchy phrase, a statement, a sales selling point. "A value prop really is this promise of the value to be delivered." ### Value proposition vs mission statement A mission statement explains a brand’s purpose for existing whereas a value proposition shares the value of your product. ### Value proposition vs brand promise The brand promise focuses on the long-term meaning of the brand, while the value proposition focuses on products and features. --- ## **Who uses a value proposition?** The Aventi Group shares what teams benefit from a value proposition. "I also want to clarify a value prop is not intended to be used as-is by the salespeople or put up on your website immediately. It very much is a foundational statement that different folks are using." ### Copywriters "So copywriters will take the value proposition and turn that into copy for your website." ### Branding team "Your branding team, when they're doing advertising, digital and media buys, or ad copy, they're going to start with the value prop. Among other things, they're going to need personas, your branding, strategy, etc. But the value prop is used by those professionals." ### Digital marketers "Digital marketing, your campaigns team is going to need to know what is the value prop? To whom? Why should they care? All that is covered within the value prop." ### Graphic designers "The designers are going to want to create a visual representation of your value prop. Creative, different design logos, images, graphics, all those elements should reinforce your value proposition and they should be consistent. They are going to be consumers of your value prop." ### Marketing communications team "Your Marcom team, of course, they're going to need it for all kinds of execution, websites, social, search, etc." ### Sales enablement "And then sales enablement, even the sales enablement team needs to use the value prop for sales training materials, battle cards, and playbooks. *"Who’s missing?* "You'll notice your one audience that's not here on the value prop is you don't want to hand it directly to sales, you don't want to give it straight to your web team to go up on the website. "It really is meant to be a foundational piece. I want to make that clear upfront." [Value propositions that sellI want to talk about value propositions because I think most out there suck, they really do. I’ll share a case study from my own experience crafting a differentiated value proposition at my organization, taking you through how we approached it step by step.![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceAbdul Rastagar![](https://images.unsplash.com/photo-1583320975624-d099f8c042f6?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDJ8fHZhbHVlfGVufDB8fHx8MTYyMjAyOTIzMw&ixlib=rb-1.2.1&q=80&w=2000)](https://www.productmarketingalliance.com/value-propositions-that-sell/) --- ## How to format a value proposition There isn’t a universally accepted way of creating value propositions; what works for one company, could be unsuitable for another. However, while a value proposition can be presented in any number of ways, a basic formula applied by many companies includes: - A headline - A sub-headline - Key benefits of the product or service - An accompanying image When you’re creating your value proposition, it’s essential to write an eye-catching headline; on average, [8 out of 10 people](https://www.digitaldoughnut.com/articles/2019/september/the-80-20-rule-of-headlines) will only read the **headline**, with just 2 out of 10 opting to read the rest. However, if your headline is enticing, this will prompt your readers to check out the rest of the content - you need to [nail your messaging](https://www.productmarketingalliance.com/how-to-nail-your-product-messaging/). Headlines should be short, concise, and snappy, to grab the attention of your readers. This will entice them to read the sub-heading, in which you can explain the benefits of your product further. When the time *does* come to provide more information, hone in on the key features most relevant to your [buyer personas](https://www.productmarketingalliance.com/how-to-create-buyer-personas/) \- use this opportunity to pique their interest and identify with your [key messaging](https://www.productmarketingalliance.com/establishing-and-developing-product-messaging/). Finally, include a carefully selected image to tie all the aforementioned components together and reinforce what you bring to the table. Don’t be influenced by aesthetics. Any image included should bring value and solidify your value proposition. For example, a picture of people using, and enjoying, your product. ### 3 key elements of a killer value proposition The Aventi Group shares insights into elements of a great value prop. "There are three things that are key if you're going to create a killer value prop, almost like a litmus test." ![There are three things that are key if you're going to create a killer value prop, almost like a litmus test: why? Why now? Why us?](https://www.productmarketingalliance.com/content/images/2021/09/3-key-elements-of-a-killer-value-proposition.png) **Why?** "What is the problem we're trying to solve? It's got to solve a specific job that a person is trying to achieve. On the customer side: - What problem are we trying to solve? - Is it really worth solving that problem? - Is it nice to have? - Is it a critical pain point? - How high of a priority is it?" **Why now?** "We also want the value prop to speak to why now? That's the case for change or the case for action. "Though a lot of times customers are fine, don't be afraid to disrupt the status quo and make a move. A value proposition should be compelling, actionable, and urgent - if change is needed to make this happen, then so be it. "It needs to convey some level of urgency, and maybe a little bit about the consequences of inaction. What if you don't move forward, what's at stake here?" **Why us?** "The third thing is why us? We need to get the differentiator in the value prop because it's not enough to say why and why now you also want to distinguish why your company, and why your solution. "You're going to need to make some claims that should be defensible, backed up by proof points, concrete and measurable. That helps to reinforce why we are the best option." --- ## How to write a value proposition example The Aventi Group highlights some examples of value propositions. "I'm going to give you two flavors, a short version, and then a long version. And I'm going to give you three specific client examples. These might be templates for you to think about." ### Value proposition: facility management SaaS example "The first example I'm going to use is a SaaS company. They're in the facility management software space, full disclosure, they're a client of ours called 4insite. "They sell software to large organizations that have a lot of facility workers. Think of custodial staff, think of electricians, plumbers, landscapers, all those contract folks who come into buildings or facilities to maintain the facility." ****The short version** "This is the short version of the value prop. ![](https://www.productmarketingalliance.com/content/images/2021/09/image-2.png) ****4insite** "4insite helps organizations connect, analyze, manage, and empower their frontline staff. "That's very concrete, it may not sound exciting to you but I will tell you the persona we're speaking to is dealing with these issues here. Let's go through this one by one." *Why?* "Manual processes. The current pain is facility executives, VPs, directors are fed up with a lot of manual processes, very disconnected tools, managing all these workers and it could be literally hundreds of workers on site. "With a pandemic going on there are extra concerns about safety and compliance. Unions are concerned about the health and wellbeing of the workers, so the why is very compelling, you can't have that kind of situation." *Why us?* "So you need ideally a SaaS solution that is built specifically for facility management." *Why now?* "Because you're losing customers, there are customers that are unhappy with the quality issues, the bathrooms aren't totally clean or the facilities are not being maintained or not safe and the facility companies are choosing other competitors. "This gives you a little feeling about what the value prop looks like." ****The long-form version** "I know this is a little bit of an eye chart so I'll just spend a moment to go through this. ![The long term version.](https://www.productmarketingalliance.com/content/images/2021/09/the-long-term-vision--1-.png) "This is a tool that product marketing folks have used for decades. It's been around a long time, a Stanford professor. I think his name is Lynn Phillips. It originally coined the long-form value prop. "When I was a HP executive, we were trained on this long-form tool. This is just the tool for product marketing folks, you don't necessarily need to share this out with everybody. "In this example, I'm sharing with you 4insite, we start off with who are the target companies you're going after? Large organizations that have a large frontline staff, at least 50 of those. This is similar to the ideal customer profile. "Who are they? These are companies that have some pain in quality, safety, compliance, union issues. This is the positioning, the category, 4insite is a facility management solution, a SaaS offering. "That's the mental bucket we want customers to think, "Oh, you're a SaaS offering or software company, you're not a services company, you're a software company". That's the positioning. Now, this is what we're delivering, this is what 4insite does, it’s reporting, dashboard, mobile communications, all this stuff here. "The differentiator here is versus manual tools, which are a pain in the neck, they lead to all kinds of quality problems, compliance problems, safety problems. "And there's an option which sometimes customers have internally developed software so that's a competitor. That's the do-nothing scenario. That's the status quo scenario. "The reason to go with 4insite is it optimizes that facility workflow so you can get higher quality, you can have higher quality, higher safety, higher compliance, these are the things that they care about - the outcomes. "Notice, we don't talk about feature function, we're talking about outcomes, we're driving higher quality. "That's one example of a long-form. Again, it's a bit pedantic, it takes a lot of work to go through this." ### Value proposition: security software example "This is a security software company, I'm going to do the same thing." ****The short version** "Here's the short version of the value prop statement. ![](https://www.productmarketingalliance.com/content/images/2021/09/image-1.png) "A little context, Absolute is a security software company, if you have a Windows laptop, maybe it's a Dell, maybe it's an HP or Lenovo, it's very likely you have this software running on your laptop, it's at the BIOS level, it's down almost at the metal. "Now, this software is super important because it manages and secures data, devices, and applications that are unbreakable. The keyword here is unbreakable. "Endpoint means the device, that could be your laptop as an example. Sometimes your laptop is off the internet, and you're not online. Even in that scenario, this laptop is unbreakable. Let's go through our three whys." *Why?* "The first ‘why’ is customers are looking to protect their data. They don't want to be hacked, they don't want information to get out. They don't want their devices to get hacked. "Ransomware is a big deal now, you've all heard about the SolarWind's hack and many hacks going on that are damaging. So companies/organizations are afraid of being hacked. That's a big reason." *Why us?* "Why Absolute? The keyword is unbreakable. It really is unhackable because it's down at that almost metal level. It's at the BIOS level, which hackers can't get access to." *Why now?* "I mean, can you afford to be hacked and wind up on the front page? You don't want to be the next story in the Wall Street Journal or online media. This is a real fear that a lot of chief information security officers have. "They don't want the board coming to them saying why didn't you do something about this? So this is a super compelling solution and this is a compact value prop statement. "How do we get to this?" ****The long-form version** "Here's the long-form version, I'll walk you through that. ![At Absolute, they're targeting the IT organization, the IT Asset Management Director, all security operations professionals. Those are the ones whose neck's on the line. They're the ones who will get fired if there's a breach or they're the ones who will get promoted if their environment is really secure and very locked down. ](https://www.productmarketingalliance.com/content/images/2021/09/The-long-form-version--1-.png) "At Absolute, they're targeting the IT organization, the IT Asset Management Director, all security operations professionals. Those are the ones whose neck's on the line. They're the ones who will get fired if there's a breach or they're the ones who will get promoted if their environment is really secure and very locked down. "What kind of organization? Absolute is not targeting small businesses and customers they're really targeting the largest organizations with 1000s of users. "Who specifically? It's the IT organizations that are struggling with compliance, how do you protect all those endpoints? An endpoint again, is a laptop, typically a laptop, iPod, your phone, any device where you're doing work. "How do you guarantee 100% of those devices are secure and compliant? Well, Absolute, and this is the category remember, they're a firmware embedded application, they're software but they're firmware embedded, unlike enterprise software security, for example, or unlike a SaaS cloud pure plane solution, this is embedded application. That's the category, that's the positioning. "What Absolute involves is it finds those endpoints that are noncompliant, puts them back into compliance, and repairs them. That's the job the customer is trying to do. "The IT person is trying to make sure all these devices are getting back in compliance because a lot of times they fall out of compliance, they don't have the latest patches, they don't have the latest antivirus, they don't have the latest OS updates. "That's the job the IT person is trying to do and unlike traditional security patches, a lot of times they fall out of working, when you go offline, those security patches are not enforced. They're not working. They're not effective, or they're costly. "So what is key here is it's persistent meaning even if you're online, offline, you reboot your machine, no matter what that Absolute embedded application is running, it's unbreakable. "That's a really powerful value proposition statement, this idea of unbreakability. That's the core of the message here, the core of the value proposition is it's unbreakable, and that ensures a resilient environment. So as customers are changing their desktops, things are happening, no matter what that device is locked down. "That's the long-form value prop we used. And again, this is used only by the product marketing team, this long-form in order to help the copywriters, the designers, the sales enablement team also come up with the copy blocks that are necessary." ### Value proposition: enterprise services example "Here's the third one." ****The short version** "This is a large corporation, Unisys, and this is one of their services offerings. It's called Workplace Solutions. It's not software, it's services. It's actually a set of capabilities. ![This is a large corporation, Unisys, and this is one of their services offerings. It's called Workplace Solutions. It's not software, it's services. It's actually a set of capabilities.](https://www.productmarketingalliance.com/content/images/2021/09/Unisys.png) "The idea here is to engage, empower, and transform the digital workforce. Now everyone nowadays is digital, we're all pretty digital warriors. Some companies are more digital and more reliant on productivity. Let's talk about the why." *Why?* "Lots of companies are investing heavily in remote access, digital, digital everything, digital workflows. It's key to stay ahead of your competition." *Why us?* "So you need a company that is experienced, it’s objective. We are a service partner to help deploy this full digital workplace." *Why now?* "Well, your competition is already moving to digital, they’ve already transformed their enterprise. So let us help you catch up and overcome and exceed your competition." ****The long-form version** "This is what the product marketing team and we here at Aventi crafted. ![The long version of the Unisys value proposition.](https://www.productmarketingalliance.com/content/images/2021/09/Unisys-value-proposition---the-long-version.png) "We start off with the target customer, the ideal customer profile, we are looking for large organizations that are super dependent on so-called knowledge workers. These are people who are primarily delivering information and analysis and you're hiring them for very much their brains. "Where is that important? In banks, insurance companies, manufacturing companies, high tech, life sciences, pharmaceuticals, all those companies are relying on scientists, engineering, financial analysts, so super important to make them productive. "Those companies we are targeting only the ones that are committed to digital transformation, they may even have a Chief Digital Transformation Officer. So we can look for clues that this target ICP - ideal customer profile, is going after digital transformation. "What is Unisys digital workplace? It's a services offering, starting off from advisory to implementation into managed services. This has a special meaning for customers who really need help, they're understaffed, they don't have the right expertise, they're short on IT and they just really need help. "That's where services come in. Unisys has a proven capability, the whole digital lifecycle. Unlike traditional IT outsources that may be offshore. I won't name names, but you can guess a lot of the traditional IT outsourcing companies. What Unisys specializes in is industry experience, they have deep experience with financial services, banking, manufacturing. "They're also neutral, meaning they're not trying to push one software solution or set of software, they're really doing what's right for the customer. They're persona-based so there are different buyers within these enterprises. And they offer some pretty deep security. "These are some of the differentiators, all of these, by the way, have proof points behind them. "Lastly, who cares? So this is all great, but what impact is it going to have? This goes to the heart of the value prop, the value prop is about business value. We're going to drive higher productivity, and that's going to also improve their capital expenditure and operating expenses. "You do want to catch the 'so'; 'so' is the business benefit - but why does this matter? "Those are three long-form examples of customer value propositions." ### More value proposition examples **What is Apple's value proposition?** ![Value proposition for Apple iPhone](https://lh3.googleusercontent.com/duiEL7HNoQUkEYAqYF8EXXHVfXZsW8UAjMAvwsMch1rvm4c8s1kA5YCMGUTsg_BDHjmLx5_nfr1zdtIfJMVvedWt7VJJXZqkXEGACcv3mBgrtedIW6qgqF39KWoiwPJjJAvxroV-) **What is Unbounce's value proposition?** ![Value proposition for Unbounce](https://lh6.googleusercontent.com/fEr7U2nJLmFOm4KyZlcq31tYE1arOXmhapUgma0L_WCzPbpAZKihu2gHKw5B6FxDwVzUm1IGRbKgCNDVaQspSoyLfWhwrx4uQmhn0QaYhd5wKFa7svRDc6b_yQ_tQrlz3FLw5aEb) **What is Slack's value proposition?** ![Value proposition for Slack](https://lh6.googleusercontent.com/mcDsKDpoSYVOOq_DQ-5fzk4qVtQnLeas5nhvTxeKAcKltMI1Kb07V6co_xNe06u-A1JbE8F0TYZqnMqjoe5JaLzn5IvrEvYMwjuIYRM6YbsUzMC8Djyr5DqTh5bq7YG6yinjdAiH) --- ## How to create a value proposition A strong value proposition is essential for any company, and can be achieved by completing four steps: ### Research your audience If you don’t understand what’s motivating your audience, how can you produce a value proposition that’ll resonate with them and convince them to buy your product? [Researching the market](https://www.productmarketingalliance.com/the-a-to-z-of-market-research/) will allow you to identify what kind of language is appropriate to include to ensure that you’re able to pinpoint the USP of your product effectively. If you have an existing customer base, conduct [customer and market research](https://www.productmarketingalliance.com/the-what-why-and-how-of-customer-market-feedback/) sessions. This will provide you with essential information on how your product is already helping them in their daily lives. Always ask questions that’ll help you establish: - **The type of language you should be using -** craft your messages with prospective customers in mind, and speak their language. For example, if your target segment is 16-24-year-olds, colloquial language would be justifiable. On the other hand, if you’re creating messaging for middle-aged professionals, this wouldn’t be appropriate. - ****Their problems and pain points -** You need to present yourself as *the definitive* solution to the problem. If a prospect doesn’t consider you to be the best option on the market, they’ll take their custom elsewhere. In some instances, feedback from your customers may indicate what you initially considered to be your main selling point isn’t held in the same esteem among your customers, in which case, you need to [reposition your product](https://www.productmarketingalliance.com/how-to-create-and-maintain-product-positioning/) and reevaluate your initial messaging. ### Create buyer personas Buyer personas are crucial, as they help you understand your customers from a human perspective - what motivates them to purchase a product? What features do they value most? These questions offer the information you need to create a value proposition that resonates and leads to them purchasing your product. ### How to create buyer personas Your personas need to be built with real information from real people - using your gut instinct won’t do. And remember, creating personas is all about understanding audiences you already know want to buy from you; not people you wish would buy from you. Buyer personas can be created in four steps: ### Step 1: conduct thorough research Start by sifting through your records to see what kind of information you’ve already got on your customers. It’s unlikely you’ll stumble across everything you need to build a robust persona, but at the very least it’ll give you a jump start. Some other outlets to gather information include: - Adding relevant fields into any forms on your website; - [Communicate with sales teams](https://www.productmarketingalliance.com/the-importance-of-internal-communication-plus-how-to-crush-it/) \- they’re talking to these people day in, day out after all; - Introducing useful questions to your [customer onboarding](https://www.productmarketingalliance.com/the-fundamentals-of-customer-onboarding/) process; and/or - [Interviewing existing customers](https://www.productmarketingalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) face-to-face or over-the-phone - this option will usually provide you with the richest information. **Tip:** if you’re struggling to get people to say ‘yes’ to an interview start by making it clear it’s not sales-driven, give them flexibility around days and times, and think about adding an incentive. If you’re picking up insights from several different sources remember to create some sort of forum for it all to be collated - it doesn’t need to be complicated, something as simple as an Excel spreadsheet with clearly defined headings would do. There isn’t a set number of people you need to speak to. The more the better, but, as a rule, for a persona to be considered credible you should aim for between 5 - 10 matching patterns. ### Step 2: understand your aims The two core areas you should be aiming to understand are: 1. What problems people are trying to solve, and 2. What they want to achieve. This kind of intel is gold dust for your marketing efforts because it enables you to relate to their motivations and tailor-make your proposition to their wants and needs. As well as A and B above though, get around a table at the outset and think about anything specific to your business that would come in handy - the last thing you want is to realize you missed something key later down the line. ### Step 3: ask the right questions There are endless questions you could ask, but here are a few ideas to help you hit various touchpoints and create a holistic picture: ![Key questions to ask when creating a value proposition](https://lh4.googleusercontent.com/aGtCGCxMTxa-vFXt6TYqT1sQbst2rH-dxCCoGgv96xBN-qsscxD8WFRdUgPYN70llBMtdrbPx9uB-woeVnpneR6IZ0YaCfYweoRgZ-gi5x3cgtsoGFHsNlqJlK_o9B2ke4KbG6Jl) create buyer personas | ask the right questions ### Step 4: collate your learnings By this point, you should have insights coming out of your ears. To turn them into something actionable and meaningful, start by grouping common characteristics - it’s important not to rush this stage or make any hasty generalizations. Go through everything with a fine-tooth comb and only solidify an assumption if you’ve got enough evidence to go off. To help you get from A to B, here’s an overview of the types of areas you’ll want your personas to cover: - Job title and decision-making authority - Gender, age, and geographic location - Communication preferences - What they’re struggling with - Their overarching aims - How your product or service helps - How you should position your marketing messaging. One of your buyer personas might look like this: ![An example user persona](https://lh4.googleusercontent.com/w6D0AXCk_WYkPzfmNsfCUY40ea3byzMn7-zu4xy6pZdQhVn2D-HXn6BYDQ3K83cUi7LfJ3tHJBWDUCvPjTemvz8ivon8-sDdEQXpwHmiopGgK0lJmPbMPCvIRhZT0knc_ZEF_hqM) create buyer personas | ask the right questions When you’ve identified your target audience, you need to [develop your product messaging](https://www.productmarketingalliance.com/product-messaging-made-easy/) and [product positioning](https://www.productmarketingalliance.com/how-to-create-and-maintain-product-positioning/). Your positioning statement will be used to communicate your value and highlight the benefits of your product, above those of your competitors. Be sure to answer key questions, such as: - What can you offer your customers? - What value do you bring to the table? - How will you solve the customer’s pain points? ![PMA template for user persona](https://lh6.googleusercontent.com/z6V_daGetazNA3h6c26WDV5IUytEe-8nyeUY0gHlBAU8yZh8QEM1yu-Hgwt2xRmu3CZ1XhbclOinkbhMy_uwsIB2PBHreCGJDpAdq_kQaYUuf1DbDPqiFU3_90dJwlwcsnoYoAKP) ### Complete competitive intelligence Never assume you’re the market leader. You need to conduct thorough [competitive intelligence](https://www.productmarketingalliance.com/competitive-intelligence-101/) to establish what other businesses are doing, and if they’re offering something different, you need to develop your product to surpass the competition. If a customer has a choice between two competing products doing the same thing, you’re relying on the toss of a coin. However, if you’re offering a differentiating feature, this can easily set you apart and see company revenue and [customer retention](https://www.productmarketingalliance.com/what-it-means-to-have-a-high-customer-retention-rate/) increase, with [customer churn](https://www.productmarketingalliance.com/how-to-reduce-customer-churn/) falling. Product marketers shared their [competitive intelligence tips](https://www.productmarketingalliance.com/30-competitor-intel-tips/): > *“Don’t be afraid to get help from other parts of your organization. Being able to get help from a Sales Engineer or a Developer while you’re reading technical documentation can save a ton of time and help you better [understand different personas](https://www.productmarketingalliance.com/an-introduction-to-personas/).”* **Mindy Regnell, Marketing Insights Manager at BigCommerce** > *“Job postings reveal a lot about your competitor's product/growth strategy. They’ll often disclose which areas they're trying to invest in on a technology perspective or which [customer segments](https://www.productmarketingalliance.com/what-is-market-segmentation/) they're trying to grow the business in the most.”* **Julian Clarke, Senior Product Marketing Manager, Team Lead at Lattice** > *“Spend time getting to know the competitor from all angles: explore their website and gated assets as if you were a prospect, but also understand from their existing customers if the true product experience matches the initial marketing.”* **Megan Magee, Product Marketing Manager at ServiceNow** > *“Start with your value proposition not mentioned by you, but by your customer. From there, understand why you don’t live up to that value proposition and where you can improve. Know your segment, know your buyer and persona.”* **Hien Phan, Director of Product Marketing at Formation** > *“Social media is a goldmine of information.”* **Avi Goldstein, Manager of Vendor Relations and Product Marketing at Hertz Furniture** > *“Keep an eye on your peers, but don't lose sight of why your company is unique. That's the story you want to focus on getting in front of your customers. We've found that when we check all of the right boxes, our customers spend less time comparing us to others and more time asking us what else can we do together?”* **Jessica Munoz, Senior VP of Product Marketing at LiveIntent, Inc.** > *“Hearing what customers say has been the most fruitful competitor intel - using tools like Gong and G2 help to gather that info.”* **Andrew McCotter-Bicknell, Product Marketing Manager at ZoomInfo** > *“Read the cons on all the reviews - even the 4-star review has something they don't like. I analyze this for trends so we can rebuke any objections to a sales pitch.”* **Maureen West, Director of Product Marketing at 6sense** > *“Communicate with your customers who have switched from a competitor. They're the source and can articulate pain points which are more valuable than market-facing positioning from the competitor.”* **Miles Price, Senior Product Marketing Manager at Sailthru** [30 competitive intelligence tipsWhen we surveyed product marketers for the Competitive Intelligence Trends 2020 report, we unearthed a plethora of 30 competitive intelligence tips to consider when conducting the process.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceLawrence Chapman![](https://images.unsplash.com/photo-1599597435338-adbf0f27b5b0?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.productmarketingalliance.com/30-competitor-intel-tips/) ### Identify the main benefit of your product Having identified your [buyer persona](https://www.productmarketingalliance.com/winning-the-buyer-persona-begin-with-studying-what-matters-to-buyers/) and competitors, you need to establish the main benefit of your product. In some cases, there may be multiple reasons you think a customer should use your product or service. For example, Uber acknowledges the frustrations associated with ordering a ‘traditional’ cab, before highlighting why users should use their app instead. They have three features that could be deemed USPs: a car comes directly to you, your driver knows exactly where to go, payment is cashless. However, the collective USP is that commuters can order a cab at the touch of a button - that’s what users are interested in most. ![Uber value proposition](https://lh4.googleusercontent.com/ZOfr0TTY-5siFFAWumEjKmmwB1T5A_CrUdmZIcFeFUTCsu-8VmeU3uG274MFkmFm0TL9AeHk_B2f8itlwdhWZy90A4ba0IzkS1HmjYFnmcYgOrtipX5vJKAH_Z1h5OGoWACCKVFy) Statistics make the world of difference. Go above and beyond and provide specific stats to demonstrate how purchasing your product will enhance their lives and/or business. Let’s stick with Uber to explain our point. If they said “Uber reduced commuting time in 2020” this doesn’t carry as much weight as “in 2020, Uber helped over 93 million users per month reduce their journey time by an average of 15 minutes”. The difference is there for all to see; statistics help you to express concrete value. These four steps are key to creating a value proposition that ties together your customer needs, what the market offers, and what you’re offering. [What is a Persona in Marketing? - Your Complete GuidePersonas are fictional characters you create based on research, and they represent segments of your market. When a company devotes consummate time and effort to fine-tuning its personas, it can bring a whole host of benefits to the table.![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceProduct Marketing Alliance![](https://www.productmarketingalliance.com/content/images/2021/04/Personas-guide.png)](https://www.productmarketingalliance.com/your-guide-to-personas/#how-to-create-personas) --- ## How to test a value proposition When you’ve created your value proposition, it’s important to test it to establish whether it resonates with your audience. Complete a test run by following these five simple steps: 1. Define who you are targeting and what benefits you are bringing them 2. Build a simple landing page 3. Set up a cold email / LinkedIn outreach campaign 4. Launch outreach to them 5. Evaluate if the offer resonates or fails A cold campaign serves as the true acid test for your value proposition; if you’re able to convert prospects you’ve never approached before, the chances are you’ve created a value proposition ticking all the right boxes. ### Judge your value prop with an 8-point test The Aventi group also shares some ways to test the impact of your value proposition. "Now, one way to test your value proposition is we have a little eight-point test here. Eight questions to ask yourself after you've created the long-form version of the value prop or the short term, does it speak to a specific customer segment?" ****1) Is it speaking to a specific customer segment or it it too generic to be useful?** "Don't be generic, like all large enterprises, we need to be specific, what industry, what size organization? What are some of the pain points? We don't want to be generic, we want to be specific." ****2) Is it customer focused?** "Is it customer-specific? Is it all about you, the vendor or is it all about the customer and their pain point?" ****3) Will it resonate with the target customer? How do we know?** "Does it resonate? This is where testing is important, we need to know that this value prop actually is resonating. How do you know? "Because customers have told you, you vetted this with at least 10 quality qualitative interviews and maybe hundreds of quantitative surveys." ****4) Does it differentiate from competitors including the "status quo?"** "Differentiation - make sure you clearly state including the status quo, including the do-nothing scenario where the customer thinks it's a pain but it's not enough to go do a purchase and then deployment, we don't want to go through the headache. "Differentiation is important, sometimes your number one competitor is “do nothing”. It's people just saying I'm good enough." ****5) Is it believable?** "Is it credible?" ****6) Is it emotional - can a customer connect with it?** "Is it emotional? By the way, a lot of times I see value props that are really engineering, very heady, very intellectual, that's great. But what drives the buying process, the buying journey, the buyers’ journey is often the emotional driver. "Sometimes in the security world, I deal with a lot of security, software companies, cybersecurity, and fear is a big driver. You don't want to be talking about fear but you want to understand that the chief information security officer, the IT folks, they're afraid of getting hacked. "And that emotion is important to understand and acknowledge in your process. Sometimes emotion, maybe excitement, and maybe power or confidence. Tap into the emotion in your value prop." ****7) It is using customer language, not jargon?** "Sometimes we tend to speak jargon, I deal with a lot of B2B technology companies and they use a tonne of acronyms. Try to stay away from that, use words that customers use. Be careful about that." ****8) It is clear, compelling, and credible?** "Lastly, is it compelling? Is it credible? Is it clear? Your message testing will really confirm that." --- Looking for further inspiration? We spoke with **Nisha Goklaney, Marketing Director at Sage**, who gave her perspective on [how to create a killer value proposition](https://www.productmarketingalliance.com/pmmnow-reasons-to-believe/) for your customer. Get expert advice on key topics such as: - How to create a value propositions framework - Examples of value propositions that work - Essential steps to consider when getting started with value propositions [How to create a killer value propositionNisha Goklaney is a global product marketing leader with over a decade of experience, helping businesses drive meaningful growth through effective product, GTM & marketing strategies.![](https://www.productmarketingalliance.com/favicon.png)Product Marketing AllianceProduct Marketing Alliance![](https://www.productmarketingalliance.com/content/images/2020/09/nisha-goklaney.001.jpeg)](https://www.productmarketingalliance.com/pmmnow-reasons-to-believe/) --- ### What is a persona in marketing? URL: https://www.gotomarketalliance.com/what-is-a-persona-in-marketing/ Last updated: 2023-07-25T14:51:30.000Z ## What is a persona in marketing? Personas are fictional characters you create based on research, and they represent segments of your market. We can’t emphasize enough how important that research is because personas cannot be built on internal assumptions. You might start with internal assumptions, but they must then be validated by real customers and always updated as you learn and evolve. When a company devotes consummate time and effort to fine-tuning its personas, it can bring a whole host of benefits to the table. ## Why do marketers use personas? Let’s set the scene and say you’re launching an online, AI transcription company and during your persona work, you discover that: - Persona A's goals are to transcribe meeting notes more quickly, and - Persona B's goals are to ensure the quality of case study transcriptions. When you’re marketing to persona A, [your message](https://www.productmarketingalliance.com/your-guide-to-messaging/) might be more along the lines of: “Spend less time decoding meeting notes and more time acting on the outcomes,” and persona B’s angle might be more like: “Take your case studies from audio to written with accuracy ensured throughout.” By tailoring your approach to meet each persona’s [goals](https://www.productmarketingalliance.com/how-to-set-successful-and-attainable-product-marketing-goals/), you’re getting on their level and resonating with what they want and need, not what someone else wants and needs - and that understanding can work wonders for your revenue. ### How important is the persona in marketing? When done right, personas first and foremost help you create products your personas are crying out for and guide the roadmap in terms of priorities. Product marketers often forget about this role personas play but it’s crucial, you must build for your personas, and if you want to build the right products and features for the right people, this persona work is paramount. The second piece to personas is that they equip you with the tools you need to effectively market your product to specific audiences in a way that resonates with them, targets their touchpoints, and increases conversions, because as with any type of marketing, personalization is key, and all this helps to shape how your sales and marketing teams encourage people to buy. Thirdly, your personas help your engineers keep those end users in mind as they’re building out any products or features, and this kind of focus is key in ensuring what’s built is what people want. And finally, personas are important for your support teams because they help them understand why someone might have bought your product in the first place, and what’s important to them when they talk to them, and all this comes together to create a better, more tailored customer experience all-round. > *“Messaging gets a lot of the glory - pretty much gets all the glory, right? When you see a great ad campaign put together when you see a great content piece, you look at it, and you're like, "Wow, this is awesome. Oh, it had such great ROI. It produced these results and everything".* > *“I guarantee you that every good marketing piece has a solid foundation of a deep understanding of customers. It's kind of that silent base that really informs all good product marketing - personas are the foundation.”* **Misha Rangel, Director of Enterprise Product Marketing at Veeam Software** ### What makes a good persona? **Misha Rangel, Director of Enterprise Product Marketing at Veeam Software**, (formerly of IBM), explained what makes a good persona: It really comes down to a few basic things that seem very basic, and it will take constant iteration and perfection to accomplish this. - Understanding your customer, - Understanding what problems they have, - How does your product help them solve the problems? - And this is the secret weapon to help you nail your positioning. If you cannot answer all of these questions with confidence, if your teams cannot answer these questions, if your sales teams can't answer the questions, then there are going to be problems. Not only are we as product marketing in charge of crafting this, but we also have to take the huge step of adoption and making sure everyone is enabled and consistently saying the same message. ## How many personas do I need? You should have approximately 3-5 personas, alongside their identified characteristics. When creating personas, it’s the general consensus that less is more; if you create too many, this can dilute your messaging. ## Where can personas be used? Honestly? Almost everywhere. Specifically, though, they should feed into your: • [Sales enablement](https://www.productmarketingalliance.com/tag/sales-enablement/page/4/) collateral like battle cards and sales scripts. • Product or feature launch assets - like landing pages, blogs, onboarding flows, and product demos. • [Positioning and messaging](https://www.productmarketingalliance.com/positioning-messaging/) work - different personas might require different positioning and will almost certainly require different messaging. • [Pricing strategy](https://www.productmarketingalliance.com/how-to-identify-a-suitable-pricing-strategy/). • OKRs and analysis, in that you might want to track metrics against individual personas, rather than collectively, to understand how each performs in isolation. And then for your sales teams, it’ll be in the form of differentiated pitches - whether that be over the phone or via email, for customer success it could impact how they liaise with customers and handle complaints, for marketing personas will feed into everything from PPC, referral and retargeting campaigns to blog posts, website copy and social media posts, and then for product they can help mold the future of their roadmap. For example, going back to Skyscanner, if you discover persona A’s main barrier is that they can’t see flight prices for more than 12 months in advance, maybe a new feature could be predictive flight prices for up to 24 months after today’s date. The number of touch points your persona work will have will vary depending on your business's unique structure, so it’s worth sitting down with those same people you gathered at the beginning of the process to understand how your personas could slot into their various activities and objectives. The last thing we’ll touch on to take your persona work to the next level is connecting those dots between a customer’s stage in the buying funnel to what content they need, and then tailoring that content to each persona. The example above is a pretty standard buying funnel graphic you’ve probably seen a lot. [![Product buying funnel.](https://www.productmarketingalliance.com/content/images/2022/08/Product-funnel.png)](https://www.productmarketingalliance.com/your-guide-to-personas/) At that first awareness stage, potential customers are probably just having internal conversations around things like: - Do we have a problem here? - Does this need to be a problem? - How much will it cost us to fix this problem? When you jump over to that consideration stage, you’re looking at sticking points like: - Will this solution solve 100% of my problem? - How easy is this solution to use? - Is there anyone out there who’s better at solving it? And then when you move along again to intent, they start looking at things like: - Who else is using this product? - How soon can I get it up and running? Each of these stages of the funnel requires different content pieces to meet the customer’s needs and to take your efforts to the next level. Those content pieces should meet specific persona requirements - yes, that means more work, but it’ll also likely result in a much better, more optimized funnel. ## Customer persona examples ### What are buyer persona examples? Once you’ve combined your interviews and identified trends, you need to input all that information into persona documents that can be shared with other internal teams. There’s no right or wrong when it comes to the format, but here are a couple of examples to get you started. [![Persona example.](https://www.productmarketingalliance.com/content/images/2022/08/Persona-example-1.png)](https://www.productmarketingalliance.com/your-guide-to-personas/) [![Persona example.](https://www.productmarketingalliance.com/content/images/2022/08/Persona-example-2.png)](https://www.productmarketingalliance.com/your-guide-to-personas/) ### What are user persona examples? User personas can be defined by a host of key characteristics including: - Gender, - Age, - Budget, - Their main goal, - Pain points. The character created by a company is either the epitome of an existing customer or representative of the type of customer a company aspires to attract in the future; these can be formed by communicating with users. After a company has communicated with its users, it can then be segmented further into an assortment of demographics and psychographic data. These findings are used to enhance the overall output from a product marketing team and form representative user personas for the company. Consider the following your sources of inspiration: [![User persona example.](https://www.productmarketingalliance.com/content/images/2022/08/User-persona-example-1.png)](https://www.productmarketingalliance.com/your-guide-to-personas/) [![User persona example.](https://www.productmarketingalliance.com/content/images/2022/08/User-persona-example-2.png)](https://www.productmarketingalliance.com/your-guide-to-personas/) [![User persona example.](https://www.productmarketingalliance.com/content/images/2022/08/User-persona-example-3.png)](https://www.productmarketingalliance.com/your-guide-to-personas/) Download our free B2B user persona template [here](https://docs.google.com/document/d/1q4AFkfgmVVpqyd2nj-g3LtFdtrz9p71EGqsbegA5KFo/edit) and get stuck in. ### What are negative personas? If a standard persona is a reconstruction of your [ideal customer](https://www.productmarketingalliance.com/how-to-determine-your-ideal-customer-profile/), a negative persona is a representation of who you don’t want to target as a customer. It could be somebody who is only engaging with your SaaS product for research purposes or people who are just too expensive to acquire (due to a low average sale price or how unlikely it is they'll purchase again). Occasionally, you might see negative personas referred to as 'exclusionary' personas but it all means the same thing - profiling the people you aren’t trying to sell to. A great way to demonstrate negative personas in action is to take social media ads as an example. If a company based in North America offers social media ads targeting well-established companies with 200+ staff then a negative persona would be companies with no online presence, less than a year of experience, a workforce of 10 people, and offices outside of North America. It’s as simple as that. #### **The benefits of negative personas** Similar to standard personas, negative personas can help shape marketing strategies and the direction of sales efforts. As the old saying goes, there are two sides to every story and negative personas can be equally as valuable as regular, straight-up personas. Perhaps not in financial return and monetary value, but certainly in enriching your [customer marketing](https://www.productmarketingalliance.com/what-is-customer-relationship-marketing/) insight and finetuning your target demographic. Good product marketing is about getting to know who isn’t interested in what you have to offer, as well as those who are. It’s about knowing who you don’t want to force down the sales funnel as well as those you do. > “Product marketing teams must understand negative buyer personas to understand the people who don’t fit the profile of their target audience, and therefore not to spend their or other teams’ time on.” > **Bryony Pearce, Chief Marketing Officer at Product Marketing Alliance** This information enables you to really hone in on your [target customer(s)](https://www.productmarketingalliance.com/understanding-your-target-audience-through-voc/) and understand which [segment of the market](https://www.productmarketingalliance.com/what-is-market-segmentation/) has an appetite for your product - knowledge that can be gained through also lifting the lid on those who aren’t quite so hungry for more. One of the best ways to get to know something is by assessing its opposite, or its counterpart. Take the seasons for example: through understanding the nuances of summer versus winter, we get to know what times of year will be most fruitful for sowing seeds and harvesting crops. Strawberries, for instance, flourish in the warm sunlight of summer, while root vegetables and leafy greens are more suited to winter climes. What we can learn here from Mother Nature is that by making yourself aware of the full picture, you endow yourself with a strong 360-degree perspective from which to steer your product marketing function. Acquainting yourself with both sides of the coin, so to speak, will make your [product-market fit](https://www.productmarketingalliance.com/everything-you-need-to-know-about-product-market-fit/), [GTM strategy](https://www.productmarketingalliance.com/your-guide-to-go-to-market-strategies/), [sales enablement](https://www.productmarketingalliance.com/your-guide-to-sales-enablement/), customer marketing - and all that other good stuff - so much more well-rounded. Negative personas are particularly insightful for businesses in their infancy in the process of developing a target demographic. However, companies of all shapes and sizes can reap the rewards of creating negative personas. Other benefits of negative personas include: - Keeping the [cost of acquisition](https://www.productmarketingalliance.com/a-beginners-guide-to-customer-acquisition/) down as targeting becomes more effective when you’re communicating with people who want to listen. Identifying the wrong customers can help guide you toward the right ones. - Save the time and energy of your sales function, to make sure they’re only investing effort and resource into valuable places, by getting rid of dead-end prospects. - More clarity around your desirable personas and their characteristics. - They can help you refine your marketing and communications. Negative personas aren’t just about weeding out the people who aren’t interested in your product. Ironically, they can have a super positive impact on your product marketing strategy. **How to identify negative personas** The first thing you need to do is know what kind of characteristics to look out for in an undesirable buyer or user. Some common negative persona characteristics (or red flags 🚩) include: - Customers who made it into the sales funnel but never closed (or came with a high acquisition cost). - Leads or prospects that are unattainable (this could be for a whole variety of reasons such as budget or geographical location). - Behaviors or patterns that are costing the company more money than the person is making in return. - Unavoidable identity factors that don’t align with your offering or target audiences, such as age, culture, and gender. If any of the people coming your way fall into categories like these, they’ve likely got ‘negative persona’ written all over them. Nailing your negative personas is also a lot about trial and error. As you go along, you can do [win/loss analysis](https://www.productmarketingalliance.com/how-to-conduct-win-loss-interviews/) and customer analysis to establish who is converting and who is dropping off. Amongst those you’re losing will be your negative personas. If the relationship is right, you might consider interviewing lost customers to establish more information about why they were an unsuitable fit for your product. Focus on: - Why they were challenging? - Did they consume too much time and money? - Were they unhappy with your product and/or service? - Did any specific issues arise? - What were their goals, and why didn’t they align? - How aggressive were their goals? - Were they difficult to manage? If so, why? - What were their biggest pain points? Over time, you can begin to develop a list of characteristics that you believe profile your anti-customer. Again, this will enable you to take a stronger approach to how you define the customers you do want to attract and nurture. Right, now we’ve filled up your tank with negative persona knowledge, we want to leave you with one last little sneak peek from our **[Personas Certified](https://certified.productmarketingalliance.com/p/persona-certified) course** content: > *“You don’t speak the same way to your friends as you do to people who you’ve just met, and you don’t speak the same way to people you’ve just met as you do to your business partners, or your parents, or your grandparents.* > *"You tailor your message to each and every one of them and when you’re explaining to people in your surroundings what you do for a job, you don’t explain it the same to your grandmother, your mother, and your friends. So why should business be any different?”* ## The difference between user and buyer personas There are two types of personas you’ll become accustomed to as a product marketer: user personas and buyer personas. The main difference between a user persona and a buyer persona is what is said on the tin. The buyer persona buys the product, and the user persona uses the product. That said, there can be a bit of crossover, in that in some cases, the buyer might be both the buyer and user - it’s on you to uncover this during your research. For example, let’s say you buy your dad a set of brand-spanking-new golf clubs. Each of you takes on a different persona; you’re the buyer, but he’s gonna be the one carving up the course like a wannabe Woods, therefore, he takes on the role of the user. The same logic can also be applied to the B2B market. For instance, a construction business may have a go-to provider they use to source their building materials. While the head of the company is the buyer in footing the bill for bricks and concrete, the workers on the site are using the product. “That’s all well and good, but what about buyer personas?” Don’t worry, we’re not wrapping up yet; we’ve plenty more persona expertise up our sleeves. **Daniel Palay, Product Marketing Consultant and Persona Development Expert** (and [PMA ambassador](https://www.productmarketingalliance.com/meet-the-ambassadors/) 😉) specializes in building and strengthening user and buyer personas, and in this article, he offered an insight into the [what, why, and how of sales-focused buyer personas](https://www.productmarketingalliance.com/sales-focused-buyer-personas-what-why-how/). ## How to gain a deeper understanding of your buyer ### 1\. Conversations with your sales team Your sales teams meet these buyers day in and day out and they have a wealth of knowledge that you can tap into \[only if you ask them\]. Meet with your sellers on a regular basis and ask them more about their meetings with prospects and customers. a. Who did they meet? And what was the buyer’s title? b. Which industry they are aligned to? c. What is their organization size and structure and who is the buying center and who holds the budget? d. What are some of the initiatives that their prospects are working on? e. What are their needs and wants? Drill deeper to understand your buyer’s emotional attributes – their fears and desires after your sales teams have had subsequent meetings with the buyer. ### 2\. Conversations with your prospects and existing customers at Tradeshows Tradeshows and user forums are great places not only to network but also to gain deeper insights into your existing customers and potential buyers. Remember your existing customer was a buyer before! Before you demo your product or dive deep into your coolest product features, take a step back to know more about your buyer. With the obvious questions outlined above, also ask them about their business problem and why they are on this shopping spree. Talk to them and understand their aspirations, motivations and where they want to be in their career, and what they think would make them successful. Ask them where they go to learn and find information. Open your ears and put your listening skills to the best use to “know them and their language”. I hear you. There are budget cuts and we don’t travel enough to meet them. You may be thinking about how you can leverage your digital marketing programs to gain insights about your buyer. The good news is... You can! ### 3\. Tap audience data from your digital tactics Your buyer is hanging out online looking and evaluating your product and your competition’s product. If you have invested in a MarTech stack, you can access audience insights that show who has responded to your campaign. That should have wealth of data for you to investigate. Look through the content assets that they have downloaded and engaged with, and look through the webinars that they have attended. All this data put together can give you a picture of their topics of interest. Go to the online communities that they go to gain knowledge and see the types of questions and problems they post to seek solutions. Stack Overflow, and LinkedIn communities are great places to start for tech buyers. You can also use your social listening tools to get a download of the conversations they are engaging with on social channels. There is plenty of data if you open your eyes and look! These are some pointers for you to get started. You can do more than these 3 and keep enriching your understanding of your buyer through other means which can help you better target them and build relevant campaigns. Use all this information and document it and build an empathy map and keep refreshing it from time to time to keep it fresh with changing buyer needs and aspirations. [How to use personas to enhance user experienceA well defined user persona can unlock all kinds of valuable information when it comes to user experience and product performance, and in this article we’ll explain how.![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceEmma Bilardi![](https://www.productmarketingalliance.com/content/images/2020/11/yanapi-senaud-pIkQ9XJcN10-unsplash.jpg)](https://www.productmarketingalliance.com/how-to-use-personas-to-enhance-user-experience/) ## How to use personas effectively Eventually, you’ll have your persona ready and raring to work for you, but that doesn’t just happen by itself. You might know how they’re gonna shape your campaigns and plans but for teams outside of product marketing, it’s not always as simple as that and it’s on you to demonstrate the role and value of these persona documents. So, to make sure all your hard work doesn’t go to waste, set up meetings with the people who benefit from these personas and explain what they are, how they will benefit them, and when and how they can be used. We’d recommend separating these meetings and speaking to people on a team level and the reason for this is the benefits and use cases will vary a lot depending on who you’re talking to. For example, for your [demand-gen team](https://www.productmarketingalliance.com/jumpstart-product-marketing-with-these-demand-gen-tactics/), it might be that they can now create hyper-targeted ads for each persona. For sales, it might be that they can tailor their calls to specific goals. For content marketing, it might be that they can create tailored landing pages that speak directly to that persona’s pain points, and so on. Book those meetings and make sure you clearly articulate the value to each team, but then don’t stop there. Around two to four weeks later, put another meeting in their calendar to check in and see if or how those personas have benefited their teams. If they listened to you and implemented them this conversation will provide you with [valuable feedback](https://www.productmarketingalliance.com/the-what-why-and-how-of-customer-market-feedback/). If they didn’t listen and the personas have been left untouched, it’ll give them another nudge to take action. To drive that adoption it could be worth including internal case studies in those follow-up meetings. For example, if your PPC team or some of your sales reps started personalizing their ads and calls using your persona documents and saw an uplift in conversions, use those stats to hammer home the importance and value of them. As soon as people see and understand tangible, data-driven benefits like that, the adoption will take care of itself. ## How to create a buyer persona Your personas need to be built with real information from real people - using your gut instinct won’t do. Remember, creating personas is all about understanding audiences you already know to want to buy from you; not people you wish would buy from you. Buyer personas can be created in six steps: ### Step 1: Collaboration The first step is getting other business departments involved. Personas shouldn’t be created in a product marketing vacuum and you’re by no means the only team who’ll use them. Sales will use them to personalize their pitches, customer success might use them during their conversations, and product teams might use them to shape their roadmaps, and then there are your marketing (including content and growth marketing), engineering, and account executive teams too. If you don’t bring these teams into the process you run the risk of creating personas that are hyper-relevant to you, but miss the mark and important details for other people to get the most out of them, and if they’ve not got the right information in, driving uptake is going to be very much an uphill battle. So, step one is mapping out who else should be involved in the process and bringing all those people together for the next phase. ### Step 2: Outline goals Start by working backward and first understanding what you want to achieve from your persona interviews. Without these goals in place coming up with the right questions will be tough and unlikely to render the results you need. So, with all the relevant stakeholders in a room, sit down and start brainstorming what information would be really useful in your personas, and how people can use that information in certain scenarios - looking into this is important because personas aren’t supposed to be pages and pages long. You have a finite amount of space, which means everything that’s in there has to be valuable, and some people might think knowing the persona’s age, for example, is essential, but when it boils down to it that might not be the case. During this meeting, take tons of notes but don’t promise anything. Go away, reevaluate all the requests you’ve got, and then use your product marketing expertise to whittle down what will and won’t make the cut to create the most effective persona. And remember, just because something doesn’t make sense to be included in the persona, doesn’t mean you can’t still ask the questions - knowledge is power wherever that knowledge lives, persona or not. ### Step 3: Question time Once you know the aim of your persona work it’s time to sit down and understand which questions will pull out the answers you need and in your head, remember to follow each question up with a ‘why’. Using Skyscanner as an example, let’s say you want to understand the motivations behind why Jon, the husband and father of three, books a family vacation each year. You might ask something as simple as “What’s the reason you and your family go on holiday every year?” and he might say something along the lines of “Because I like to treat the family and have two weeks of solid family time". Most people leave it there, but if you ask “Why?” again, you’ll drill deeper into the motivator and could uncover information like “I work 60+ hours a week and don’t normally get much family time throughout the year” or “My parents could never afford a family holiday when I was young and I want to make sure my kids get that,” and so on. All these tidbits of knowledge add up and create the most complete pictures of your personas. Let’s take a look at another example using the fictitious transcription company we mentioned earlier, and let’s say one of the things you want to validate with real customers is a day in their life. Here are a few questions that would help you understand that answer: • What are your main responsibilities? • Who do you report to? • What does your immediate team look like? • Do you manage anyone else? If so, who? • What takes up most of your time? • What slows you down? • Which teams do you interact with most? • How many hours do you typically work a day? • [What are your KPIs](https://www.productmarketingalliance.com/kpis-that-have-a-strategic-impact/)? ### Step 4: Interviews Once you’ve worked out what information you need and what questions you need to ask to get it, it’s time to go out and start speaking to people, and that includes both prospects and customers. In terms of the medium, it’s always best to speak to interviewees either over the phone or in person. This will enable you to gather more robust data and pick your customers’ brains outside of your ‘script’ and ask those ‘why’ questions. Face-to-face can be tricky if you’re a global organization, but something as simple as a Zoom call can get you face-to-face from opposite sides of the world. If you struggle to get customers to sign up for a call with you consider adding an incentive to the call - honestly, you’d be surprised at how far a $50 Amazon voucher can get you. This incentive doesn’t always have to be monetary either, it could be inviting them to your [Customer Advisory Board](https://www.productmarketingalliance.com/the-benefits-of-customer-advisory-boards/), or giving them early access to a new product, for example. Also, when you’re conducting your persona interviews, don’t forget to record the conversation so you can play it back at a later date - and ask for permission too, of course. Although it’s a good idea to make notes throughout, it’s unlikely you’ll be able to take sufficient notes while being attentive on the call, so this allows you to carefully play the callback and make sure you’re not missing any important details. Here are a few tips for this part of your persona work: 1. When you’re inviting people to take part, make sure you’re clear that the call won’t be sales-related at all. Any whiff of this can be a huge deterrent. 2. Although prospects will be harder to get time with, don’t use this as an excuse to neglect them. Prospects can be great because they’re not involved with your product and are unbiased. Also, try to speak to people who haven’t heard about you at all; that’ll give you a great look into how perceptions and expectations differ. 3. When you’re reaching out to customers, don’t just go after the ones that rave about you. Going after the good and bad will give you a more complete picture and more to go at in terms of learning what your customers’ challenges are and how you can overcome this and eradicate them to bring more future customers in. For example, if it becomes apparent that customers in persona A find your product too technical to understand that provides an opportunity to a) deliver an education piece to people who fall into that persona to ensure they’re able to get the most out of your product and stay loyal, and b) it can shape how your target prospects who sit in that persona, and you might decide to strip back and simplify how you take about your product even more. 4. Support your interview recruitment by asking people for referrals. For example, if you’ve finished your persona interview with Jane, before you hang up, ask her if she knows anyone who fits the bill and might be willing to spare 15-20 minutes to help you out. This introduction can give you a nice in and saves you some time sourcing people yourself. When it comes to how many people you need to talk to, there isn’t a set number. The more the better, but, as a rule, for a persona to be considered credible you should aim for between 5 - 10 matching patterns. Outside of your core persona work, there are other ways you can look to continually top up your knowledge base too, like: • Adding a couple of fields to your website’s form, • Including relevant questions as part of your onboarding process, and • Getting your sales and customer success teams to ask certain questions before, during, or after their prospect and customer conversations. If you do this though, just remember to make sure you’ve got a central location to store their findings - a simple spreadsheet or Slack channel ought to do. ### Step 5: Consolidation If more than one of you is conducting persona calls and/or consolidating the data, make sure you have a standard process in place before you get to work - if you’re all using different documents it’ll make cross-referencing and validating your findings much harder. This doesn’t need to be complex and could be something as simple as: [![Persona interview process.](https://www.productmarketingalliance.com/content/images/2022/08/Persona-interview-process.png)](https://www.productmarketingalliance.com/your-guide-to-personas/) If you’re not picking up any trends, as painful as it might be, just keep going and keep speaking to people until you identify a clear pattern. ### Step 6: Persona documents Last but not least, once you’ve consolidated your interviews and identified trends, you need to input all that information into persona documents that can be shared with other internal teams. There’s no right or wrong when it comes to the format of these. Each format for your personas may differ, and that’s fine. It’s all about figuring out which works best for your set-up, and how the people who’ll be using them are most likely to digest and use them, and then coming to a solution based on that. Once you have that final version we’d recommend including space for a ‘Last reviewed’ field so you can easily keep on top of how fresh they are and ensure everyone’s working off the most recent version. ### Quantitative or qualitative research? **Misha Rangel, Director of Enterprise Product Marketing at Veeam Software**, outlined the role [qualitative and quantitative research](https://www.productmarketingalliance.com/qualitative-vs-quantitative-research/) play when building personas, and gave insights on how she used specific software to support the persona-building process during her time at IBM: **Quant is the start** A lot of times we have access to a lot of data as product marketers, we're usually data people, we could pour through data. I love some Gartner Forrester reports and looking at charts and everything like that. Sometimes, especially around personas, this is the end of our analysis. "Our customer is this percent likely and on the survey, they ranked this as their number one priority so we should go here". We are done with the job. At IBM, we have a great resource of a research team that prepares analyst reports and does their own first-party research and everything like that. Amazing tool, but we can't just take what they give us, and then pass it over. We have to take another level of qualitative data on top of that. The way to do this is through interviews. **But don’t forget to layer on interviews!** This is easier at some companies than it is at others but I can't overemphasize the importance of interviewing. If you are at a company that is an enterprise, you can't necessarily call up the CTO of JP Morgan Bank and talk to them on the phone, there are some other things you can do. Number one, talk to people in your network that have similar titles, talk to business partners, talk to sales, talk to customer support, and really advocate for getting some face time with customers. Whether that's at an event, a CAB, or a customer support event, those are really invaluable to understanding your customers. **Try some personality research** Crystal - this was my secret weapon. I promise you, I do not have stock in Crystal, but I probably should because I talk about them a lot and give them a lot of props. There's a tool out there called Crystal and it is this really cool AI personality research tool. It's a plugin that you download, and that you could put on LinkedIn. When you go to someone's profile on LinkedIn, you click the little Crystal button and it does some crazy AI analysis and tells you what their personality is. There are maybe 10 different personality types - really fascinating stuff and really scary stuff if you want to look up yourself and see what it says. How we use Crystal at IBM is we took a list of titles that were a fit with our customer base, and I had my team go and research people on LinkedIn that had that title. So, who is the global Chief Technology Officer at JP Morgan? Andrew Lang. Will I ever get to talk to Andrew Lang on the phone? Probably not but I can look him up and 30 or 40 people like him on LinkedIn and look at their Crystal profile. As you can imagine, a lot of CTOs/CIOs fall into a very similar personality profile. Just as a lot of product marketers fall into a similar product marketing personality profile. You start to see similarities in the personalities. The one thing I do like about Crystal, if you look at this screenshot at the bottom, it shows you some emotional indicators, which is a lot of what is missing from personas. Personas are different from [segmentation](https://www.productmarketingalliance.com/understanding-developer-demographics-personas-and-segmentation/). Segmentation is what your role is, what your gender is, and how old you are. What a lot of times is not covered is what motivates you, what your strengths are, and what the ways you prefer to be communicated with are. Those are very important nuances to take that persona development to the next level. ### How to choose the best pricing strategy for your Go-to-Market launch URL: https://www.gotomarketalliance.com/how-to-choose-the-best-pricing-strategy-for-your-go-to-market-launch/ Last updated: 2026-01-08T11:55:17.000Z What excites you most about a new launch? New products? High energy launch campaigns? You might be looking forward to the high of a successful launch event, or getting out there and meeting with your fellow product enthusiasts. Whatever makes you tick, your pricing strategy probably didn’t spring to mind. It can be really easy to shy away from the numbers side of things, especially when budget normally feels like a limitation on your creativity. But your pricing strategy is a really important part of your Go-to-Market. Pay attention to it, and it can be a tool to propel your launch forwards. Ignore it and it could really hold you back. So, let’s talk about: - [Who’s responsible for pricing strategy in your company?](https://www.gotomarketalliance.com/p/9f772d82-bf94-4ed7-8a8c-3c65fdaf2f16/#who%E2%80%99s-responsible-for-pricing-strategy-in-your-company) - [Weighing up pricing strategies.](https://www.gotomarketalliance.com/p/9f772d82-bf94-4ed7-8a8c-3c65fdaf2f16/#weighing-up-pricing-strategies) - [Customer perception and pricing strategy.](https://www.gotomarketalliance.com/p/9f772d82-bf94-4ed7-8a8c-3c65fdaf2f16/#customer-perception-and-pricing-strategy) - [Which pricing strategy is best for you?](https://www.gotomarketalliance.com/p/9f772d82-bf94-4ed7-8a8c-3c65fdaf2f16/#which-pricing-strategy-is-right-for-you) It’s time to get up close and personal with prices. ## Who’s responsible for pricing strategy in your company? The easy assumption to make here is that pricing can be handed over to finance or your CRO (Chief Revenue Officer) and forgotten about. But we wouldn’t be here if that was the case. As we’ll be discussing, your pricing strategy can have a serious impact on how you’re perceived by customers and the success of your product launch. Which means it can’t be solely determined by an accountant. The finance team might decide your budget and set out what your profits need to look like, but when you're designing your[ Go-to-Market strategy ](https://www.gotomarketalliance.com/why-you-need-to-invest-in-go-to-market-strategy-2/)you need to take those numbers and run with them. When it comes to a Go-to-Market [launch](https://www.gotomarketalliance.com/launching-success/) nothing can be done in isolation, and it's up to the leaders of GTM to work with other teams to figure out how the numbers can mesh with customer research, sales strategies and product costs to achieve a competitive pricing strategy that has the right impact in the market. In your company, this may be a Director of Go-to-Market, a PMM, or even a CMO, depending on how you organize your Go-to-Market strategy. ## Weighing up pricing strategies. There’re lots of options when it comes to pricing strategy, so let’s dig a little deeper into what some of your options are. ### Freemium pricing As we’re living in the golden era of abbreviations (2022 word of the year anybody?) it seems only right we start with freemium. Freemium pricing describes companies that have two strands of their business: a free site, and a gated site that you have to pay to access. Examples of this include YouTube and YouTube Red (now rebranded as YouTube Premium), Amazon and Amazon Prime and of course, everyone's favorite, Go-to-Market Alliance! Our business model has free content on one site that’s available to everyone and a secondary site where we house all our premium certifications, which you can access with one-off payments or rolling memberships. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/01/GTM_Academy_CTA_Banners_Generic_2.jpg)](https://learn.gotomarketalliance.com/trainings) The freemium pricing model is great for customer-led companies that are focused on achieving organic growth and delivering value to end users. There are many strengths to this model. For example, bigger companies like Amazon and YouTube will offer free trials of their premium sites to show users what their lives could be like with access to the paid-for features. When your trial ends and you go back to the free site, its downfalls compared to the premium site are starkly obvious. It's a great way to show users how much better an experience they can have with the premium site and convince them to part with cash. The pitfall of freemium is getting the balance right between free and premium services. Many ‘freemium’ websites don’t actually function on the free side. You can access the page, but that’s about it unless you commit to a subscription. This is a great way to put users off and steer them towards alternative products. ### Cost Plus pricing Arguably the classic pricing model. With cost plus you simply work out the cost of producing your product and how much of a profit you want to make on each sale. You add the two together and that’s your price point. In theory, it's simple and effective. However, cost plus doesn’t really take the market into account. It's important to be thinking about factors like competitors, customer demand, market trends, and so on. That doesn’t mean cost plus is a right off. It’s key to, at the very least, know what you need to be charging to turn a profit and what you can afford to sell for. But be sure not to formulate your pricing strategy in a vacuum. ### Competitive pricing The clue’s kinda in the name with this one. Competitive pricing is all about beating out your competitors. When you’re entering a new product into the market, you take a look around at what the going rate is for a product of that kind. Then, you undercut that price just enough to make your product an attractive alternative without putting too much of a dent in your profit margin. In theory, the lower price point will result in a higher volume of purchases. So the lower price shouldn’t be an issue. However, with a competitive pricing strategy you run the risk of looking like you offer less value than the other options in the market. It’s important to check in on how customers perceive your product and if they see it as value for money. Customers will happily pay extra if the more expensive product seems like better value for money. A competitive pricing strategy is therefore best suited to companies offering a product or service with unique value compared to competitors. ### Dynamic pricing Unless you’re living with your head under a rock or you’ve spent the last three months off the grid (welcome back to the world) then you probably know that Miss Taylor Alison Swift has been in a feud with Ticketmaster. Why, you ask? Well, when tickets for Taylor Swift’s Eras tour went on sale in the US on November 15th last year, Ticketmaster experienced a massive crash and tickets were retailing for thousands of dollars. Very few fans managed to get tickets due to bots and reselling at extortionate prices, which has resulted in a lawsuit against the company. But how did we end up in this situation? Since Ticketmaster merged with Live Nation they’ve transitioned to a ‘drive by demand’ or ‘dynamic’ pricing model. Basically, the more people try to buy tickets, the more expensive tickets get. This is how we get Taylor Swift tickets retailing at $20,000 and fans complaining that they’d have to take out a second mortgage for tickets to see Blink-182\. It’s the same model airlines have been using for years and while it can be great for your profits, use this model with caution. As we’ve seen, it can massively backfire. That being said, Ticketmaster was successfully using this model for years before they bumped heads with Taylor Swift, likely because they’re the biggest name in ticket sales. If you’ve got a secure hold on the market, this model could be for you. ### High-low pricing This pricing strategy gives you some flexibility to move with the market. When a product is popular and in high demand, you set it at a higher price. When the product falls out of popularity and you move on to new releases, they take the higher price point and you drop the price of the original product down. This is typically done in response to the market and your customers, so you do need to keep a close eye on what’s going on to use this model effectively, but that’s no bad thing. You can also use high-low pricing to bring in some wins in the slower business months like August and December when you’re getting less traction and need a way to attract customers in. A similar model to this is **skimming**, where you gradually bring prices down over a period of time. This differs from high-low because the price arc is pre-determined based on market research and happens gradually rather than all at once. This strategy is good for companies that want the ability to be reactive and agile with pricing. ## Customer perception and pricing strategy. Pricing has a big impact on how customers feel about a product. For example, if a company uses premium pricing, customers will assume they’re getting a premium product. But if a product only costs a few dollars, they’ll likely think it's cheap and cheerful, i.e. it won’t last. Premium pricing models are often used by companies with a lot of brand awareness, who are building a perception of themselves as the creme de la creme, to position themselves as elite. No matter how good your knockoff smartwatch is, won’t there always be a small part of you that wishes it was an Apple or Samsung watch? There are pillars of pricing, and customers will make assumptions about your brand based on which pillar you fit into. The American skincare brand CocoKind shared their complicated journey with pricing for their products on Instagram. ![Instagram pricing strategy](https://lh3.googleusercontent.com/31WeLv7sYCqCvPY0P2psGuUOowawi2kjsLDfuALJJ9ADMRt2QgMKsQ22cRnsY7RTEibsjU8kGz-DqHU0OYyD2Jb4uUYPJA0OgRxevcIr9MI_kfNfc9MFWgeF6xo3RNZktPCoV9kphEfH3FWJeWkSoE3qy8TuWES-Njy_vyhwpEMpdWwmVnd2V4zJQb0gqw) Early on their journey as a company, they were advised to increase their prices because they were in a ‘no man's land’ between the under $10 range and premium pricing. A potential stockist was concerned that the unfamiliar pricing bracket would deter customers. The company persisted in their original pricing model and has subsequently gained customer loyalty by being incredibly open about their pricing structure. They've positioned themselves as a company that values sustainability, affordability and its customers. And by sticking to that positioning they’ve landed on a pricing model that supports the overall objectives of the company. ![Product cost breakdown pie chart](https://lh6.googleusercontent.com/XZOBimBtcdSL6aSO4XzXUep0-VqlLA2Vh9cHvUii57N1jn4vU2QdiXzjRP90kRx7yno1IfKHv4N0CujCZN5UiMn2-dNt_UqqtltLHEUlJDfdjSAL0qF7I4oxOZCGqqHib5lRfwe29TAEWMAwpapfZGbPA9cVxQtKXv4OaVWBfPyDGXlMqpmxX81j2vN2Ag) As you can see from this example, how you price products can have a huge impact on how your customers feel about you. When it comes to pricing strategy, it’s really important to pay attention to your customers and think tactically about how you can use price to better position yourself in the market. ### Playing the pricing game A lot of companies opt for a tiered pricing strategy as an attempt to encompass consumers looking for a premium product as well as those working with a tighter budget. But be warned, this kind of strategy has its pitfalls. The intention is that with time you can move users up the pricing tiers, which companies like Netflix have done well. But a range of pricing options, especially if users are unclear on what the different tiers will offer them, will typically result in users opting for the cheapest tier for fear of overpaying. And if they don’t see the value in this entry-level version of your product, they’re more likely to churn because they haven’t made the same financial commitment as a premium customer. ## Which pricing strategy is right for you? When it comes to deciding which pricing strategy is for you, a big factor will be the size of your business. Often companies are weighing up between growth vs profitability, and you need to decide which of the two will better support the objectives of your organization as a whole. If you’re working at a startup level, growth is probably one of your biggest concerns. You want users, and you want them fast. It proves to stakeholders that you’ve achieved product-market fit and you’ve won market share. Typically companies approach this with lower prices and incentives like free trials or introductory offers. But be warned, we can’t all be Netflix and Amazon, managing a negative cash flow model indefinitely. Unless you’re the starting quarterback of big tech, you’ll want to be cautious about overextending your resources. If you’re looking for a product to be as profitable as possible, you’ll want to focus on your most valuable customers and try not to market too broadly, as that’s an expensive process. Prioritize loyal, profitable customers by ensuring the end product delivers on the promises you’ve made AND delivers value. This is the opposite extreme to rapid expansion, which established companies typically use to get the most out of a popular product before it loses relevancy. In what you could consider the middle ground is organic growth. Here, we’re thinking about growing your base of users while still generating profit. Having product-market fit will be a big help with this, but this is sort of the ideal world where you have a price point that’s attractive to customers but still turns a profit. I know, easier said than done, but it's good to have dreams. Wherever you sit on the pricing strategy spectrum, what you need to keep coming back to when you design your strategy is getting that alignment between the teams that know the numbers, the teams that know the product and the teams that know the market. It’s your best chance at getting the strategy right and leveraging it to achieve your business goals. ## Ready to have your say on Go-to-Market salaries? Go-to-Market is the backbone of so many businesses, but Go-to-Market job titles are still new on the scene. That’s why we’ve set out to find out what the GTM job market looks like, how much you can expect to be paid and what it *actually* means to work in Go-to-Market. Be part of the first ever report to take a deep dive into Go-to-Market jobs and salaries and see how your peers stack up. Complete the survey now. 👇 [Have your say](https://www.gotomarketalliance.com/the-go-to-market-salary-survey-2023/) ### When is a sales enablement training program needed? URL: https://www.gotomarketalliance.com/when-is-a-sales-enablement-training-program-needed/ Last updated: 2023-07-25T17:03:59.000Z Sales enablement has many different advantages for an organization, particularly for improving [lead conversions](https://www.productmarketingalliance.com/use-battlecards-to-increase-sales-performance-and-lead-conversion/), [revenue growth](https://www.productmarketingalliance.com/key-pmm-metrics-and-okrs-cltv-and-revenue-retention-for-saas/), and customer satisfaction, among many others. Enabling your teams through a training program is an effective way to ensure everyone within your organization is on the same page when delivering sales calls, customer support, and so on. Also, having a strong training program to provide this support can help to develop employee confidence, knowing they’re supported in their role, which will ultimately improve overall sales and employee retention rates. But how do you know if your company actually needs a sales enablement training program? In this article, we focus on: - How do you know when you need a sales enablement training program? - Who owns and is involved with sales enablement in an organization? - Strengthening your sales enablement training program. ## How do you know when you need a sales enablement training program? From a B2B perspective, the buying process is so complex, that we’d argue every organization selling to businesses requires a strong [sales enablement](https://www.productmarketingalliance.com/the-ins-and-outs-of-sales-enablement/) approach - including a sales enablement training program. An effective sales enablement approach should help you answer or have a plan to figure out: - What does the buyer journey and customer journey look like and how does your brand, company, employees, and product support through every step of that journey? - Whether your sales organization is hitting its [goals](https://www.productmarketingalliance.com/how-does-the-relationship-between-product-marketing-revenue-and-analysts-affect-departmental-goals/), optimizing metrics (like win rates, closed deals, and so on), and how does enablement support them in those efforts? - Do you understand the different roles that exist within your sales organization and how they support sales goals, what their top challenges are, and how you’re supporting them? - Are all your sellers able to consistently speak about the [value of your products](https://www.productmarketingalliance.com/value-propositions-that-sell/) to [different buyers](https://www.productmarketingalliance.com/3-ways-to-gain-a-deeper-understanding-of-your-buyer/) at every interaction? Can you confidently say that all your reps are using consistent [messaging](https://www.productmarketingalliance.com/how-to-ensure-messaging-is-utilized-across-an-organization/) through the sales cycle? - Are leads being effectively followed up on by sales and converting through the funnel/sales process? - What kind of onboarding, training/sales coaching, and [communication](https://www.productmarketingalliance.com/the-importance-of-internal-communication-plus-how-to-crush-it/) exists to align salespeople on new sales tools and product updates? - How often are existing sales-facing initiatives updated? - Do you know how sales reps are using the sales enablement [tools](https://www.productmarketingalliance.com/the-most-effective-sales-assets-and-the-tools-to-optimize-them/) and templates provided to them and if they are leading to a positive impact? Your role in [sales enablement](https://www.productmarketingalliance.com/everything-a-product-marketer-needs-to-know-about-sales-enablement/) will very likely include convincing the organization itself it needs to invest in building the function or redesigning your approach. So, if you or your teams still need knowledge or answers to these questions… the answer is: You likely need a training program dedicated to sales enablement. ## Who owns sales enablement in an organization? Ownership for sales enablement is varied across the board. Let’s start with some data from the [**Sales Enablement Landscape Vol. 2**](https://www.productmarketingalliance.com/sales-enablement-landscape-vol-2/) report: - **33.3%** of product marketers said they don’t have a sales enablement team in place - and have no plans to introduce one. - **64.6%** of product marketers said they own sales enablement at their company. - **94%** of product marketers surveyed said they’re responsible for creating sales enablement assets. - **46.4%** of product marketers surveyed said they don’t have a dedicated budget for sales enablement. It’s also interesting to note that a [report from HubSpot](https://www.hubspot.com/sales-enablement#:~:text=Sales%20enablement%20is%20the%20iterative,product%20or%20service%20to%20customers.) found organizations with a dedicated sales enablement team were more likely to outperform against revenue targets. This tells us that product marketing will very likely always play a part in sales enablement, whether they own it or not. How that plays out in your organization will depend on variables such as team budget, size, resources, and so on. **Lawrence Chapman, Senior Copywriter here at Product Marketing Alliance**, wrote an article that dives deep into [expert sales enablement insights and opinions](https://www.productmarketingalliance.com/an-expert-insight-into-sales-enablement/) with the help of **Kelly Esten, VP of Product Marketing, Marketing Insights & Pricing at Toast**. The key takeaway here is that the structure and responsibilities for this role can vary from business to business; in some companies, product marketing will be responsible for all things sales enablement, whilst in others, dedicated sales enablement teams collaborate with product marketing. It tends to depend on the size of the business and the resources you’ll have. For example, in small companies, it may be explicitly owned by product marketing - in a larger org, there may be a sales enablement team and they’re broken out into specializations themselves, with practitioners focused on sales enablement, and success enablement, sales leader enablement, and so on. And that brings up another important point - sales enablement doesn’t just mean strictly sales. Many sales enablement teams are moving to “revenue enablement”, which focuses on any customer-facing team and stakeholders like pre-sales engineers and customer success teams. In the example of customer success, these roles are often critical in [up-sell](https://www.productmarketingalliance.com/6-types-of-in-product-engagements-to-drive-adoption-retention-and-growth/) and [cross-sell](https://www.productmarketingalliance.com/customer-retention-and-cross-selling-in-product-marketing/) opportunities and need to be enabled. Another statistic from the **Sales Enablement Landscape Vol. 2** report shows that **6.3%** of respondents stated that sales departments take ownership of sales enablement. While sales should not own sales enablement, they have to play a critical role. For instance, sales leaders need to be a major input to and reinforce all sales enablement efforts. If you don’t have the buy-in from your sales leaders, you’re doomed from the start. Additionally, sellers themselves shouldn’t only be receiving enablement - they also need to provide feedback and share stories of success. It’s critical to figure out the roles everyone will be playing. We’ve seen the best sales enablement strategies fall apart due to unclear expectations on who’s doing what. It’s critical to define accountability on a clear scope of work. This’ll be accomplished by building out a sales enablement charter, which you can liken to a business plan and blueprint for what your sales enablement discipline will be focused on, how you’ll achieve it, how you’ll measure it, and who plays a role in that. ## Strengthening your sales enablement training program It’s a sign of a good leader when you’re implementing training for your team members so they can confidently carry out their roles and improve their sales performance. Ensuring that your sales teams are knowledgeable and sufficiently trained in their area of work is vital to an organization’s success. After all, without sales, you have no purchases, and without no purchases, you have no steady revenue income. We have a multitude of different resources here at **Product Marketing Alliance** that are sure to help you strengthen your sales enablement process and skills, alongside finding ways to ensure that your sales enablement training program is running smoothly. ### Articles [**How to develop your sales enablement team**](https://www.productmarketingalliance.com/how-to-develop-your-sales-enablement-team/) In this article, we discuss org design and specifically restructuring sales enablement to mimic a traditional product dev team in order to build the sales enablement organization in a way that makes accessing investment dollars based on proven outcomes achievable and maximizes your impact. [**The dark arts of data evolving from sales training to sales productivity**](https://www.productmarketingalliance.com/the-dark-arts-of-data-evolving-from-sales-training-to-sales-productivity/) In this article, **Kyle Doerflein, Director of Sales Enablement at LogicMonitor**, gives tips on how to convert your sales enablement function into significant revenue. [**How to improve your sales team training sessions**](https://www.productmarketingalliance.com/how-to-improve-sales-team-training-sessions/) A sales team plays an essential part in any company’s success. Check out how to conduct training sessions, optimize knowledge, and convert more customers in this article. [**How to successfully introduce sales enablement to your organization**](https://www.productmarketingalliance.com/how-to-successfully-introduce-sales-enablement-to-your-organization/) Sales enablement can help your reps convert prospects into bonafide customers. Check out how you can introduce the process within your organization. [**Sales enablement advice for product marketers**](https://www.productmarketingalliance.com/sales-enablement-advice-for-product-marketers/) This article serves as a hub of sales enablement insights, focusing on what it is, why it's important, and advice from experts in the field. ### Marketing inside out: Put your team first URL: https://www.gotomarketalliance.com/marketing-inside-out-put-your-team-first/ Last updated: 2023-01-17T16:00:01.000Z Think marketing is all about your customers? According to Tim Parkin, marketing advisor to a portfolio of multimillion-dollar brands, you're thinking about it all wrong. Instead, you need to be looking inwards and focusing on marketing internally to get everyone engaged, motivated, and on brand. Ready to fly in the face of everything you've been told about marketing? Then read on, because Tim's ideas aren't as crazy as you might think. Originally an episode of [CMO Convo](https://www.cmoalliance.com/cmo-convo-marketing-inside-out-put-your-team-first-tim-parkin/), but now you can read at your leisure. We cover: - Tim’s background in marketing inside out. - Internal marketing in hybrid teams. - Empowering marketing teams to think outside the box. - How to build a culture of experimentation. - Proving the value of internal marketing. - Getting C-suite buy-in for marketing inside out. - The golden rule of marketing inside out. ## **Tim’s background in marketing inside out** ****Hi Tim, thank you for joining us. We’re going to be talking about the importance of marketing internally and the ability to align the rest of the organization using marketing. We often think of marketing as being very external, but it's important internally as well. Whether you're in B2B or B2C, you need to be making sure your organization's aligned.** ****But before we get down to talking about that, maybe you can tell us a bit about yourself and why we're talking to you on this subject today?** Absolutely. I'm an advisor to marketing executives around the world, including at some billion-dollar brands you’ve probably heard of. I help them and their teams increase their revenue and their marketing results. I've seen a lot internally – good and bad – so we have a lot to talk about here. I'm fortunate enough to work with huge companies with massive marketing teams. When I first started out, I thought, “They know what to do. They have all the processes, and they're experienced and skilled at doing marketing.” Their problem, I thought, was that they just couldn't reach the customers or understand what they really wanted. Once I got inside these companies, I realized pretty quickly that it's not about the customers at all. We have to ignore the customer. Forget about the customer because the real problem here is the internal fundamentals – the skills, the collaboration, the strategy. Internally, it’s a mess! And the bigger you are, the more of these problems reveal themselves, and the more intricate and tangled in politics and hierarchy they become. Whether you're a startup or an enterprise-level company, the team and how they operate is so important. And that's why I talk about “marketing inside out” – we need to focus on the inside first. If we can nail that, that's how we can best serve the customer and have the best result. ****What kinds of processes can be refined through inside-out marketing?** There are so many, including some fundamentals like project management. Most marketers are more creative, and they don't have that kind of project management skill set. We also often need to refine how we do marketing. Marketing, even inside of its own department, is pretty siloed. You have the paid channels over here, SEO over there, and PR over there. They don't work cohesively, so the [strategic collaboration](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) aspect needs work. Another thing I've found is that people think they know what’ll work. They see what our competitors do, and they think that if they copy that they’ll succeed, or they think they know the customer better than other people. The reality is that nobody knows what will work. I don't know what will work, despite being an advisor. You don't know what will work. Your agency doesn't know what will work. Your customers don't know what will work. That's what led me to realize that testing is fundamental to marketing and that we have to develop those skills internally. I call it test-driven marketing. We have to test our way to success because no one knows what will work. Internally, there's often this assumption that we've done the research, we have the experience, and we've been doing this as a company long enough. We have to throw that notion out because if there's one thing marketing does, it's change. Find out more about marketing trends and how you can keep up with them here: [Building business strategies around market trendsTrends are everywhere and constantly changing. They’re incredibly valuable tools for your product marketers because they allow you to follow new opportunities, consistently change and improve your product, and maintain both your product and your brand as something fresh and exciting.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyCharley Gale![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/10/markettrends.jpg)](https://www.gotomarketalliance.com/building-business-strategies-around-market-trends/) ## **Internal marketing in hybrid teams** ****Definitely. Our entire marketing ecosystem has changed in the last couple of years. The way people live their lives has changed. The way we consume media has changed. The way people work has changed.** ****That also ties into the importance of inside-out marketing – if everyone's working remotely or in hybrid teams, you could have teams split across continents, so it's got to be hard to align people. Having a more formalized process for internal marketing must be important in the world we're living in at the moment.** Absolutely. It's so spot on that most companies are not used to the idea of working remotely, and they still don't accept the idea. I’ll often hear clients say, “No, we're not going to have remote employees – we're going back to the office.” That's a crazy idea. I've been working independently from home for 15 years now, but there are still big companies that don't accept that notion. On the flip side, some of my clients will have headquarters in one country and offices in other countries. That's a big challenge because there's communication happening in that home base that's hard to share outside. After all, you're not walking down the halls and having that conversation. You can easily forget to formalize that communication to share it out. There are a lot of intricacies to how we operate and collaborate as marketers, and that's where most of the waste in marketing is. We talk about wasted spend on ads that don't convert – that's half of it. The other half of marketing waste is inside – it's in your team. It's how your team is not operating efficiently and effectively together. That's a massive, massive waste. Fortunately, that’s something you have control over. ****We've talked a lot with previous guests about the importance of having independence in remote or hybrid settings. Still, being disconnected can make you less willing to experiment and be adventurous with your ideas because you don't have a support network backing you up.** ****You can't just go to your boss and say, “Let's try this out.” You have to go through quite a few formal steps before you can have a face-to-face meeting to get the go-ahead.** ****Inside-out marketing and test-driven marketing have got to be quite intrinsically linked to an atmosphere where people are willing to take risks, and that's essential for marketing.** 100%. When I first started out, I thought culture was just a buzzword, or that culture is just what happens if people are nice to each other and you enjoy hanging out with them. I’ve since learned that the opposite could not be more true. You can create a culture, and the culture you create, whether you do it intentionally or accidentally, is a real thing that impacts the whole team, your performance, and your results. We need to create a culture where we reward testing because the reality of testing is that it's not about getting it right; it's about learning something. Testing is not about the results and the outcome; it's about the insights that you get. If we can create a culture where people are willing to try things and fail, that's a net positive. Marketing is about figuring things out. It's about learning what works and what doesn't, how people respond, and how they won't. That's a capability that most marketing teams lack. They lack the ability to generate powerful and useful insights. Check out our top tips for testing here: [How to test internal assumptionsWhether it’s confidence, or an indicator of arrogance, we’ve all been in scenarios when we’ve put our eggs in one basket, took a risk, and been led by our gut instinct.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/04/absolutvision-82TpEld0_e4-unsplash-2.jpg)](https://www.gotomarketalliance.com/how-to-test-internal-assumptions/) It's a huge problem, and it costs companies millions and millions of dollars a year. They're “doing marketing,” but it's not effective because they have no insights, and they've never looked internally to develop those capabilities and ask, “What are we really doing, and how do we do it better?” We need to pause and reflect before we keep running faster and faster, with no reason or direction. ## **Empowering marketing teams to think outside the box** ****There's the old piece of wisdom that you learn more from your failures than you do from your successes. But you can't do that in the working world easily. It's a hard thing to get people behind because it can cost money to make these mistakes. Even if having this knowledge pays off in the long run, you still have to get the buy-in initially, and then you might lose trust if it's a failure.** ****That’s another part of marketing internally – marketing the need to take these chances. CMOs have to work with the rest of the C-suite, particularly the CFO, to get buy-in on projects. You've got to market to them why you need to run these experiments and take these chances.** Yeah, and this is the reason the CMO tenure is so short – because marketing is seen as an add-on to a company. There’s a tendency to think, “We're a company; we sell something; we have a sales team – let's add on marketing and hope that it helps us and support sales.” That's a terrible approach. Marketing is not something you do; marketing is who you are as a company. Look at Apple – they embody marketing. Everything they do is marketing. They're not selling products – you buy their products because their marketing is so good. That's what we need to learn. We look at Apple and think they're cool and hip, and they are, but we forget the brilliance of their marketing. Steve Jobs laid the foundation for the whole company, but they're brilliant marketers. When companies tack on a marketing function and then hire a CMO and say, “You better figure it out,” that's not sufficient. Marketing being seen as the core of the company needs to start at the top. In companies that are driven by marketing, it's apparent. You can see it clearly because they're so successful as a result. I’m gonna tell you one of my favorite marketing stories. My mom had a dog – his name was Buddy – who was very old and had been through surgeries. She’d ordered some special dog food for him from this well-known pet company called Chewy. Right after she got the food, Buddy, unfortunately, passed away. And so she wrote to Chewy and said, “I got this dog food I can't use. Will you take it back and give me a refund?” They immediately refunded her, and they said, “We don't want the food back. Donate it to a shelter – they need it more than we do.” Amazing, right? But then a couple of days later, she gets a knock on the door, and 1-800-Flowers had come and dropped off a bouquet from Chewy, with a note that said, “Hi, Marge. We're sorry to hear about Buddy. Hope you're doing okay.” She's told everyone. I've told everyone. You can’t beat that kind of marketing. And what’s wonderful is Chewy does this with every type of situation you can imagine. That's how companies and CMOs need to think, but that type of marketing is only possible if you can sell it internally because what's the ROI of that? It's infinite, but it's also immeasurable. What we have to realize is that there's a case to be made internally that marketing is about treating people the way we want to be treated as a customer. If we can believe that, and if we can accept that culturally, then we'll have huge success. There's too much focus on marketing delivering an ROI, but we have to accept that [you can't always calculate that](https://www.cmoalliance.com/the-truth-about-marketing-attribution/). Internally, there's a huge sales conversation to have about what marketing truly is and how we want to embrace it. Leadership is key here. You have to demonstrate how this is possible, and you have to help your team be creative with this as well. Another great example is TripAdvisor. The CEO created what he called “404 tests.” They would come up with an idea for a product or a page for the website, and they would put a link on their website to that page or that feature, but they wouldn't build it. So people come to the site and click the link, and it says, “404 not found.” They’d realized that when people saw that error message, they thought it was their internet or their computer; they didn't blame TripAdvisor. But TripAdvisor could see how many people clicked this link, and if enough people clicked it, they would say, “Aha! This is a good idea. Let's go and build the thing now.” And it cost them nothing. You can get creative like that as long as you can get the buy-in internally. You need your leadership to say they’re okay with this temporary discomfort to get a better result, save money, and learn something. There are a lot of ways we can experiment with things, but we also need to change the culture and the perspective of what marketing is in order to be successful. It’s about equipping the team to be creative and to try things that are unconventional or against best practices, or that simply might not work. If we just operate like robots – “You go do the SEO, and you run the ads, and let's just hope everything works” – that's not sufficient. We're focusing on the customer, sure, but we can't serve the customer well until we're serving ourselves correctly. On the plane, they say if the oxygen masks pop down, put yours on first before you help somebody else. The reason for that is, if you don't, you'll pass out, and then you can't help anybody else. This is how marketing teams need to think – we need to help ourselves, build our skills, and get our ducks in a row before we can serve the customer. We're too focused on serving the customer first and putting ourselves last, and that's hindering our ability to truly serve our customers, make a difference, and fight the competition that's out there. Companies like Chewy, who are building internal capabilities and then putting the customer at the center, are doing an exceptional job, but if you try to do the opposite, you're going to struggle. ****Employee retention is important in that as well. If your employees are happy and empowered, they're going to stick around, and they're going to keep doing good work. If they're not able to put their skills to good use, they're gonna get bored, they're gonna be unhappy with their work, and they’re gonna take their skills elsewhere.** ****By building a positive culture and supporting your team through internal marketing, you're going to get better work out of them, would you agree?** That's a brilliant point. It's funny that you mentioned that because I do a lot of assessments of marketing teams to figure out their problems and how can they improve. As part of that, I interview many people on the team. Because I'm an outsider, they implicitly trust me and they tell me a lot of things they wouldn't tell their boss or colleagues. Just this morning, I was talking to a member of a marketing team at a global company, and they were expressing to me exactly that – their frustration that they see the needs internally, they have the vision, and they've expressed several opportunities for improvement, but nobody’s listening because they’re a newbie. That person might be a flight risk. There are so many disadvantages when people’s talent is not fully utilized. We need to embrace our team’s skills. They’re smart people – that's why we hired them, right? We have to get out of the way and help them work together effectively because there's a lot of frustration among marketing teams in particular about the inefficiencies of how we work, what they can say and can't say, and how they can collaborate. This is why we need marketing inside out more than ever. It's so important, especially right now with the great resignation, with people leaving and competitors poaching your employees. It's expensive to get new people, and then there's a whole timeframe to onboard someone new, get them acclimated to the team, to just have the same issues. So we need to, again, pause, look internally, and fix these issues. ## **How to build a culture of experimentation** ****We've talked a lot about why it's a big advantage to market internally and encourage this culture of experimentation. What are some practical steps that CMOs and marketing leaders can take to create this kind of atmosphere?** There are two really practical steps you can take immediately today that I'd recommend. The first is to just be real with your team. I see this all the time with marketing teams – everyone knows when there are problems or when there are opportunities to improve. And there's room to improve in every marketing team, no matter how big you are, or how well you're doing. So the first step is to have a conversation with your team. Have a town hall meeting and say, “Here's the situation. We're sure there are issues, and we want to know what they are.” And you can have people submit those anonymously or however you want to do it. Let your team know that the company wants to improve, you want to constantly be doing better, and you’re gonna take that seriously, so you need those ideas for improvement. But more importantly, make this a regular thing. I recommend my clients do this every month, or at least every quarter. Have a day, even if it's two hours on that day, where you get together or you work individually to find ways to improve your processes, your process documentation, your collaboration, and your communication. Those internal fundamentals will help you tremendously, but we never take the time to work on them. That's the first thing. The second thing is what I call the book of knowledge. It's basically an internal wiki, a document, that houses everything about your marketing team. It starts with the basics of who's on the team and what they do. If you have a responsibility matrix, that can be helpful too. Then you list all of your processes, so a new person could go in there and reference that. You put all your onboarding documents and links in there too, as well as your vendors, your tracking and targeting lists, and links to reports and dashboards. I could go on and on, but you get the picture – anything and everything related to how you do marketing goes into this book of knowledge. Most importantly, you want to include your reports, updates, changes, and campaign performance. You want to be able to see what's worked, what hasn't worked, what we can do differently going forward, and how we can improve our operations and optimization – the two areas that really matter – to get better results from the marketing we're doing. That book of knowledge grows and grows over time to become a truly valuable resource that people can reference and see what’s already been tried and what hasn’t been tried yet. And have an idea log to show what we need to do in the future. It becomes an invaluable resource, as your team keeps adding to it and maintaining it. As a marketing team, there are so many demands on us that we forget the great ideas that we have. We’ll figure out a change we need to make and then get distracted by something else. Having that documented is so important and so valuable. As the team comes up with insights, they can add them to this book of knowledge, then the rest of the team can apply those insights and scale them throughout all of your marketing, so whatever little thing you learn can be amplified and multiplied. It makes everything so much better. ## **Proving the value of internal marketing** ****Marketing inside out has the word “marketing’ in it and that means it's gotta be measured – you've got to have some KPIs. So how do we measure internal marketing?** That's a great question and a fair question too. I'm a huge fan of [the OKR framework](https://www.cmoalliance.com/are-you-ok-with-okrs/) – objectives and key results – that's used by Google and IBM. OKRs are just so simple and so effective. Essentially, for those who don't know, OKRs are objectives and key results. The objective is your direction or where you want to be. The key results are the measurable components of that. If we achieve those key results, we'll know we're headed toward our objective. One of the benefits of OKRs is that they’re hierarchical, so you can have marketing organization OKRs, those can be broken down into individual functions on the marketing team, and then those can be broken down into the individual roles within that function. That way, you have full accountability from the top to the bottom of the team. That's, to me, one of the simplest, most effective ways to monitor, measure, and manage the performance improvement of the team. A lot of those OKRs will be centered around the things we talked about, like communication, collaboration, project management, and things of the like. ****One of the great things about the OKR model, which ties into what we're talking about today, is the transparency. Everyone in the company knows about these OKRs, and they know who's working towards what and why.** ****That ties into internal marketing because it’s part of building a working culture. It's quite hard for people to feel like they're aligned and working towards the same goal when they're in remote or hybrid situations, so having the kind of Northstar that OKRs provide can be very valuable for any kind of organization**. That's true. There's this acronym I have, and it's kind of cheesy, but I'll tell you anyways: TEAM. It stands for transparency, expectations, accountability, and metrics. Those are four of the things that every team needs. Transparency is paramount. We have to see what each other is doing. Also, we have to make that visible outside of marketing so other functions know how we’re contributing. OKRs help bring that transparency and that visibility. The second part is expectations. When we collaborate internally, we have to be clear about our expectations. It's not just “Hey, go and do this.” We need to be clear about how it should be done and why we're doing it. Too often – especially in marketing because it’s more creative – there's a lack of expectations. It's just, “We're going to do this thing – who knows how or why – but let's just try it and hope something comes of it.” The third part is accountability. Again, being creative, in my experience, a lot of marketers need more accountability. Thankfully, there are a lot of ways to instill that. And the fourth part is metrics – high-level OKRs to manage people and processes. Functionally, however, there's often a lack of understanding of what numbers we should be looking at, what they mean, and how often we are looking at them. ## **Getting C-suite buy-in for marketing inside out** ****Lots of CMOs and marketing leaders will be thinking, “This all sounds great. I want to do this, but how am I going to get buy-in from the top? How am I going to convince them to invest time and resources into it?” How would you recommend they go about it?** In my experience, it's a lot easier than you may think. Everyone realizes the amount of waste and struggle that can happen in marketing teams, even in large companies. On top of that, marketing teams are traditionally underfunded. It's a question of how you can do the most with the least, and that's a tough place to be in. You can't get more money to spend more money, and so it comes down to the people and resources you have, and you have to maximize those. Marketing inside out is the most effective way to do that. All you can do is improve how you operate and the efficiency with which you operate. Both components are so important – improving your team, your collaboration, and your processes, and improving how you do what you do. The other element is test-driven marketing. If you can test and validate things like TripAdvisor has, you can expedite the process. You can get the insights that you need to do great marketing and have the biggest result with the least effort and the least investment. Thinking about it conceptually like that is often enough of a case for CEOs or whoever you’re trying to get buy-in from. They probably already realize it if the team doesn't have the right skills or is being stretched too thin and we need to make the most of it. And so the question becomes, what's the best way to do that, that's not going to cost us a lot and will have an annualized return? The last part is the most important – if you improve your team, you can improve all of your marketing now and in the future. There's this infamous, perhaps made-up conversation between a CEO and a CFO, where the CEO says, “What if we invest in our people and they leave? And the CMO says, “What if we don't and they stay?” That's the reality of marketing inside out – we have to invest in our people and we have to invest in our process. If we don't, every day that goes by, every dollar that we spend on marketing has more and more waste. If you're not willing to invest in your people, then how are you willing to invest in your customers? It's a paradox that we're willing to put money into getting customers, but we neglect the people who are doing the work. The team has to come first and then the customer. That's the only way to approach this. If you ignore your team and hope you can reach customers and sell things, you're mistaken. ## **The golden rule of marketing inside out** ****We normally ask our guests to wrap things up with a golden rule, but you've hit the nail on the head there – if you're not investing in your team, you're not properly investing in your company, and you're not investing in your customer. Are there any other golden rules CMOs need to have in mind when it comes to marketing inside out?** Absolutely. Forget about your customers. There's too much focus on customers and not enough focus on teams. Marketing, despite being creative in nature, is more of a process than most people realize, and that is more true today than ever before. There's too much noise out there. We have to approach this methodically, and to do that we have to put our oxygen masks on first before we can go and help our customers. That's not selfish. It’s how we can better serve our customers. It's how we can reach more customers so we can be more profitable and have the best results, so it's really important that we stop, pause, reflect, and look inside before we look outside. ****That’s a great note to end on. Thank you so much for joining us today, Tim.** ## Go-to-Market Radio Just can’t get enough Go-to-Market content? Tune into our podcast, Go-to-Market Radio, for all the insider info from leading GTM specialists like Tim. Whether you’re interested in product marketing, sales enablement, customer success or anything else on the GTM wavelength, we’ve got you covered. With episodes on everything from product roadmaps, to converting buyers and more, there’s something for everyone. Check the series out now and level up your Go-to-Market knowledge! 📻 [Go-to-Market Radio.Welcome to the Go-to-Market Radio. Each week we’ll be bringing you unmissable episodes packed with insights and experience from GTM leaders. Go-to-Market Academy: helping organizations go-to-market better.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/04/Go-to-Market-Academy-1.png)](https://www.gotomarketalliance.com/go-to-market-radio/) ### Do you know how to use customer pain points to your advantage? URL: https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/ Last updated: 2023-01-12T16:25:12.000Z Pain points, we’ve all got ‘em. From the little bugbears to the really big challenges you have to overcome. The trick is solving them, but that’s easier said than done. Imagine the feeling of that inconvenient thing that’s been annoying you just a little bit every day. How much would you pay to get rid of it? How grateful would you be to the person who did? The solution to that problem, that makes your days run smoother and your life easier, *that’s* what you want to be for your customers. When we’re talking about pain points, there are two main groups. Business pain points, which are the ones that affect you, and customer pain points, which we cover in this article. So, let’s talk about: - What customer pain points are. - Why customer pain points are important. - How to identify customer pain points. - How to use customer pain points to improve your Go-to-Market. ## What are customer pain points? Put simply, customer pain points are the problems your customers have. Your job is to deliver products and services that resolve those problems. For example, let’s say your company launched a new product that helps teams organize their work projects and timelines and collaborate better with one another. Your customers that use the product like it, but you’ve had a lot of feedback that if people within the same company are using different email addresses, they have trouble accessing one another’s projects. It’s a barrier to collaboration and it’s frustrating some of your users. This issue that slows down collaboration is the customer pain point. And your job in this situation is to roll out an update that makes it easier for people in the company with different email addresses to access one another’s projects. When you’re thinking about the buyer personas you’re targeting with your products and how to persuade them to buy, an understanding of customer pain points will be one of the most useful weapons in your armory. ## Why are customer pain points important? There are many reasons why customer pain points are important, but these are our top three. ### Customer service Good customer service can radically increase your sales and customer loyalty. Pain points are a great way to demonstrate that your company takes customer service seriously. You want your customers to know that you’re listening to their concerns and care about improving their experience. Working to resolve their pain points will encourage their loyalty to your brand because your customers know that you’re actively working to make better products for them and help solve their specific problems. Establishing good relationships with your customers allows you to grow your customer base, generate organic growth as your loyal customers vouch for your brand and benefit from the profits that come with [lower customer acquisition costs.](https://www.gotomarketalliance.com/our-top-five-tips-for-customer-retention/) ### Securing sales It’s important to know why prospective customers are interested in your product and what problems they're hoping it’ll solve. By understanding what their pain points are, you can build a sales and customer success plan for that customer which will successfully resolve their problems. You don’t want to just throw every possible benefit of your product or service at a prospective customer. They won’t retain all of it and it’ll be overwhelming. By paying attention to their pain points, you can sell them a narrative in which your product makes their lives better. Show them what their future could look like with your product in their arsenal, and convey why they’ll be happier with your product over anyone else’s. Stick to the relevant details that target their pain points and take them on a journey to a better life, with your product. ### Differentiating yourself from your competitors The marketplace is increasingly saturated with similar products and it can be hard to set yourself apart. So, how do pain points get you ahead of the competition? Well, if lots of companies have similar products to yours and there’s a pain point bothering customers consistently across both your and your competitors’ products, identifying the pain point and being the first one to solve it will establish you as an industry leader. Set yourself apart from the rest and establish yourself as the best, all in one fell swoop. If you’re the first to solve a pain point that’s a problem across the market, you’ll win customers from your competitors and get your brand noticed as one to watch and beat. Plus, customers tend to buy with their hearts, not their heads. You can put all the facts and spreadsheets in front of a prospective buyer you want, but customers will still defer to the brand that's considered the best. When you think of phones, you probably think of Apple, and when you think of soft drinks, you think of Coca-Cola. It doesn’t matter if Tango has more flavors, Coke will always be the go-to in our minds. Be your industry’s Coca-Cola. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/01/GTM_Academy_CTA_Banners_Generic_3.jpg)](https://learn.gotomarketacademy.com/trainings) ## How to identify customer pain points. Again, there are a few ways to go about this, but we’ve shortlisted our favorites. With these methods of data collection, you can build a really strong image of who your customers are, what their pain points are and how you can solve them. ### Sales calls Record your sales calls and pay attention to: - Questions your customers ask about your products and services. - Their reasons for being interested in your product in the first place. - The problems they want to solve. You can use this information to build out a well-rounded image of who your customer is, what their pain points are and what a successful resolution would look like for them. Sales calls are a great point of contact to really get to know your customers and how you can be their product knight in shining armor. If you’re a large company, listening to all of your sales calls is going to be pretty time-consuming. Luckily for you, your pain point can be resolved easily. You can buy software for your company that will record and analyze your sales calls for you and tells you which pain points customers are bringing up the most. With this data, you can group the major pain points your customers have and create solution plans for each pain point. For example, you could have one sales path that you follow for customers who want better collaboration in their company and another sales path you follow for customers who want more user-friendly interfaces for their teams. If you want to find out which tools you can use to automate this system, check out our guide to sales enablement tools: [It’s time to invest in sales enablement tools. Here’s why.With a cross-functional Go-to-Market strategy where sales can confidently mesh their persuasion and charisma with product knowledge, you’re looking at much higher win rates and, therefore, much higher revenue.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/09/salesenablementools.jpg)](https://www.gotomarketalliance.com/its-time-to-invest-in-sales-enablement-tools/) ### Focus groups Arguably the best way to find out what your customers are thinking, ask them! Put a focus group together and ask your customers what their pain points are and the kinds of solutions they’d like to see from your company. Focus groups are also really useful because you can put them together early on in the Go-to-Market process. While sales calls happen later on, usually after a product’s been launched, you can hold focus groups while you’re still in the product development stage. This lets you refine your ideas and products early on, so you can avoid putting out a product that isn’t actually relevant or useful for your customer base. ### Online surveys and quizzes You can put out surveys with products like Typeform or Survey Monkey to dive deep into how your customers feel about your product. Similar to the focus group, this allows you to directly ask your customers how they feel about your products and what their pain points are. The strength of the focus group is that you’ve got a captive audience to answer your questions. While surveys can be harder to get engagement out of, the advantage is you can reach a wider range of people from different markets around the globe. While surveys are a great tool for in-depth feedback, if you’re interested in less detailed feedback but with much higher responses, pop-up rating widgets on your website could be the way to go. You’ll probably only want one or two questions in your pop up, but if it’s a tool users can interact with quickly and easily on your website it’ll be much easier to get higher hit rates. 💡 While you're thinking about surveys, why not take ours? We're empowering Go-to-Market professionals to get the compensation they deserve with our 2023 salary survey. Have your say [here.](https://www.gotomarketalliance.com/the-go-to-market-salary-survey-2023/) ## How to use customer pain points to improve your Go-to-Market Customer pain points are crucial to your Go-to-Market strategy. When you’re launching a new product, you’re adding a new chapter to your brand's story. You want that new chapter to add value to your brand and make sense to your customers. For example, if a clothing brand that’s marketed itself as offering sustainable fashion, it would make sense for them to bring out an organic range. Their customers would be excited about it and it would make sense for the company. However, when iHop changed to iHob and announced they’d be becoming a burger joint, we were all pretty confused. It didn’t make sense and customers couldn’t understand the change. When you’re planning the next steps for your brand, take stock of your customers’ pain points. You can use them to help develop products that’ll add value to your customers and show them you’re moving forward in a direction that centers their experience. A customer-led [Go-to-Market strategy](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) that uses customer pain points as a starting point to work out what you want to achieve as a company will always offer customers more than products designed in a vacuum. Pay attention to pain points and you’re far more likely to carry out a GTM strategy that resonates with your audience and successfully lands in the market. ## The Cross-Functional Go-to-Market Playbook Can't get enough Go-to-Market? Us either. That's why we've created the [Cross-Functional Go-to-Market Playbook](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/), a one-stop shop for: - Advice and insights from industry leaders in GTM. - Step-by-step guides to successful Go-to-Market. - Actionable frameworks for cross-functional strategy. And much more! Download your free copy today and get started. 👇 [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/01/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_-1.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) ### How Spotify successfully took video ads to market URL: https://www.gotomarketalliance.com/how-spotify-successfully-took-video-ads-to-market/ Last updated: 2023-01-10T18:08:19.000Z *Susan “Spark” Park has an incredibly diverse career background. She’s worked in the navy, in sales, and in product. She then decided to conquer product marketing. She did that by rising through some incredible companies, starting at Google and eventually going to Spotify, which is the case study she's going to be presenting today.* *Now she's the Head of Gaming Ads, Product Marketing at Facebook in London, and is managing an international team focusing on that space:* “ I'm really honored that you’re here to learn about how we at Spotify took video ads to market. Honestly, the story of this is core product marketing work. I didn’t do a lot of the work, but I helped tee up the work that can be done. At the end of the day, I think product marketing is really all about that. For every company I've been at, being the glue across this is the most important versus just the high quality. And I hope you'll see that throughout this [Go-to-Market process](https://www.gotomarketalliance.com/why-you-need-to-invest-in-go-to-market-strategy-2/), and how we had to move things around. At the end of the day, the network is so important. With every launch that I've ever worked on, I've needed my peer set both internally and externally to make it successful. And I want to show you how all of this can come together pretty well and how we thought about it throughout the whole process. The reason why I chose the Spotify video ads launch is because this was one of the few products throughout my four years at Spotify that we helped with from inception all the way to iteration. I was there on the product team when we came up with the idea, moved into technical launch planning, and then into Go-to-Market iterative strategy. So this is a really holistic end-to-end. I'm not going to bore you with a Go-to-Market alpha-beta framework. Instead, I'm going to go through the tough questions that we had to answer at certain parts of the process and what that keyed in. We're going to talk about: - The context of what we're dealing with from a company dynamic approach. - How we went after this market and how we wanted to think about taking this product to market. - The results and what we wanted to drive. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2023/01/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) ## The vision for Spotify ads Today, Spotify is a beautiful, mobile-first product. But how many of you remember the old Spotify? When I joined the company in 2011/2012, Spotify was a desktop download. We only had audio ad formats, and we still have these formats today. How it works on free is that you listen to two to three minutes, and then you get audio ad breaks. And we only had display products. We were making about 9 million a year in revenue when I joined, which isn’t bad when you’re using your song delivery system as your ad server and Salesforce as your order management system. They literally had three engineers, and they wanted to go big on ads and big on free. So they hired a bunch of talent from Google to come in and start thinking about how we could take this on and become a huge freemium ad platform. We had many reasons why we wanted to have free in every market, but we knew in order to do that you had to have an ads business to sustain it. So I came in during that massive period of change, and we had to deal with not only a huge change within our ad product, but we had to deal with a lot of consumer changes as well. We launched to mobile, and I’m going to talk about what we chose to build and why we chose to build it. In 2012/2013, we actually got together and thought about what the vision was that we wanted this ad platform to be. We had such great executive talent like Jeff Levick and Erin Clift, who were thinking about the vision statement of what they wanted this ad platform to be. And they created such a strong B2B brand. We wanted to be a top global ads platform driving strong revenue growth for Spotify. We also wanted to drive a consumer-first experience that would create incremental revenue for Spotify. A churned user out of Spotify means it's a user that we can't convert to premium, so we had to make sure it was something that we'd want to keep people around for. We obviously wanted to exponentially grow revenue. And what we were seeing in 2011, 2012, and 2013 was explosive growth in mobile. All of these really fast-moving tech companies were capitalizing it, and we wanted to get into that game. But that's really hard to do. We also wanted to future-proof our sales team to make sure that they could pivot into this new future of mobile. And we basically wanted to 10x our revenue goal. As I said, when we came in we were making 10 million a year which is pretty good, but if you're growing to be a global ads platform, you’ve got to hit more triple digits. The subscription business is highly profitable. We were also almost like a pre-IPO revenue diversification bet, so we really wanted to get to 100 million at some point over the next three or four years. We had a very strong vision of what we wanted to do, and we were hiring the talent to try and get us there. But what should we build? You have audio ads and display ads, but where was the market going in terms of how you could build up premium and a lot of bang for your buck? That was in video. We were also pulling a lot of reports in terms of where the ad market was going. Everybody was going to mobile video. Everyone was trying to think about how they should enter the space and how they should push it because that’s where the money is. The TV ad market was changing. It was fragmenting, and we had to think about how to introduce video because that’s the premium format that would drive the most CPMs or the highest money that you could get for an impression. We knew we wanted to do mobile, and we knew we wanted to do video. But how do you put video on a listening platform? How much time are you spending looking at Spotify versus YouTube? It's not an inherent video platform, so how do you build a video product on a platform that you actually tend to listen to, in a consumer-first-driven way? So we did a tonne of user research, and our first hire was actually a user research company, plus our UX designers who just mocked up a bunch of demos of what a video ad experience could look like. We got so much user research to the point where we had neutral to positive responses for ad format on Spotify, where someone would actually sit and watch it. And the only way we could do that in an innovative way was this format, which is basically a rewarded video experience. So how this format works is that you enter into Spotify and pick a playlist that’s actually initiated when you hit shuffle play, which is a viewable moment. So it's a user-generated video ad impression. And your incentive is that if you watch the video all the way through, you get 30 minutes without ad breaks. So if you're in the gym and you want to run for 30 minutes, or you want to bang out some work and not have some commercials interrupting you, you could get this ad format and get something back. So we were thinking that this format, plus our non-user-generated content format, plus the user-generated action, could be our solution to driving a kickass video product that could make us a lot of money. This is all the user research, and again, we were trying to go ahead of the market. Rewarded video on gaming was around at this point, but it wasn’t nearly as ubiquitous as it is today. So this was pretty new for it. And actually, Pandora hadn't even done anything like that yet. Pandora is a very large streaming service in the US and is predominately ad-free. Pandora was doing video but in different ways than we were. ## Overcoming Go-to-Market launch challenges So the approach when we came up with this format was, how do we want to introduce this? Have you done or heard of the exercise from Amazon of writing your own press release? It's actually a fantastic exercise. Once you figure out what the product is and what customer group you want to go after, you write a press release of what you want the press and people to say about your product. What does that look like? What kind of ad effectiveness do you want in there? What kind of results do you want your beta to say? What types of customers do you want to be quoted in your article? This will help you design your beta and your proposition very early, and keep your vision on the Go-to-Market to drive that forward. It's an excellent tip we learned from Amazon. I think we did it at Google, and this is one of the first things we did at Spotify. Regardless of that exercise and vision, once you get into the Go-to-Market pace of trying to launch a product, you get caught up very quickly in challenges. So we're basically trying to bring a user-initiated ad format toward a reserve media platform. And it was very hard for us to figure out how much inventory we were going to have. How do we price this? What does this look like? We were actually getting a lot of questions like this from our Head of Sales. In fact, he once referred to a format that I spent six months of my life researching and taking to clients as ‘cute.’ He said, “ I want to make sure we're not too cute with this.” When you start hearing questions like, “How do we do this?” “How do we actually sell this?”, what you're actually seeing is waning stakeholder alignment as well as investment in the product. So when he was asking these questions, what he was saying was, “I have doubts that my sales team could sell this format out because it might be too different.” So you should recognize that as soon as possible and change that. Our Head of Product was smart enough to notice that, and that this product was making our sales teams very nervous. So we had to formulate a different approach to video and create something even bulkier to make sure we’d have a safer video launch. We limited the launch to very high inventory markets. We had about five, like the US, the UK, and other places where we've been very live for a while and had a lot of inventory that we could burn through and create ad breaks and user opportunities fairly early that could help us forecast into other markets. We packaged the inventory together and limited how much we sold. We actually sold five packages of about 10 grand each at launch for each market so that we could control supply and demand. Plus, it created this mentality of ‘these could sell out, don't you want to be in the first 10?’ This is also like an anon auction platform, so it rolls very differently as you tend to do things. The biggest step that we took is our Head of Product actually built a complementary video product for desktop at the same time to make sure that we’d have a cross-platform experience, which is also what a lot of our advertisers had been asking for. The other biggest takeaway from this is to listen to your sales team. If your sales team is having issues or your senior stakeholders have questions, listen to them and try to make changes to your product to make sure you align there. Because if you don't align that stakeholder support, you’ll lose funding. It's incredibly important. So make sure you think about that and think, *can we do this?* *Can we build complementary products to make this even stronger?* And we did. We launched an additional desktop and tablet experience that isn't a rewards-based video, but just a general video product to go on these placements. There were other very large Go-to-Market challenges. The first one was, how do we get the ad industry to treat us like a destination for video ads as a music platform? These would be the first videos that ever showed up on Spotify. We weren't treated as a video platform, so we’d have to redefine how we were showing up in the market. This wasn’t a job for us. Then also, how do we do sales enablement with one product marketing person, my boss, and 100 salespeople across multiple offices? How do we get this done? And how do we actually get this going? ## Finding success with network effects Network effects were key here. Like I said, product marketing isn’t doing all the work, it’s lining up all the resources to get it done. And I wish I was this smart back then to know that I don't have to do all the work, but I have to be the person to make sure the work gets done in certain ways. ### Internal resources I still think Spotify has one of the best B2B branding, as well as being one of the best consumer branding businesses out there. We really leverage the brand that they’ve built over time as a strong business brand. If you guys have an asset like that, utilize it. They developed a really strong media plan for us to drive awareness across these video products with our key constituents. Our learning and development team helped connect us to an agency that would actually help us build learning modules over a four to six-month period so that our sales teams could learn about the video ad space. We interviewed buyers from agencies and taught them about programmatic and a lot of other things. We couldn't fly to each office to do this, but we could hire contractors to build some kickass content that people could read or watch in bite-sized times to get a better feel for what they’d be selling and how they could talk like a video seller. ### Contracted resources We contracted out to resources. We basically had a sales collateral narrative built by an expert and B2B keynotes, and we actually brought in a Go-to-Market contractor who used to work at YouTube to come in and help us in this Go-to-Market process. You don't have to do this alone, and that's why your sales stakeholders and your business stakeholders are so important. If they believe in you and they believe in the product and where you're going, they will help you get the resources and contracting to get it done and get it done well. ### External resources I used my external resources as much as possible. We had a client advisory board, so we took the stuff to a select few of our clients, including a VP at Universal Pictures who was one of our highest advocates. Then we used our PM and PMMs network. One of our PMs had actually worked at Hulu before, so we brought in one of his product marketing experts at Hulu to come and consult with us. She actually helped us name the products, tighten up our positioning statements, and drive legitimacy to how we talked about our product in the market. ## The results of the launch My boss put together a sizzle reel for what these products looked like and what we launched in 2014\. I thought all the positioning statements were things that we had extracted from our customers over this much research, creating the pillars for our premium video product that we could hopefully get a lot of money from. And guess what? First of all, we got the press release we were looking for. We launched around Adweek. And like I said, we had an amazing B2B and press team that really got us coverage everywhere. Because of our strong relationships within this marketplace, we got Target, Ford, and Universal Pictures to talk about our products. It was really wonderful, and we really leveraged the core assets we had of being a well-known platform to make sure that we could make a huge blast from a marketing and media perspective. After a couple of years, we made a lot of money. Within the first year, our diversification of revenue turned in 25%. 70-75% of what we sold was audio ads, and 25% became video. That number raised even higher the year after. So at the point where I left, we had a lot of video and we were selling out this format as well as our video format in certain markets. We had really strong products for the premium and niche platform that we were. We were maximizing at the time as much as we could with these viewable moments that we could take advantage of from a video perspective. “ ## Don't miss our podcast. 📻 Just can’t get enough Go-to-Market content? Tune into our podcast, Go-to-Market Radio, for all the insider info from leading GTM specialists. Whether you’re interested in product marketing, sales enablement, customer success or anything else on the GTM wavelength, we’ve got you covered. With episodes on everything from product roadmaps, to converting buyers and more, there’s something for everyone. Check the series out now and level up your Go-to-Market knowledge! ### Niche competitive advantage: everything you need to know URL: https://www.gotomarketalliance.com/niche-competitive-advantage-everything-you-need-to-know/ Last updated: 2023-07-25T11:03:51.000Z Not every business has the resources to throw behind a global marketing campaign. Whether your business is large or small, resource-rich or on a budget, sometimes a focused approach is the best fit. 🎯 If it’s a niche competitive advantage you’re after, you’ll have to carve out a corner of the market and make it your own. To do that, you need to understand your niche inside out: your target audience, their problems, and pain points, where they spend their time, and how you can make your brand messaging speak to them and reach them where they are. We’re here to help. 👏 ## What is a niche market advantage? A niche market advantage is a type of [competitive advantage](https://www.competitiveintelligencealliance.io/sustained-competitive-advantage/) \- one that stems from targeting and winning a small portion of a larger market. At its core, this is the direct opposite of a mass market, or “undifferentiated”, marketing strategy. Rather than commoditizing your product, you’ll make it super high value for a small number of people, rather than low value for many. In his (now classic) book, Competitive Advantage, **Michael Porter** lays out a number of what he calls “**Generic Strategies**” for obtaining a competitive advantage. These are: - Cost leadership strategy. - Differentiation strategy. - Focus strategy. This last one, the Focus strategy, *is* **niche market strategy**. With a Focus strategy, a business wins its competitive advantage by meeting the unique needs of a **specific, small** **market segment**. It aims to solve these needs better than any competitor (if any true competitors even exist in this unique space). So, if your business has a niche competitive advantage, but you’ve no competitors, who can you be said to have an advantage *over?* Even the most unique products serve a similar *function* to something that’s gone before. When you dig deep enough, new and disruptive businesses offer the same core, emotional creature comforts as their predecessors. For all its innovation in delivery, Netflix offers entertainment. Quite different in form, but quite the same in function (at the emotional level) to a 19th-century storyteller in a Victorian public house. ## What is a competitive niche? A niche is a smaller [market segment](https://www.competitiveintelligencealliance.io/how-to-get-started-with-market-segmentation/) within a larger audience. This segment has specific needs, buying behavior, and lifestyle characteristics. By investing in customer research, and learning all about these specific needs, behaviors, and characteristics, you can tailor your products to meet the particular wants and needs of your niche. A ‘competitive’ niche is one that’s highly contested, so it has less profit potential than one with fewer competitors. Renée Mauborgne and W. Chan Kim’s “Blue Ocean Strategy” suggests targeting an uncontested portion of the market. It urges you to create your own sub-space in the market that competitors haven’t yet been innovative enough to discover or create for themselves. 💡 *Note - the other side to this coin is the proverbial “Red Ocean”, where lots of competitors fight with each other like sharks. It’s cutthroat, but the comparative calm that “Blue Ocean” evokes gives you a sense of what this is all about.* ## Advantages of having a niche competitive advantage So - of all the strategies for creating a more profitable business, why might you choose a niche competitive advantage? ### Viable for small businesses **For starters**, targeting a small niche is well within the capabilities of most businesses, no matter their size. This is especially true when the founder is a member of the niche they’re targeting. Rather than having to invest in detailed customer research, the founder, as a member of the niche themselves, intimately understands all their target audience’s pain points and problems. This makes them uniquely qualified to create and sell a solution. **Second**, setting its sights on a small niche allows a small business to focus its limited resources on winning in one area. It’s often difficult for a small business to focus on larger sections of the market. That’s because marketing to larger audiences requires more capital and a more complex and costly marketing strategy. Two things that are beyond the financial reach of many small businesses. Focusing on a small subset of the market, on the other hand, increases the chances of making a lasting impact on a significant enough number of people to turn a profit quickly. ### Eliminates competition Targeting a very specific niche eliminates much of the competition. Done right, there’ll be few, if any, competitors pouring resources into creating products to solve the same specific problems as you. This is the heart of Renée Mauborgne and W. Chan Kim’s “Blue Ocean Strategy” we mentioned earlier. By [positioning your brand](https://www.competitiveintelligencealliance.io/positioning-matrix-guide/) to fill a space where there are no “sharks in the water”, you give yourself room to grow unimpeded. What’s more, when prospects discover your brand, you’ll seem fresh and unique. There’ll be little on the market to compare your brand with because there aren’t any other businesses delivering a service quite like yours. [Comparative vs Competitive Advantage: What’s the Difference?Comparative and competitive advantages are economic terms that, when applied to a business, refer to a business’ ability to produce goods and services and to win against competitors over time.![](https://www.competitiveintelligencealliance.io/content/images/size/w256h256/2022/05/CIA-favicon.png)Competitive Intelligence AllianceAlex Walton![](https://www.competitiveintelligencealliance.io/content/images/2022/09/anastasiya-romanova-vGY31qO4518-unsplash.jpg)](https://www.competitiveintelligencealliance.io/comparative-vs-competitive-advantage/) ### Ensures relevance More focused marketing strategies ensure you’re relevant to your target audience. It’s crucial your **brand messaging and storytelling** makes it clear who your product is for and why it solves their problems better than any other product out there. When you’re dialed in on one or two key problems, distractions are impossible. You’ll end up doing more of the few things that work, enabling you to **iterate quickly** and get to the *right* solution for your customers in record time. Your marketing campaigns can’t help but appear **fresh and striking** to prospects, either, as they’re written by a team that understands prospects’ needs inside out. This leaves prospects feeling confident your product is right for them. Even the simplicity of a small product line, too, can help break down buyer resistance, easing the sales process. ### Specificity pays Businesses can set higher prices for specificity. Think “business strategy consultant for solopreneurs in San Francisco”. How much do you think this person could get away with charging their clients? Compare that figure with what you think they could charge for a generic “business strategy” call. Due to greater specificity, customers trust that the vendor understands their specific needs and problems. They’re more willing to pay higher prices for this **extra confidence**. There’s a lot of value to be found in **reducing risk and uncertainty** for prospects, and this specificity is one of the ways businesses can do just that. ## Disadvantages of niche market strategies ### Small margin for error Going after a niche market is a double-edged sword. 🗡️ It’s the business equivalent of putting all your eggs in one basket and the opposite of “diversifying your portfolio”. As a result of doubling down on a few specifics, you’re **exposed to a lot of risk** with very little room for error. Niche markets are “high risk, high reward” opportunities. Do things well, and the rewards are magnified. Put a foot wrong (especially if you don’t have the financial resources to absorb the costs of mistakes), and it’s the consequences that are magnified. This is another reason it’s so beneficial when your founder is a member of the very audience you’re targeting. They’ll know which problems to solve first, how to prioritize, and where to advertise to get the word out to relevant audience members. ### Churn has more impact With such a small audience, your profit margins ride on a small number of high-value sales, rather than a high number of lower-value sales. From there, it’s all about retaining those customers and driving brand loyalty. Since customer acquisition costs are high, small fluctuations in **churn rate** can make a massive impact on your bottom line. Each sale is hard-won, so when you lose a customer, you’re going to feel it. 🤕 You’ll also more keenly feel the disruption when (not if) **competitors and imitators** start to muscle in on your small market space. ### Hard to apply economies of scale Niche market strategies don’t lend themselves well to economies of scale because there aren’t many willing buyers (the relevant target market is small). Take cars, for example. The first (and perhaps greatest) example of using economies of scale to turn a profit. In the early 1900s, cars were still assembled by hand. This made them a luxury product, out of reach for the many. Henry Ford took something that, per unit, was horrendously expensive to make and for consumers to buy. He invested in manufacturing processes, multiplying efficiency, slashing costs, and ramping up production. The result? [The cost of his motorcars fell almost 70%](https://transportgeography.org/contents/chapter1/the-setting-of-global-transportation-systems/ford-cost-production-1908-1924/). Production increased accordingly. With greater supply, and affordable products, cars became available for the masses to purchase. ![A graph of cost and production of Ford cars over time through the early 1900s](https://www.competitiveintelligencealliance.io/content/images/2022/11/1-3.png) *Source: Case File of Henry Ford, Committee on Science and the Arts, 1928 Cresson Medal.* Ford commoditized what was a luxury, but only for *his* cars. Competitors produced cars that were little better for many times the cost. With this strategy, Ford used economies of scale to create a Cost Leadership Advantage, as Michael Porter would put it. This makes clear just how at odds it is to target a small section of the market and try to apply economies of scale. Economies of scale work wonders when you’re producing a commodity for the many. Especially when you’re taking a once-luxury product and making it affordable. The crux here is that everyone benefits from transport. It’s a universal need. The specific problems you purposely set out to solve don’t have this scope, so selling on the scale necessary to make economies of scale viable becomes near impossible. ## Niche advantage case studies It’s not hard to spot a business with a niche competitive advantage. They’ll be attentive to the specific needs of their *specific* target audience, and there’ll be tell-tale clues sprinkled through the brand messaging and storytelling. They’ll use language that aims to convince prospects their specific needs are about to be solved. All they need to do is buy. ### Quorn British food company Quorn’s line of vegetarian and vegan meat substitutes aims to look and taste like the real thing. This immediately tells you they’re a brand looking to solve specific problems for specific people. Vegetarians and vegans are already two subsets of the market, but not all vegetarians or vegans want a ‘substitute’. Many dislike the taste of meat, or the texture. It does, however, position Quorn’s products as a happy compromise. This made Quorn products a hit with families where the resident cook had to please a family of mixed opinions when it came to whether meat was in or out. Their existing brand messaging is devoted to sustainability and the health of the planet. This, too, is an attempt to target a niche audience, this time segmented by its environmentally-conscious values. ![Image of the Quorn website's homepage, featuring a buffalo quorn fillet burger and text](https://www.competitiveintelligencealliance.io/content/images/2022/11/2-2.png) ### Remote A service for businesses that are serious about making remote work *work*. Rather than position itself as a platform for payroll, HR, and employee benefits for *every* business, Remote positions itself as the best solution for businesses with a *distributed* workforce. Remote understands that, when your staff is spread across the globe, there are particular concerns around trust, security, and the ease of taking care of bulk tasks like payroll in myriad currencies. As such, their brand messaging reflects ease and safety, with words like “safeguard” and “streamline” featured prominently on the homepage. The tagline “Grow your team the right way with Remote”, meanwhile, makes it clear this is a service for scale ups looking to hire the best talent - wherever it’s found. ### Google Stadia Here’s an example of a niche product from a well-known company - only this time, the product didn’t pan out. Google recently announced its plans to discontinue its Stadia gaming service and refund all purchases, but its stint in cloud gaming is an excellent example of an attempt to capture a niche portion of the market. ![Screenshot of the Google Stadia website homepage, with the message that "stadia will wind down January, 2023"](https://www.competitiveintelligencealliance.io/content/images/2022/11/3-2.png) Brand messaging focuses on ease, with the tagline “skip signup and just play” still visible on the website. Even non-gamers have heard of Playstation, XBox, and Nintendo. This trio of industry giants has been battling it out for market share for decades. But what about those who can’t afford expensive consoles? Or those who can’t access them? What about those dreaming of a simpler gaming solution? Google aimed to bring gaming to these individuals and solve a specific problem: how do you provide a high-quality gaming experience with little or no hardware? With Google Stadia, all users needed was a decent enough WiFi connection, a compatible controller, and a Chromecast Ultra. This brought the price of entry for a 4K gaming experience down to around $100. Sadly, the service didn’t take off as Google had hoped. Stability issues, a lackluster library of games, and a lack of consumer trust all forecast the service’s downfall. But by targeting a subsection of the gaming market, Google created a viable new cloud gaming service that it plans to license to third parties. --- ### How to increase your customer retention rate and boost loyalty URL: https://www.gotomarketalliance.com/how-to-increase-your-customer-retention-rate-and-boost-loyalty/ Last updated: 2023-07-25T17:11:13.000Z The key to business success isn’t all about attracting new customers. No siree - you’ve got to give existing users a reason to stick around and make it *impossible* for them to slip through the cracks. [Research by Semrush](https://www.semrush.com/blog/customer-retention-stats/) indicates the probability of selling to an existing customer is between **60%** and **70%,** whereas the probability of selling to a new customer is only between **5%** to **20%**. This is all the more reason to do everything you can to increase your customer retention rate and improve customer loyalty. The million-dollar question? Which methods can you use to keep consumers onside? In this article, we’re going to focus specifically on: - How to improve customer retention and customer loyalty - Why customer retention is important for company growth - How to understand your customers ## How to improve customer retention rate and customer loyalty ### Publish customer case studies Your buyers will always be more inclined to buy your product or service if they see a ringing endorsement from an existing customer who’s singing your praises. [Case studies](https://www.productmarketingalliance.com/what-is-a-case-study/) are a great way to demonstrate what your customers love about your brand, and more importantly, what your prospects could have in store if they put their hand in their pocket and bought the product, too. Use this type of content during the sales process and you’ll communicate to your customers why your product will fulfill their [customer needs](https://www.productmarketingalliance.com/customer-needs-and-how-to-meet-them/). When planned and executed well, case studies can be worth their weight in gold, offering unrivalled insights into the mind of the consumer. However, there are elements you need to consider, as highlighted by **Adam Thomas, Lead Product Manager at SmartRecruiters**, as he outlined [three critical components for your next case study](https://www.productmarketingalliance.com/three-critical-components-to-consider-for-your-next-case-study/). ❔ Plot your next case study to precision with our collection of[ 80 case study questions](https://www.productmarketingalliance.com/customer-case-study-questions/). ### Don’t make unrealistic brand promises Oftentimes, voluntary [customer churn](https://www.productmarketingalliance.com/your-ultimate-guide-to-churn/) occurs when a customer becomes disillusioned with a company failing to keep promises they’ve made during the [customer onboarding](https://www.productmarketingalliance.com/the-fundamentals-of-customer-onboarding/) process. Honesty is truly the best policy when it comes to providing exemplary customer service - somewhere down the line, you *will* come unstuck if you make promises you can’t keep. So, instead of trying to pull the wool over your customer’s eyes, channel every fiber of your efforts into delivering an awesome value proposition and keep your end of the bargain. This’ll keep your customers happy and help you build future customer advocacy programs. ### Plan for the future Your hard work doesn’t end once you’ve converted a prospect into a customer. It’s essential to create a roadmap outlining how you’ll build and consolidate for the future. Internal collaboration is essential to make sure you get this on the money; liaise with your Customer Success Manager, and establish clear goals and milestones you can communicate to your users to get them hyped about the next stage of your relationship. For example, when a gamer purchases from the PlayStation Store, Sony isn’t content with a one-off sale. They send their customers messaging to inform them about new gadgets, upcoming titles, playable demos, and so on. Oftentimes, the customer will be asked to give their feedback, and this is fundamental in making them feel as though they’re playing a proactive role in the development of the brand, which in turn, encourages them to stay loyal and keep on buying the company’s products. ### Plant the seed of positivity Whether it’s a rude waiter in a restaurant, painfully slow service at a bar, or an unsanitary Uber journey, as consumers, we’ve got a tendency to remember poor customer experiences. When such instances occur, companies bend over backward to put things right. However, why’s it rare for companies to highlight when things go as intended and customers are left with huge grins on their faces? Good customer service is all too often treated as a given, so when you do an awesome job, buyers don’t always appreciate it. Instead, speak with your CSM and put communications in place that’ll earmark to your customers just how amazing you are, and the quality of the service you provide. When you deliver a product or service that blows the competition out of the water, don’t approach it with the mindset that it’s to be expected. Instead, sing from the rooftops and celebrate your success - if your customers can see in no uncertain terms the quality you’re bringing to the table, why would they go elsewhere? ### Ask for feedback Churn predominantly occurs because your users aren’t happy with a particular element (or elements) of your product or service. So, what better way to improve your offering than going straight to the source and asking them what they like, and what they’d like to see improved? [Customer and market feedback](https://www.productmarketingalliance.com/the-what-why-and-how-of-customer-market-feedback/) is *essential* in improving your offering, understanding the customer experience from the consumer’s point of view, and essentially, holding onto more of your valued client base. From focus groups to questionnaires and surveys, there are a variety of ways to collect [quantitative and qualitative data](https://www.productmarketingalliance.com/qualitative-vs-quantitative-research/) that you and your team can use to make informed decisions about your product, without relying primarily on [internal assumptions](https://www.productmarketingalliance.com/how-to-test-internal-assumptions/). 🎧 Tune into the [Customer & Market Research Podcast](https://www.productmarketingalliance.com/consumer-and-market-research-podcast/) with **Vincent Xu, Product Marketing Manager at Google**, as he discusses a breadth of key topics that’ll help you enhance your research programs ### Make customer experiences consistent Consumers are often creatures of habit; they like to know what to expect when making a purchase. The chances are, your customers won’t buck the trend; the element of surprise isn’t a favored tactic amongst marketers - and for good reason. It’s very rare for customers to relish unfamiliar territory. Create onboarding processes for your new customers and conduct kickoff phone calls and meetings. It’s also important to create web assets and social media channels that are consistent. This’ll support you in securing adequate support across a variety of channels. Furthermore, ensure you have regular check-ins and milestones penciled in. If there are any areas for improvement, you can address these in these sessions before they slip under the radar. We’ll say it time and again: while [reactivating a churned user](https://www.productmarketingalliance.com/how-to-reactivate-churned-users/) isn’t impossible, it’s not easy by any stretch of the imagination, so look after your customers! ### Make information easily accessible We’ve all been in a situation when we’ve needed customer support, but haven’t had a clue where to find it. Is it fun? No. Is it irritating? Absolutely. If your customer has a query, it’s your responsibility to ensure they can find the information they need quickly, and with minimum levels of fuss. If they can’t use the product to its full potential because they have to jump through hoops to get answers to a simple question, don’t be surprised if they jump ship and seek an alternative. While [chatbots](https://www.productmarketingalliance.com/chatbots-for-sales-enablement/) can be useful in helping your customer get some of the help they need, never underestimate the effectiveness of old-fashioned, human-centric communication. ### Log previous mistakes While we all aspire to fulfill the perfect [product launch](https://www.productmarketingalliance.com/what-makes-a-successful-product-launch/) or promotional campaign, invariably, there’ll be instances where areas for improvement emerge. It’s part of your remit as a product marketer to ensure that you don’t make the same mistakes time and again. You can also minimize the risk of future disruption by using a CRM system to track customer feedback, and phone calls, and check miscellaneous information that’ll help you familiarize yourself with the preferences of your customers and offer a more fulfilling service. ### Act swiftly on pain points There’s more to customer retention than serving up products that tick all of the boxes. You also need to pay attention to pain points that are being flagged to your customer support team. Never underestimate the importance customer experience plays in establishing loyalty amongst your consumer base. If you’re trying to establish yourself in a saturated market and vying against competitors, you need to eradicate any shortcomings or run a serious risk of your [customer churn](https://www.productmarketingalliance.com/simple-strategies-for-reducing-customer-churn/) increasing. ### Go above and beyond Satisfying the basic needs of your customers should be a given, and won’t always convince people to hang around and become advocates of your brand. Conversely, when you exceed customer expectations, more often than not, your customers will marvel at your customer service, recommend you to their friends and family, and help you grow your business exponentially. The recipe for offering a service surpassing expectations is based predominantly on the following questions: - What expectations do your customers have? - What do they expect from the industry in which you operate? - What’re your competitors doing? - What measures can you put in place to exceed expectations? Remember, one person’s perception of going “above and beyond” will differ from somebody else’s. Therefore, you need to revisit and evaluate the measures you’re implementing at regular intervals, to ensure you’re appealing to as many people as possible. ### Use reciprocity techniques Ever heard the expression: “treat others the way you want to be treated?” This notion is particularly true when it comes to customer retention and customer loyalty. If you treat your customers well, this’ll resonate with the buyer and provoke a desire for them to repay your act of kindness by remaining loyal to your brand. There are two types of reciprocity techniques you can use: **1) Surprise reciprocity** This is a surprise gift, such as a ticket to an exclusive event or discount code. **2) Trumpeted reciprocity** Trumpeted reciprocity is when the person providing the benefit does so in such a way that makes it clear they’re exceeding the call of duty. You don’t need to communicate these benefits to your customers as part of your company communications; it should be apparent that you’re providing something that isn’t a part of your usual service. For example, when customers [pre-order a product](https://www.productmarketingalliance.com/the-importance-of-a-strong-pre-order-sales-strategy/), they often get access 24-hours before a general release.Similarly, when Product Marketing Alliance makes an addition to our bank of [industry reports](https://www.productmarketingalliance.com/product-marketing-resources/), users with a [PMA Membership](https://www.productmarketingalliance.com/signup/) receive early access. ### Equip yourself with relevant tools Sometimes, we can work independently to achieve our desired goals. However, there are undoubtedly instances when support is needed to deliver a stellar experience that’ll leave customers craving more from you and your brand. The [Product Marketing Tech Stack](https://tools.productmarketingalliance.com/s?category=customer-experience-and-engagement) includes a variety of vetted, tested tools you can use to enhance your practice. ### What is a positioning strategy? URL: https://www.gotomarketalliance.com/what-is-positioning/ Last updated: 2026-01-08T11:57:31.000Z ## What does positioning mean in marketing? A [positioning](https://www.productmarketingalliance.com/tag/messaging-positioning/) strategy is a set of actions and processes that are designed to improve the image and visibility of a brand, company, or product. Product managers should plan for how people in the market will think about their product, as truly the only product positioning that counts is what your customers think as the product has a life of its own. If a customer isn’t thinking about it, your product doesn’t occupy that position. Successful positioning strategies not only focus on where the product is today but how the product could potentially progress to where you would ideally like it to be in the near future. Businesses use marketing to communicate their market position to customers and influence their perception of the brand’s products or services. Marketing establishes the brand identity, influencing consumer perceptions of its position in the market relative to the alternatives available from competitors. > *“Positioning is not what you do to a product. Positioning is what you do to the mind of the prospect. That is, you position the product in the mind of the prospect.”* **(Ries & Trout, 2001)** 👀 Check out our vetted and tested [****positioning template**](https://www.productmarketingalliance.com/positioning-template/), approved by the likes of ****Microsoft**, ****Klue**, and ****Facebook**. This resource will help you streamline your processes and perform to your optimum potential.Plus, if you’re looking to enhance your positioning credentials, **even more*, [Positioning Certified](https://www.productmarketingalliance.com/positioning-certified-masters-course-has-arrived/) is packed with key learnings that’ll improve your knowledge. ### Positioning vs messaging Positioning outlines why your product is unique in comparison to market alternatives. [Messaging](https://www.productmarketingalliance.com/your-guide-to-messaging/) describes to your target segments what you’ll do to deliver on the promises made in your positioning statement. ### Positioning vs value proposition [A value proposition](https://www.productmarketingalliance.com/your-ultimate-guide-to-creating-a-value-proposition/) is different from positioning in that it's a promise you make to your customer and describes the benefits your product or service will bring to your target audience. ### Positioning vs differentiation Positioning refers to acquiring space in the mind of the consumer. On the other hand, [differentiation](https://www.productmarketingalliance.com/how-to-differentiate-when-you-arent-different/) is a tactic commonly used by companies to make their offering stand out and appeal to their target market more effectively. ### Positioning vs branding Branding is when a company creates a specific image of a product via the combination of logos, taglines, slogans, and various advertising strategies. For example, Nike has the tick, the ‘Just Do It’ slogan, and a range of inspirational advertising campaigns. On the other hand, positioning focuses more on the way that a product is viewed by the consumer in comparison to other brands. ## What are the types of positioning? You can position your product by: - **Customer needs**: Knowing your target market and how you will fulfill their specific needs. - [**Product price**](https://www.productmarketingalliance.com/your-guide-to-pricing/)**:** Positioning your brand/product as competitively priced - **Product quality:** Positioning your brand/product as high quality: - **Product use and application:** Associating your brand/product with a specific use - **Competitors:** Positioning your brand as better than your competitors ## What does market positioning mean? Market positioning is a strategic exercise we use to establish the image of a brand or product in a consumer’s mind. This is achieved through the four Ps: promotion, price, place, and product. The more detailed your positioning strategy is at defining the Ps, the more effective the strategy will be. ### Why is market positioning important? Positioning can make or break a product, do it right and you’ll have a receptive audience, confident they’ve made the right decision despite a slew of other options. Do it wrong and you’ll be lucky if your product registers with consumers at all. Market positioning is integral to your company’s branding and how your target market perceives you. It should embody your core values and communicate your principles to customers. Forming a successful product positioning strategy is one of the most fundamental elements of marketing because it allows your business the opportunity to differentiate itself from its competitors. Well-executed product positioning also helps internal teams such as sales, marketing, and customer success in delivering exciting customer experiences, oftentimes leading to an upturn in [customer retention](https://www.productmarketingalliance.com/how-to-retain-more-customers/) and stronger [advocacy programs](https://www.productmarketingalliance.com/the-role-of-customer-advocacy-in-sales-and-support/). ### How market positioning helps you connect with customers The objective of market positioning is to get customers to view your product and brand as the leader in your respective market. When market positioning is well executed and completed correctly, this opens up the opportunity for you to connect with your customers. People are interested in purchasing products that resonate with them. If consumers think your product is capable of delivering the benefits they’re looking for, then the likelihood is they’ll buy your product ahead of others that are available. **April Dunford, Founder of Ambient Strategy**, explains how to [master positioning for growth](https://www.productmarketingalliance.com/mastering-positioning-for-growth/). ### Examples of market positioning - A ladies' shoe company might position its products as a status symbol, - A fast-food chain that serves sandwiches might position itself as the healthier fast-food option, or - A car company might position itself as the safest option for a family. ## What is a brand positioning strategy? Brand positioning is when a company positions its brand in the mind of its customers. ### What are the 3 levels of brand positioning? There are three types of positioning strategies: comparative, differentiation, and segmentation. **Comparative positioning** Comparative positioning is when a company compares its product or service with alternatives that are available to its target demographic. This helps establish their USPs and highlights their value when compared with other companies on the market. **Differentiation positioning** Differentiation positioning is when a company focuses on features that can’t be copied by a market rival, i.e. they use the feature to ‘differentiate’ themselves from competitors. This approach is useful because it allows companies to earmark a particular feature they’re able to offer, that others cannot. **Segmentation positioning** If a company is targeting more than one target audience, segmentation positioning is beneficial, as it helps address the specific needs of each group. ### What is the importance of brand positioning? Brand positioning plays an important role in helping you stand out from other companies offering similar products. ### Brand positioning examples - Pepsi vs Coca-Cola - Starbucks vs. Caribou Coffee - Netflix vs Apple TV - Zoom vs Microsft Teams ## What is product positioning? Product positioning is a strategic exercise we use to find a product or service’s place in the market. Positioning defines what makes your product different from the others on the market so you can focus on messaging and effectively explain its value to potential customers. ### What are the 4 main components of a product positioning statement? A positioning statement can be split into four segments: the target, the category, the differentiator, and the payoff. 1. **The target -** It’s important to establish the target before you begin working on your marketing activity. The target market ought to be based on essential criteria including demographics, geography, psychographics, pains, customer needs, and so on. **2\. Category -** When prospective customers are evaluating a purchase, they need a frame of reference. You need to outline the category in which your brand will be competing. For example, technology, fashion, etc. Proving context for your customer will help establish brand relevance. gives the brand relevance to the customer. **3\. Differentiation -** When writing a positioning statement, include a solitary point of differentiation; it’s regarded that multiple benefits or features shouldn’t be included as differentiators for your product. This is because the unique features or benefits of your product/service will support the main differentiator. Remember, don’t use a bold claim that your product is the "the global leader" as your point of differentiation. Instead, explain in detail *why* you’re the global leader. Also, ensure you differentiate your product from your customer’s perspective and not a business angle. While having a healthy market share or a large turnover may appeal to *you*, this *isn’t* relevant to your customer. **4\. The payoff -** This part of your positioning statement is the differentiation with the needs or goals of the target market. Here, it’s essential to communicate to your target personas exactly how your differentiator will address their user needs. To reinforce our earlier point, a successful positioning statement hinges on an in-depth understanding of your target market. Any understanding needs to be based on bona fide market research - never rely on internal assumptions. ### Positioning vs narrative design Product positioning contextualizes a product’s value for customers so they can understand what it brings to the table. [Narrative design](https://www.productmarketingalliance.com/positioning-vs-narrative-design-lets-get-ready-to-rumble/) is when companies create a story for a product in an attempt to engage a buyer persona. Marcus Andrews explores the differences between the two in an article in which he suggests [why narrative design will replace brand positioning](https://www.productmarketingalliance.com/why-narrative-design-will-replace-product-positioning-in-2020/). ### What are some examples of product positioning? Now we’ve covered product positioning in some detail, let’s take a look at it in action. Below are a few examples of businesses that have successfully positioned themselves into a gap in the very same market as their competitors. **Delta & JetBlue** When Delta stopped serving peanuts and reduced their legroom, JetBlue entered the market and positioned itself front and center as the airline with gourmet snacks and ample legroom. **Chipotle & Taco Bell** Although both of these brands essentially sell Mexican fast food, Chipotle entered the same market, competing with quality instead of price. One of the company’s adverts stated, “We’re not afraid to say we’re real chickens.” A tagline that positioned the brand as superior in quality to its rival, Taco Bell. **Bumble & Tinder** Bumble was positioned as a dating app that empowers women. After the founder had a negative experience with some of the men on Tinder, she designed the app so that only female users could initiate first contact. Bumble has now also expanded beyond dating and allows users to seek friendship or professional connections. **The Coca-Cola Company & Mother Energy Drinks** This is a slightly different example in that Coca-Cola was essentially fighting against its own positioning of a product in the market, but it’s a great lesson in repositioning. In 2006 Coca-Cola launched the Mother Energy drink into the Australian market. The launch campaign was pretty successful, however, the taste of Mother Energy Drink just wasn’t as good as the leading competitors, and repeat purchases were low. Due to its already high brand awareness and no doubt how much they threw at marketing the brand, Coca-Cola decided to reposition the product. They completely changed the packaging, increased the size of the can, and improved the taste of the energy drink. The relaunch of the product featured the line – “New Mother, tastes nothing like the old one.” They didn’t shy away from the fact the drink was performing poorly and even poked a bit of fun at themselves in the process. Ultimately, they successfully repositioned an energy drink that now competes with the two leading energy drinks in the market – V and Red Bull. ## How to develop a positioning strategy ### Creating a positioning statement A positioning statement is a one or two-sentence declaration that identifies your product’s unique value to customers in relation to your main competitors. They’re used to ensure a company’s marketing efforts are in sync with the brand and [value proposition](https://www.productmarketingalliance.com/value-propositions-that-sell/) and are avenues for communicating these messages to the target clientele. Before crafting your positioning statement you need to ask: - Who is your target customer? - What category does your product or service belong in? - What’s the biggest, unique benefit your product or service offers? - Can you prove that benefit? From there, you can create a compelling positioning statement. ### Positioning statement examples **Apple** Apple provides cutting-edge technology for tech-savvy consumers who want the top of line laptops, computers, and mobile devices. Apple promotes inclusion and accessibility for all and takes responsibility for its employees in addition to committing itself to sourcing the highest quality materials and products. **Disney** Disney provides unique entertainment for consumers seeking magical experiences and memories. Disney leads the competition by providing every aspect of related products and services to the world and appealing to people of all ages. **Starbucks** Starbucks offers the best coffee and espresso drinks for consumers who want premium ingredients and perfection every time. Starbucks not only values every interaction, making each one unique, but the brand commits itself to the highest quality coffee in the world. **Amazon** For consumers who want to purchase a wide range of products online with quick delivery, Amazon provides a one-stop online shopping site. Amazon sets itself apart from other online retailers with its customer obsession, passion for innovation, and commitment to operational excellence. **Nike** For athletes in need of high-quality, fashionable athletic wear, Nike provides customers with top-performing sports apparel and shoes made of the highest quality materials. Its products are the most advanced in the athletic apparel industry because of Nike's commitment to innovation and investment in the latest technologies. **Lara McGaskill, Senior Manager of Product Marketing at LinkedIn**, revealed how she developed positioning statements, during her time at StichFix: > “Positioning is the simplest distillation of how your product is uniquely suited to address a specific customer need and how they will benefit from it. The goal is to keep it simple and concise and then bolster it with value props. > “I’ve tried in vain to stuff my key value props into a positioning statement and it’s never worked. I end up with a mouthful of marketing jargon that isn’t concise or clearly conveys the essence of why customers should care about the product. > “A framework that I like to use is What, Who, and Why: > **What it is:** Using very clear and even plain language, messaging that you’d likely never put in front of a customer. > **Who it’s for:** Who is the customer that will benefit from this? Be specific about them. Speak to their specific needs and motivations. > **Why it matters:** This is where you elaborate on what is in it for the customer, how this maps back to what your brand and product do, and how it benefits the customer. > “It’s important to get granular here, as oftentimes the initial benefit or value prop is surface level. For example, when developing value props at Stitch Fix, we knew that the service saves people time and is convenient. > “But so many products promise the allure of time savings, so we sought to think about why a customer actually cares about saving time. > “For Stitch Fix customers, this was so they can spend their time doing something else, likely more enjoyable than the problem your product is solving for. Identify what that thing is. > Value props: What are the unique attributes that your product has and what is it solving for your customer? > What core desires does your product tap into? > Emotion > Logic > Motivation > Reward > “Once you’ve developed the positioning, from the what and why it’s great to have options. There’s never a clear-cut single positioning statement and set of value props for each product. Creating options that index in various directions can help align stakeholders on the direction you want to go. > “As a product marketer, you are usually the closest person to the positioning and the work that it informs. Your stakeholders are looking to your expertise to develop this, and it’s key to enforce that positioning is not customer-facing messaging. > “I intentionally write positioning in the third person and with plain language to avoid any misinterpretation - I don’t want to see my positioning verbatim in marketing collateral. > “To help contextualize this for stakeholders, I like to include real-world examples of how each option would manifest in a marketing campaign. I’ll mock up sample email copy or paid ads to help stakeholders visualize how each of the options comes to life in your marketing strategy.” It’s not enough to just position your brand to appeal to a certain customer, once you’ve crafted your statement, it’s time to put it to the test. Experiment with it, and ask your customers for feedback on whether or not it achieves its intended goal - and don't ever stop this feedback cycle. ## What is a perceptual map and why is it useful for brands? A [perceptual product positioning map](https://www.productmarketingalliance.com/what-is-a-perceptual-product-positioning-map/#what-is-a-perceptual-product-positioning-map) is a graphical representation of how your product compares with the competition. They’re designed to compare essential features, including price, features, etc. ### What is sales enablement? URL: https://www.gotomarketalliance.com/what-is-sales-enablement/ Last updated: 2023-07-25T17:02:32.000Z In recent years, sales enablement has established itself as an increasingly important business function. But why? What is sales enablement and why are companies eager to implement it? Despite being on this fast track to prominence, there’s still an air of uncertainty surrounding sales enablement’s definition. At SEC we strive to elevate the role across our events, courses, and content - so in this article, we’ll dive into: - [What sales enablement is](https://www.salesenablementcollective.com/what-is-sales-enablement/#what-is-sales-enablement) - [How it differs from sales training and coaching](https://www.salesenablementcollective.com/what-is-sales-enablement/#how-is-sales-enablement-different-from-sales-training-and-coaching) - [Why sales enablement is so important](https://www.salesenablementcollective.com/what-is-sales-enablement/#why-is-sales-enablement-so-important) - [Who owns sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/#who-owns-sales-enablement) - [What sales enablement tools are](https://www.salesenablementcollective.com/what-is-sales-enablement/#what-are-sales-enablement-tools) - [What revenue, go-to-market, and buyer enablement are](https://www.salesenablementcollective.com/what-is-sales-enablement/#what-is-revenue-enablement) - [Where to find more resources](https://www.salesenablementcollective.com/what-is-sales-enablement/#where-can-i-find-out-more) Let’s get started. 👇 ## What is sales enablement? It’s difficult to sum up sales enablement’s value to the sales organization in just a few lines, but here’s our attempt: > *Sales enablement is a strategy which encompasses coaching, training, content, technology, processes, and activities with the aim of supporting and empowering sales reps to move sales opportunities forward through knowledge-based interactions with prospects.* In short? Sales enablement is about helping salespeople be better at what they do by providing them with support and training. It sounds simple, but in reality there’s a lot more to it than meets the eye. A good sales enablement department will work with key stakeholders to ensure: - New sellers are [onboarded](https://www.salesenablementcollective.com/secs-onboarding-playbook-download-it-today-blog/) as quickly and efficiently as possible - There’s quality [sales content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) for sellers to use - That sellers know *which* piece of content to use and *when* - That seller performance is tracked in order to know where they need to improve - The company’s [sales kick-offs](https://www.salesenablementcollective.com/7-tips-for-a-successful-sales-kick-off-meeting/) are engaging and effective - Sellers have the fewest possible barriers in their day-to-day role - That sales training and coaching is happening in an appropriate manner - Cross-functional communication between the marketing team and sales team is efficient - That the organization’s long-term sales enablement strategy is sound And a whole lot more! While specific responsibilities might vary from role to role, you get the idea. Sales enablement departments work on improving and maintaining some of the most critical, revenue-driving aspects of an organization - so it’s no surprise that the function has boomed. But what makes a sales enablement professional different from a sales coach, or a sales trainer? ## How is sales enablement different from sales training and coaching? Sales enablement is different from sales training in that it focuses on providing the sales team with the knowledge, resources, and tools they need to be successful. Sales training, however, is geared towards teaching sellers the specific sales skills they need to improve their performance, increase their win rate, and close more deals. In that sense, sales training is just one aspect that sits under the wider umbrella of sales enablement. In the past, people with job titles like sales trainer and sales coach would teach those specific skills. These roles still exist today, but as organizations began to expand their sales training into broader, more strategic disciplines the need for the term “sales enablement” came about. [What is a sales enablement maturity model? | SECA sales enablement maturity model helps you track your team’s journey to becoming a key, strategic part of your organization. This article explains why the model is important and what it looks like.![](https://www.salesenablementcollective.com/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://www.salesenablementcollective.com/content/images/2022/09/volodymyr-hryshchenko-L0oJ4Dlfyuo-unsplash-2.jpg)](https://www.salesenablementcollective.com/what-is-a-sales-enablement-maturity-model/) ## Why is sales enablement so important? Organizations worldwide are seeing the benefits of sales enablement and there are several reasons why. The entire function dedicates itself to supporting and empowering sales reps. It’s no surprise that empowered sales reps: - Display increased sales confidence - Are more likely to improve their performance - Provide a better prospect and customer experience The buyer journey no longer starts at the first contact with the seller. Nowadays, prospects and potential customers are well informed and have done their research right from the moment they interact with your sales team for the first time. If your sales reps aren’t prepared for that, you’ll fall behind the [competition](https://www.competitiveintelligencealliance.io/competitive-sales-enablement-guide/). This means that sales enablement is important in ensuring that your sales teams are kept up to date with the latest developments in buyer behavior. It’s about more than just training and coaching sellers in the short term to improve their skills. **It’s about having a long-term, strategic sales enablement process in your organization that ensures your sellers are consistently using best practices and maximizing their sales productivity.** When the sales enablement team is implementing best practices and is aligned with key stakeholders across the organization (such as sales operations, marketing, and product marketing), you’ll see your sales teams close more deals and bring in more revenue. That’s what makes it important. ### How do you know it’s working? Measuring sales enablement can be difficult - it’s often tricky to tie a new onboarding program directly to an increase in new rep ramp time, for example. How do you prove that your new content management system has led to easier access to content - and therefore increased usage? Luckily, we’ve got bags of resources on enablement metrics and how to create **measurable** results your leadership will be impressed with. Some key metrics to look at include: - Time to productivity - Sales confidence - Content usage - Conversion rates - Sales velocity [Sales metrics for sales enablement: explained | SECA well-designed sales enablement strategy should have a measurable impact on sales results and revenue. Often the challenge is identifying the right metrics![](https://www.salesenablementcollective.com/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1550985543-49bee3167284?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) ## Who owns sales enablement? There’s no one answer here - in some companies, usually those with less mature enablement functions, there won’t even be a sales enablement team. Sales enablement in this case is a strategy picked up by various departments, primarily marketing, product marketing, and sales, to ensure that sales reps have useful content they can use to sell the organization’s product or service, and that sales leadership is providing adequate coaching for underperforming reps. **This is why sales and marketing alignment is one of enablement’s core pillars.** Where sales enablement really shines, however, is when there’s a dedicated team implementing sales enablement best practices. Oftentimes, it can be just one, solo sales enabler but larger organizations will have entire teams dedicated to ensuring that reps are receiving top-class empowerment and support. Even with a dedicated team, [cross-functional collaboration](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) is a key aspect of sales enablement, with the department acting as a bridge between sales and marketing, as well as other teams across the business. [How to: run a one-person enablement team | SECWe’ve compiled expert advice from top enablement professionals who are familiar with working in one-person teams to help you handle the situation as a solo enabler.![](https://www.salesenablementcollective.com/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1533209684549-806e84cb88d1?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDUyfHxhbG9uZXxlbnwwfHx8fDE2NDgyMDkzODI&ixlib=rb-1.2.1&q=80&w=2000)](https://www.salesenablementcollective.com/how-to-run-a-one-person-enablement-team/) ## What are sales enablement tools? Sales enablement professionals adopt a wide array of tools and technology to help them in their role. These include content management and learning management systems, AI-powered conversation intelligence tools, all-in-one sales enablement platforms, and more. These tools help sales enabers support reps more effectively at scale. There’s a lot of depth to this conversation, which is why we have an entire article dedicated to running through the various types of tools you’ll hear about in the sales enablement world. [What are sales enablement tools? | SECThere are a lot of options when it comes to sales enablement tools, as well as a lot of confusion. If it’s your first time exploring tech stacks, it can be hard to separate your CMS from your CRM. We’re here to help.![](https://www.salesenablementcollective.com/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://www.salesenablementcollective.com/content/images/2022/09/barn-images-t5YUoHW6zRo-unsplash-2.jpg)](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) ## What is revenue enablement? If you’ve joined in on any conversations across the enablement community, or attended our events, you’ll probably have heard the term revenue enablement. But what is revenue enablement and where did it come from? Essentially, organizations began realizing that the principles behind sales enablement were incredibly sound. For that reason, they began to expand from solely empowering and supporting the sales team, to looking at the entire customer-facing, revenue-driving part of the organization. > *Now, you’ll often find more mature enablement organizations dropping the “sales” label and going by revenue enablement, taking the marketing and customer success teams under their wing.* This ensures that there’s total alignment between what the prospect is experiencing pre-sale, during the sales process, *and* post-sale in their interactions as a new customer. ### What about go-to-market enablement? It’s the same story with [go-to-market](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) enablement. Why stop with the customer-facing teams if enablement is so effective? Organizations that employ go-to-market (GTM) enablement extend that level of support to any department involved in that GTM process of launching a new product or service, including product and often engineering teams too - in addition to the teams covered by revenue enablement. ### Where does buyer enablement fit into this? Earlier, we mentioned that buyer behavior has changed and continues to change - while sales enablement is one part of the equation in adapting to this change, *buyer* enablement is also a part of this adaptation. We have an entire article on buyer enablement, but here’s a snippet to give you an idea of what buyer enablement actually is: “When buyers change, sellers have to adapt and change as well. In this particular instance, buyer enablement is part of a broader move towards buyer-centric tactics and strategies. You have to understand a buyer’s preferences before, during, and after they buy in order to provide them with the best experience possible.” [Buyer enablement - what is it and why is it important? | SECSales enablement empowers salespeople, giving them the tools they need to flourish. So why not take that to the next level? That’s where buyer enablement comes in.![](https://www.salesenablementcollective.com/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1622156522422-ab9355add7a1?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDcwfHxwdXJjaGFzZXxlbnwwfHx8fDE2NDUwMzM1NTY&ixlib=rb-1.2.1&q=80&w=2000)](https://www.salesenablementcollective.com/buyer-enablement-what-is-it-and-why-is-it-important/) The idea of buyer enablement involves bringing that same level of empowerment that reps receive from sales enablement, to buyers. ## Where can I find out more? Want to learn even more about sales enablement and its many intricacies? Luckily for you, Sales Enablement Collective is *the* place to be for sales enablement. - Our free [Slack community](https://salesenablementcollective.com/join-the-sec-slack-community/?%5Fgl=1%2A1pd46ff%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY3NTI0MzMxNS40MjYuMS4xNjc1MjQzMzE2LjAuMC4w) allows you to ask questions to your peers, build out your network, and stay up-to-date with all the latest. - Our bank of [articles](https://salesenablementcollective.com/articles/?%5Fgl=1%2A1pd46ff%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY3NTI0MzMxNS40MjYuMS4xNjc1MjQzMzE2LjAuMC4w), [podcasts](https://www.salesenablementcollective.com/sales-enablement-innovation-podcast-series/), and [reports](https://www.salesenablementcollective.com/all-sales-enablement-reports/) analyzes the latest trends and figures to help you stay on top of your game. - Our suite of [worldwide in-person](https://world.salesenablementcollective.com/?%5Fgl=1%2A1pd46ff%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY3NTI0MzMxNS40MjYuMS4xNjc1MjQzMzE2LjAuMC4w) and virtual events provide you with the ultimate SE experience, with expert presentations and talks that put you at the heart of the industry. - Our range of [courses](https://certified.salesenablementcollective.com/courses?%5Fgl=1%2A1fco2tt%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY3NTI0MzMxNS40MjYuMS4xNjc1MjQzMzE2LjAuMC4w) and certifications are designed to upskill and act as a springboard for your career, no matter your level of expertise. Thanks for reading - and get in touch if you have any thoughts or questions! We're always on hand to help. --- ### What are the five steps in the consumer buying process? URL: https://www.gotomarketalliance.com/what-are-the-five-steps-in-the-consumer-buying-process/ Last updated: 2023-01-03T16:00:02.000Z Do you ever walk into a store, aimlessly fill up the cart, and spend your hard-earned cash without a second thought? Sure, we may be susceptible to the odd impulse buy, but we’d be inclined to suggest you fall into the same category as many consumers, focusing on what it is you’re buying, why you need the product, and how the product will add value to your life. Before arriving at the point when they pop their products through the register, a buyer goes through a decision-making process that you as a product marketer must also understand. This decision-making process works in tandem with consumer behavior, but what *is* consumer behavior, and more importantly, why is it applicable to businesses, as well as the consumer? In this article, we focus on: - The importance of consumer behavior. - What is the consumer buying process? - Problem recognition. - The search process. - Considering alternatives. - The selection stage. - Post-purchase evaluation. ### **The importance of consumer behavior** ![](https://www.productmarketingalliance.com/content/images/2020/08/lucrezia-carnelos-wQ9VuP_Njr4-unsplash-1.jpg) Consumer behavior provides an understanding of the people buying your product, whether they’re individuals, groups of consumers, or organizations. These behavioral trends provide invaluable insights into the process a buyer(s) goes through when they’ve decided to invest in your product or service, as well as how they use and consume your offering to fulfill their needs and requirements. The consumer buying process helps companies with the likes of: - Consumer differentiation. - [Customer retention](https://www.gotomarketalliance.com/our-top-five-tips-for-customer-retention/). - Design and implementation of effective marketing. - Predicting market trends. - [Competitor intel](https://www.productmarketingalliance.com/how-to-get-results-with-competitor-analysis/). - Innovate new products - *successfully.* - Enhance customer service. - Remain relevant. ### **What is the consumer buying process?** ![](https://www.productmarketingalliance.com/content/images/2020/08/hello-i-m-nik-MAgPyHRO0AA-unsplash.jpg) Otherwise referred to as the consumer decision-making process, and buyer funnel, to name a few, the consumer buying process refers to the stages a customer goes through, throughout their customer journey. There are five steps in the consumer buying process, and the complexity and time taken to pass through each stage is unique for each customer. For example, a consumer buying a new car may decide to test drive a model several times, compare and contrast different brands, read reviews, and conduct thorough research before making a purchase, or deciding to look at an alternative. On the other hand, another person may devote their loyalties to a particular manufacturer, and be willing to invest after taking it for a spin. Point being, the fluidity of the consumer buying process hinges on the personal preferences of the consumer - sometimes it’s straightforward, and sometimes it’s convoluted. So, what are the stages, what role do they play, and what influence does a product marketer have at each respective point? [Your ultimate guide to improving customer journeysThe customer journey is one of the most important aspects of your Go-to-Market strategy. We’re talking about the journey your customer goes on from first finding out about your brand, to purchasing your product, to being a lifelong advocate of your business.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/12/customerjourneys.jpg)](https://www.gotomarketalliance.com/your-ultimate-guide-to-improving-customer-journeys/) ### **Problem recognition** ![](https://www.productmarketingalliance.com/content/images/2020/08/olav-ahrens-rotne-jvBXiynINGE-unsplash.jpg) Problem recognition is the first in the quintet of phases and is often considered the most important point of the consumer buying process. After all, how can a consumer be expected to invest in a solution to a conundrum they’re yet to identify? 🤷‍♂️ When our vision’s impaired, we buy new glasses, if we can’t sleep in our stuffy bedroom in the summertime, then we buy a fan, and when you’re sick to death of plugging the vacuum cleaner, you invest in a cordless alternative. The common theme: Consumers buy products to solve a problem. Whether your company’s making flat-screen TVs, state-of-the-art coffee machines, or mobile phones with “the most impressive, sophisticated megapixel camera”, as a product marketer, you need to step into the mind of your prospective customer and position your product as the go-to-option on the market that’ll solve their worries like *that*. ****\*clicks fingers\*** To drive potential customers through the buyer’s journey, you need to research their purchasing habits and buyer behaviors, and use your findings to craft messaging and communication that’ll resonate with respective personas. There are also a ton of marketing automation tools to give consumers the support they need at every stage of their customer journey. You may not think marketing automation is your cup of tea but with research revealing humans have a [shorter attention span](https://time.com/3858309/attention-spans-goldfish/) than a goldfish, (no, we’re not kidding), we *strongly* suggest using these tools to enhance your customer onboarding experience and support your customers through the recognition phase and beyond. ### **Search process** ![](https://www.productmarketingalliance.com/content/images/2020/08/chang-duong-F1UI4qDv1rQ-unsplash.jpg) During this pre-purchase stage, the consumer conducts multiple searches: online and offline, as well as internally and externally, intending to collect information on the products or services identified at the preceding problem recognition point. Unsurprisingly, much of the consumer research is completed online, so businesses need to ensure they invest time, effort, and resources in their SEO (search engine optimization) to enhance their online exposure and brand presence. But consumers don’t only turn to the powers of the world wide web during the search process, with word of mouth regarded by many as the most powerful form of advertising. Previous experiences or testimonials from family and friends are often cited as a key factor behind a person being persuaded or dissuaded from choosing one brand, instead of another. [Why it’s crucial to nail your customer marketing strategy.Keep your prospects close, and your existing customers closer.Advice that’ll resonate with any PMM worth their salt. 🧂We’ve been told umpteen times that selling to an existing customer is a) easier and b) cheaper. After all, why start from scratch when you’ve already done the hard work?![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/07/customermarketing.jpg)](https://www.gotomarketalliance.com/why-its-crucial-to-nail-your-customer-marketing-strategy-2/) ### **Consider alternatives** After visiting their chosen sources, your customer will now be at a stage where they’ll have earmarked a few options, before deciding where to invest. ![](https://www.productmarketingalliance.com/content/images/2020/08/image-43.png) Let’s use the classic running shoe comparison as a tried and tested example. In this instance, the customer may have checked out several shoe designs, taking into account factors such as cushioning, comfort, and the protection the shoe gives the foot. And let’s not forget the price! When a consumer is making their buying decision, they’ll *always* be looking for the best product they can get, at the best price. Evaluating alternatives allows the consumer to conclude which option would suit their needs and address their pain points before they make a final selection. ### **Selection stage** ![](https://www.productmarketingalliance.com/content/images/2020/08/allef-vinicius-fJTqyZMOh18-unsplash.jpg) This is it - crunch time. 💪 Having identified their problem, searched for available products, and compared and contrasted the options on the table, it’s time for the consumer to decide which product they’re going to buy. All going well, this is the point your hard work pays dividends and you convert the lead into a customer. That said, it’s not always plain sailing, with multiple factors contributing to a consumer taking their custom elsewhere. This could be attributed to the likes of: - Negative reviews. - Reluctance to invest. - Poor customer onboarding. - Company location. - Poor reputation. ### **Post-purchase evaluation** ![](https://www.productmarketingalliance.com/content/images/2020/08/brett-jordan-0_Wlyfu_5zo-unsplash.jpg) The post-purchase evaluation is very much what it says on the tin: it’s the point when the customer considers how useful their new investment is, and whether or not it’s fulfilled the expectations they had during the pre-purchase phases. If the product surpasses expectations, the buyer often takes on the role of an ambassador for the brand, in which case, they promote the product and serve as an influencer for prospective future customers. As a product marketer, it’s critical to familiarize yourself with the 5 steps of the customer buying process. Each stage in the build-up to the consumer making a final purchasing decision is an opportunity to gain new customers, enhance their experience, and generate repeat business. Always strive to hit the ground running; the quicker you are out of the blocks, the more chance you have of cranking up those all-important sales figures. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/12/GTM_Academy_CTA_Banners_Generic_3.jpg)](https://learn.gotomarketacademy.com/trainings) ### Everything you need to know about product positioning URL: https://www.gotomarketalliance.com/everything-you-need-to-know-about-product-positioning/ Last updated: 2022-12-29T16:00:00.000Z When it comes to your marketing strategy for [Go-to-Market](https://www.gotomarketalliance.com/why-you-need-to-invest-in-go-to-market-strategy-2/), product positioning is one of the first steps you’ll take to a successful launch. Get it right, and it can make your launch. Get it wrong and, well, you get the idea. Your product positioning *should* be the backbone of every customer-facing asset you have, which means this isn’t an area to scrimp on. If you nail your positioning, you can build everything out from that point. But, as with all things in life, it’s easier said than done. So, what is product positioning? How do you get good at it and why is it so important to your Go-to-Market strategy? Read on to discover the answers to these questions and more… ## What is a positioning statement? A positioning statement clearly defines what your product is, who it's for, why it’s being made and why it’s important. From reading your positioning statement, a person should understand which customer problems a product has been built to solve and how it’ll do so. Crucially, a positioning statement is *not* a public asset. This is a tool that’s used within your company to ensure everyone working on a product, wherever they are in the Go-to-Market chain, understands what they’re doing and why they’re doing it. A positioning statement is not the same as a value proposition, but it can be used to create one. What’s really important is that it’s clear, concise and easy for stakeholders to use. ## Why does your positioning matter? Your positioning statement will be at the core of your Go-to-Market strategy. From it, you can develop your messaging strategy and educate your stakeholders, such as sales and [customer success](https://www.gotomarketalliance.com/shining-a-light-on-customer-success/), on the product they’ll be supporting. You want all of your teams to understand the value of your product to a customer and be clear on how they’re going to sell it based on a customer’s needs. A strong positioning statement makes that information accessible and digestible. At the end of the day, the importance of the positioning statement boils down to the fact that it is built to demonstrate value. Your positioning statement should showcase the value of your product, sign post why it’s unique, why people should buy it and how it’ll improve their lives. If your positioning statement misses the mark, this will have a knock on effect for other Go-to-Market stakeholders. If the messaging isn’t resonating, or sales aren’t successfully connecting with customers, it could be because you’ve had the wrong strategy for a product from the start. To build a successful positioning statement, you need to really think about your customers and how you’re creating value for them. ## How to build a positioning statement. There are four cornerstones to the positioning statement: **1\. Target audience:** Work out who your customer is going to be, taking into account things like demographics, geography, pain points, etc. Having an ICP (Ideal Customer Profile) is essential for your positioning and messaging strategy. **2\. Market:** Which space are you selling in? Digital? Big tech? B2B or B2C? It’s important to know where you’re going to be selling because this will influence how you sell and the kind of assets you’ll need to market your product. Your positioning statement needs to tell the intended recipient that yes, this product is for them. So, positioning yourself in the appropriate market is key. **3\. Differentiation:** Put simply, how are you different? What sets you apart from competitors? This is arguably the most important part of your positioning, as a lot of your marketing strategy will hinge on it. You need a singular point of differentiation that supplementary features and benefits support, rather than trying to make your case for differentiation on several points. For your positioning and messaging to be strong, it needs to be clear, concise and easy for an audience to digest. So, pick your strongest differentiating factor and build your product story from that. **4\. Outcome:** aka, what your product will do for your customer. The problems it’ll solve, the pain points it’ll address. You should know your target users really well by this point, and have an in-depth understanding of not only their problems but why your product is what they need to overcome them. *Want to know more about positioning? Check out the Positioning Masters course on Go-to-Market Academy.* [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/12/GTM_Academy_CTA_Banners_Generic_2-1.jpg)](https://learn.gotomarketacademy.com/trainings) ## The importance of alignment As we’ve mentioned above, your positioning statement will affect every one of your Go-to-Market stakeholders and how they do their job. But alignment on positioning isn’t just about sharing your statement with others, it’s also about getting their input from the offset. Be it product marketing, customer marketing or any other team that ultimately takes responsibility for a positioning statement, you still need to consider the perspectives of other teams. For example, why did your product team create this product in the first place? What problem were they looking to solve? What is the full potential of this design or feature? The team that built the product will have the most in-depth knowledge of how it can be used and who it might benefit, and that information is too valuable to be overlooked. Then we have the matter of customer-facing teams. Sales and customer success hear from customers on a regular basis about what their problems are, and what they’d like to see your company achieve next. That kind of customer feedback can be crucial to effectively position your product for your target customer base. 💡 Learn more about alignment with [The Cross-Functional Go-to-Market Playbook!](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) And possibly most importantly, for a positioning statement to be really successful, it has to be consistent. Say you have multiple tracks rolling out messaging for a product, and each track is targeting a different issue that a customer wants resolved. If customers are being bounced around between tracks, they won’t get a clear understanding of how a product can help them. They may end up seeing messaging that isn’t relevant to them, which makes the relevant messaging less effective. This can be really damaging when it comes to pushing customers down a sales funnel. If you spend time and money on positioning, but don’t use it properly, you’ve essentially set your hard-earned cash on fire. So you need to make sure your positioning is being consistently implemented by every one of your Go-to-Market stakeholders, to make sure that a product is delivering its highest possible return on investment. ## Want to learn more about positioning? If you’re looking for a more detailed approach to the nitty gritty of product positioning, then we recommend the Positioning Certified: Masters course. Designed and taught by our very own Chief Marketing Officer, Bryony Pearce, this course features 90 minutes of bonus footage from the best the industry has to offer. Get everyone in your team upskilled and ready to deliver high-level positioning for a successful Go-to-Market strategy. And while you’re at it, check out our other highly recommended courses to round out all your GTM expertise. [Enroll Now](https://learn.gotomarketacademy.com/training/c9a6c420-c55b-11ec-bd4c-020df940d6b7/overview) ### The role of FOMO on consumer psychology URL: https://www.gotomarketalliance.com/the-role-of-fomo-on-consumer-psychology/ Last updated: 2022-12-27T16:00:23.000Z FOMO, or fear of missing out, is an acronym for a psychological worry that’s been ingrained in the human psyche for as long as we can remember. Coined in 1996, FOMO is a term used to describe the stress people experience when they realize others are potentially having more fun than them. You’ve likely heard it used in a more social sense, for example, when your friends are out having fun while you’re at work. However, it has a place within marketing, too, and it can be a very interesting method of selling a product to your target market. In this article, we’ll delve deeper into this topic, and the role FOMO has on consumer psychology, focusing specifically on: - What is FOMO marketing? - Real-life examples of FOMO marketing - Other ways you can use FOMO in marketing - The challenges of capitalizing on FOMO in marketing ## **What is FOMO marketing?** FOMO marketing is a term that refers to the [messaging](https://www.gotomarketalliance.com/positioning-and-messaging-in-the-startup-space/) that entices consumers to purchase something before it’s no longer available. In the essay, [Conformity, Conformity Behavior, and FOMO](https://pdfs.semanticscholar.org/45ed/b91e9aea63d88172893eb64ef178afae2282.pdf), authors Inwon Kang, Haixin Cui, and Jeyoung Son say: “FOMO can be distinguished from two kinds of psychological traits, one is the desire for belonging and the other is anxiety of isolation.” The fear of missing out isn’t necessarily about missing out on getting a good deal; it’s about finding a product before they become unavailable. Some studies have shown that consumers who experience FOMO spend more on average than those who don’t. This may be because their fear of missing out pushes them to spend money they don’t have. This can be in the form of: - Impulse buying, - Bulk buying, or even just - Paying more than the average price to have the same experience. It’s a clever technique that usually relies on the nature of the messaging. To get an idea of what we mean, let’s take a look at some real-life examples of FOMO marketing. *Read the article below to understand what the five steps are in the consumer buying process.* [What are the 5 steps in the consumer buying process?The decision-making process works in tandem with consumer behavior, but what is consumer behavior, and more importantly, why is it applicable to businesses, as well as the consumer?![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceLawrence Chapman![](https://www.productmarketingalliance.com/content/images/2020/08/clay-banks-E2HgkL3LaFE-unsplash.jpg)](https://www.productmarketingalliance.com/what-are-the-5-steps-in-the-consumer-buying-process/) ## **Examples of FOMO marketing** ### **ASOS - ‘Selling fast!’** Many [B2C businesses](https://www.productmarketingalliance.com/b2b-vs-b2c-product-marketing-is-there-even-a-difference/) have a tag or piece of [messaging](https://www.gotomarketalliance.com/positioning-and-messaging-in-the-startup-space/) within their site or store that indicates a sense of limited stock, or that time is running out for you to purchase a product, particularly when selling a physical product This adds a sense of urgency and panic, pushing prospective customers to buy the product if they feel like it’s not going to be there for much longer. For example, the online clothing store ASOS does a brilliant job of this. Within their sale section on the navigation bar, they have a tab labeled “Selling fast”, which is bright red, whilst the other tabs are black. The color makes the words stand out more; red, giving the connotation that there’s an emergency, and the phrase showing, again, a limited stock. The phrase “selling fast” also gives the idea that a lot of people are purchasing it, reinforcing this sense of FOMO within the target customer, because it’s clearly a popular item that others are enjoying. ![Image of the ASOS website navigation bar, under "Sale" where there is a tab that says "SALE selling fast".](https://lh5.googleusercontent.com/V94QITWSvTF3I5672ir3M3M9amogkI2q-sfJoJlAVy-4m4RGLFbkcyvBMziuxTdUj2QzmQBe9Wvrm6c_UPjgJXzNFoFroSXVsoKq9nKGJUnb4K0X38htgdQBSW3oHl5cbm49CArOOp2E3unmtrFErbg) They also put the same phrase on the actual product images - so, when you’re scrolling through a page and notice a product is “selling fast”, you immediately assume it’s something valuable, something you’ll likely want, and also something that’ll stop you from missing out if you purchase it. ![A photo of a person wearing shoes and a label on it that says "selling fast"](https://lh3.googleusercontent.com/OoTUtXTY9XNM08GYxkSoeTbt46DAvkyoR9x-PRPbsltABLdf0WhTwoFKnBZI8uouZZHgEtHnl1cCN4aE2nyL8UQcbKgyY4tJGJ5EUhI8pnTSGqf8seLY0HMgUkZFwlUEg_s7mhPt-5LoZ1mypgo3JyQ) ### **Klue - ‘100,000+ users…’** Another way companies will instill this sense of FOMO within their target market is by using numbers to show their product’s popularity. The Klue messaging in the image below is a great example of how to do this; they’re highlighting a large number of people (“100,000+ users rely on Klue”) who’ve already signed up for the platform. It indicates that there’s something popular that you, as the prospective customer, are missing out on, that others are already enjoying. ![A screenshot from Klue's website which says "100,000+ users rely on Klue to come out on top. But don't just take our word for it, see what our customers have to say."](https://lh4.googleusercontent.com/SJimMJ6xJTuOuLjbWBqutkmtdDS3WM1fRAnqvh83Z5mi7KVwtr5mKg3sulytHq5kExz6YYMfzHJdQ3ra9WyqW6K8E8Atoq70pc9-538wRtmVl0SlVEDf79-HY0K_mbEK7xA9tEeoYzRy2WQuNrjBKms) ### **Glastonbury festival - ticket registration** A common method of FOMO marketing is events that require registration to purchase tickets. One of the most popular examples is Glastonbury Festival. Unlike other festivals, Glastonbury requires you to register for tickets before they [launch](https://www.gotomarketalliance.com/launching-success/). There are many steps to the registration process, and by the end of it, you’re still not guaranteed a ticket. ![A screenshot from the Glastonbury Festival Registration page - which says "To obtain tickets for glastonbury festival events you must register. Failure to follow the registration instructions correctly will lead to rejection, you will be notified if this occurs; however we would advise that you check your registration prior to tickets going on sale to ensure your registration has been accepted. Anyone twelve or under when gates open does not need a ticket and therefore need not register. Registration does not guarantee you a ticket. You will need your registration number to purachase tickets when they go on sale."](https://lh4.googleusercontent.com/LC4peAw3BvrxQfokbSIZEJ_5-GRl82m47I7bZE-jNmdeJsAQN2P0ddOreA_WBGxE63p96xKw4c4jqNMCv67ESIYKQSHQL1zsFQH1jEes9qe0LAXP-1d72luLo2jdntWSUuh_ODgmxPdYBdE-4T14Vw) This technique only works when an event or company is already fairly popular because it creates a sense of exclusivity toward the event, and panic if they won’t get a place. However, if it was from a less popular event, people wouldn’t care as much, and the registration process would cause more of a deterrent than being a “must have”. #### ****What can we learn from these examples?** These techniques work because they allow customers to feel as though they’re getting a deal that they’d otherwise not have access to. Also, these techniques provide a sense of urgency that makes the consumer act immediately. It’s all a way of applying consumer behavior to your marketing technique. *Gain further insights into what influences consumer behavior with the podcast episode below.* [Understanding the customer experience, with Adam DilleThis week we’re tuning into For the Love of Product, and catching up with Adam Dille, Senior Vice President of Product and Engineering at Quantum.Find out from an industry leader how product and engineering can be aligned to improve the customer journey.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/07/FTLP3-1.png)](https://www.gotomarketalliance.com/understanding-the-customer-experience-with-adam-dille/) ## **Other ways you can use FOMO in marketing** ### **Set a time limit** > *“*[*60% of people*](https://trustpulse.com/fomo-statistics/) *make purchases because of FOMO, mostly within 24 hours.”* As we already know, time limits on sales cause FOMO because the prospective customer is worried it’ll no longer be available once the time is up. This’ll cause an increase in purchases due to the amount of impulse buys the time limit will create. ****Top tip:** Using a countdown clock on your website is effective as it’s a visual reminder to the customer that their time is running out. ### **Offer a giveaway** A giveaway can be effective for a few reasons. First, the audience will feel as though they’re a part of something special, helping to alleviate the fear of missing out. Second, there’s a time limit added to this, meaning they also have that sense of urgency that they need to apply immediately so they don’t miss the deal. And finally, there’s nothing particularly exhaustive for the customer to do, other than sign up. It’s an easy win for them, and an easy win for you. ### **Use social proof or case studies** Proving that others use your product or service is a great way to show that there’s something the prospective customer is missing out on if they don’t purchase it. This is especially true for [case studies](https://www.productmarketingalliance.com/what-is-a-case-study/), as they’re designed specifically to show how useful and enjoyable your product is to use. A way to take this a step further - or ‘raise’ the level of FOMO - is by using an influencer or celebrity to promote your product. After all, there is a high correlation between popularity and FOMO. This is useful because it gives you a bigger chance that your target audience will see your product, it can then cause more conversations and popularity around your product, which then will potentially increase the number of purchases. ### **Improve your messaging techniques** As we mentioned previously, messaging is a huge part of FOMO marketing. After all, a lot of it comes down to the phrasing of your message. Your messaging can make or break the decision-making process. So, ensure to optimize your content and [copywriting techniques](https://www.productmarketingalliance.com/11-quick-and-easy-tips-to-improve-your-writing/), and carry out enough [consumer research](https://www.productmarketingalliance.com/how-to-know-your-consumer-in-market-research-and-win-big/) to know how your [target demographic](https://www.productmarketingalliance.com/understanding-your-target-audience-through-voc/) likes to be spoken to. [Positioning and messaging in the startup space.Positioning and messaging are at the heart of your brand and how you communicate with customers, so getting them right is essential. But not to worry, we’re covering the key challenges you’ll face when it comes to positioning and messaging at a startup.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/06/startupmessagingpositioning.jpg)](https://www.gotomarketalliance.com/positioning-and-messaging-in-the-startup-space/) ## **The challenges of capitalizing on FOMO** ### **Ethical concerns** The fear of missing out has become more popular since the rise of social media. In fact, a study showed that [****56%** of social media users experience FOMO](https://trustpulse.com/fomo-statistics/). After all, it is a place where people constantly seek validation from others, especially among adolescents, college students, and young adults. > *Another stat showed that “* **48%** *of millennials have spent money they didn’t have to keep up with friends.”* While this enables marketing professionals to sell their products easier, there’s a growing fear that certain customer segments are being exploited and taken advantage of for financial gain. ### **Skewed data** Another issue is that by focusing on instilling this sense of FOMO in your target market, you’re going to attract an audience that doesn’t have particularly positive purchase intentions. For example, there is a phenomenon called “scalping” where people use bots or an automated platform to buy tickets to events (especially concerts) to later sell them for increased prices. This then makes [data analysis](https://www.productmarketingalliance.com/the-art-of-product-marketing-befriend-data-distill-actionable-insights-and-foster-innovation/) and [market research](https://www.productmarketingalliance.com/the-a-to-z-of-market-research/) more difficult, as some of the data you have collected on your “target audience” isn’t necessarily correct. This could then have a knock-on effect on your marketing approach. ### **Coming off as disingenuous** By capitalizing on your target audience’s fear of missing out, your company runs the risk of seeming disingenuous, untrustworthy, or forceful. Some of the FOMO marketing methods are widely known and disliked. For example, when influencers or celebrities market products that they clearly don’t use purely for compensation. This then reduces credibility for both your brand and the influencer, if done incorrectly. One way to combat this is by finding someone who genuinely loves and uses your product. This way, they’ll have a lot more to say about it, and be able to market it for a more positive effect. Plus, when people then purchase your product, they’ll understand the marketing efforts were genuine, making them trust your brand in the future. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/12/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_-1.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) ### Boosting your email conversion rates, with Aidan Casey URL: https://www.gotomarketalliance.com/podcast/boosting-your-email-conversion-rates-with-aidan-casey/ Last updated: 2023-06-29T17:25:49.000Z We all get hundreds of emails a day and, after a while, they all start to look the same. Despite being the backbone of most marketing campaigns, emails can be easy to overlook when our inboxes are oversaturated. So how can you make your emails stand out from the crowd? Aidan Casey, CMO of Paintru, is here to share her secret to doubling your email conversion rate. [‎Go-to-Market Radio on Apple Podcasts‎Business · 2022![](https://podcasts.apple.com/favicon.ico)Apple Podcasts![](https://is1-ssl.mzstatic.com/image/thumb/Podcasts122/v4/8f/61/b1/8f61b16d-d03c-8cd1-9a51-869aaa3f83fd/mza_6402235166669175589.png/1200x630wp.png)](https://podcasts.apple.com/gb/podcast/go-to-market-radio/id1624870488) Tune in for Aidan’s top tips on: - The role of email in digital marketing. - How to craft an effective email strategy. - The benefits of email automation. *Want to know more about Go-to-Market strategy? Check out our latest playbook now!* [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/12/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_-3.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) ### Is your Go-to-Market as good as you think it is? URL: https://www.gotomarketalliance.com/is-your-go-to-market-as-good-as-you-think-it-is/ Last updated: 2022-12-22T16:00:54.000Z Ever wondered how a CMO approaches Go-to-Market? And how your approach stacks up? We caught up with The Alliance’s very own CMO, Bryony Pearce, to find out how she tackles GTM at PMA and our other communities. Having started in content and marketing in the early days of The Alliance, Bryony has gone on to launch and grow multiple successful product communities as a CMO. So, what are her secrets to success? In this article we’ll be covering: - How Bryony plans out her Go-to-Market strategies. - Who are the key collaborators for GTM? - Which metrics are most important for Go-to-Market? And much, much more! Read on for all of Bryony’s insights. 👇 ### Q: When planning a Go-to-Market strategy, what’s your starting point? **A:** For me, the starting point is always the end goal. You have to ask yourself, what as a business do we want to achieve with this product/feature/market launch? What will success look like? When you know this, it’ll then inform the metrics you pay attention to for the launch, and that, in turn, informs the level and type of activity that goes into the launch. At The Alliance, we lean towards goal or outcome driven strategies, rather than the end goal being the launch itself. You always have to be looking ahead to how a launch will contribute to the overarching goals of the company. Otherwise, you can end up with a series of isolated launches that don’t really add value overall. ### Q: Who do you work closest with on Go-to-Market and why? **A:** Most teams! As a CMO, you have to have an overview of what all your teams are doing. Early on in the process, I’m working with product owners to define the timeline of a launch and create key product documentation. Having these assets nailed down early is essential for making sure everyone involved in the project knows what they’re working towards and what’s expected of their team. *Find out more about the transition to CMO from Yoni Solomon, as he talks about the learning curve he faced as CMO of Uptime.com:* [Go-to-Market Radio.Welcome to the Go-to-Market Radio. Each week we’ll be bringing you unmissable episodes packed with insights and experience from GTM leaders. Go-to-Market Academy: helping organizations go-to-market better.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/04/Go-to-Market-Academy-1.png)](https://www.gotomarketalliance.com/go-to-market-radio/?wchannelid=xfjvfbarv6&wmediaid=i16g7x7od4) I work with content on any collateral/marketing material required, such as landing pages, brochures, comparison charts and so on. When it comes to marketing, we’re looking at planning and executing pre and post-launch marketing activities. I similarly collaborate with Design/UX to work on public and customer-facing assets. I then work with sales to align marketing strategies, ensuring they’re trained on the product, and making sure they’re aware of key dates and KPIs. I also have a hand in customer success, collaborating on essential tools such as comms strategies for existing customers, onboarding when it’s required, and updating any customer-facing assets. If required, I’ll be working with RevOps (revenue operations) to ensure all the right integrations are set up, data feeds into our CRM and we have the right reporting structures. This is crucial for keeping track of the success of a launch. At The Alliance, we have community teams, and I work with them to ensure we’re bringing our communities into our plans and aligning the goals of the community team with our launches. Our communities are fundamental to our business model and we value them highly, so this is always kept at the forefront of launch planning. As you can see, the role of a CMO is expansive and you always have a lot of plates spinning, so it's important to be able to balance your attention to these different stakeholders that make up a Go-to-Market strategy. 💡 Want to know more about cross-functional collaboration? Read all about it here! 👇 [The why, when and how of cross-functional strategy.Cross-functional teams can revolutionize the way your company goes to market, but it’s one thing to have multiple teams working on a project and an entirely different thing to have strategized organizational alignment.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/05/waldemar-brandt-MjsIHh1rFkM-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) ### Q: Which metrics are you paying the most attention to? **A:** This really varies from product to product and you can also break it down by the stages of a launch (pre-launch, post-launch, etc). For the [courses we launch](https://learn.gotomarketacademy.com/trainings), at the pre-launch stage we’ll be looking at the preorder revenue data and qualitative beta feedback data. However, immediately after launch, we’ll be looking at course revenue metrics. And then post-launch we’ll also be looking at CSAT (customer satisfaction score) and course completion rates. Depending on the nature of a course we’ll also be measuring on different timeframes. For some courses we measure for a matter of weeks, for others, it can be up to four months. *Want to know more about our Go-to-Market courses? Check out the Academy here:* [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/12/GTM_Academy_CTA_Banners_Generic_2.jpg)](https://learn.gotomarketacademy.com/trainings) For events, we’re looking at a completely different set of metrics. We measure ticket revenue data as well as ‘bums on seats’ numbers. It is similar to courses in that we’re also looking at satisfaction data, although this does tend to be more qualitative for events. Attendance data is the big one. Membership and subscription products are different again, although we’re still looking at preorder revenue data pre-launch like we would with courses. We also look at qualitative data from beta testers. Post-launch and on an ongoing basis we’re looking at MRR (monthly recurring revenue), ARR (annual recurring revenue), CSAT, [customer churn](https://www.gotomarketalliance.com/how-high-is-too-high-get-to-know-your-customer-churn-rate/), engagement and expansion data. The overlap for all of these is that we’re looking at conversion data for all marketing channels and the landing pages themselves. So with metrics there can’t be a one size fits all for every launch, you have to be willing to be agile and take different approaches depending on the purpose of a launch and what you’re setting out to achieve with it. But there is always some overlap which makes it a bit less daunting. ### Q: What do you think sets Go-to-Market apart from other processes and strategies? **A:** It’s probably the most collaborative strategy out there. It’s true for most strategies that no one team can work in isolation, but normally you’d be working with just one or two other departments. But Go-to-Market strategies involve pretty much every department in an organization. It's why they can also be the trickiest to carry out! ## Looking forward So, that’s everything from Bryony! But we have plenty more content on how to approach your Go-to-Market strategy and achieve a successful launch. For an in-depth look at how to carry out a cross-functional GTM strategy check out The Cross-Functional Go-to-Market Playbook. As we’ve seen, working with so many different departments on a strategy can be challenging, but we’re here to help you navigate the process. With actionable tools for your strategy, insights from leading CMOs and Go-to-Market professionals and tried and true tactics for building cross-functional teams; if you work in Go-to-Market, this is the playbook for you. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/12/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_-2.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) ### The Go-to-Market Salary Survey 2023 URL: https://www.gotomarketalliance.com/the-go-to-market-salary-survey-2023-blog/ Last updated: 2022-12-23T12:09:59.000Z Go-to-Market is the backbone of so many businesses, but Go-to-Market job titles are still new on the scene. That’s why we’ve set out to find out what the GTM job market looks like, how much you can expect to be paid and what it *actually* means to work in Go-to-Market. Be part of the first ever report to take a deep dive into Go-to-Market jobs and salaries and see how your peers stack up. Complete the survey now. 👇 This report is a tool for you to better understand your role, your industry and what your career progression opportunities could look like based on your experience and qualifications. We’ll be creating a comprehensive image of the GTM job market, but to do that we’ll need some key information from you, the professionals: - Which industry or sector do you work in? - What’s your history with Go-to-Market? - How and where do you work? ## With your insights… We’ll create an in-depth report that empowers you, and GTM professionals like you, to get the respect, salary and benefits they deserve. We’ll be able to tell you what a competitive salary is for your role and how your role shapes up to comparable positions. Join us in taking Go-to-Market into the future and make informed decisions about the next steps in your career. [Take the survey](https://productmarketingall.typeform.com/gtmsalarysurvey) ### The what, why and how of brand promises URL: https://www.gotomarketalliance.com/the-what-why-and-how-of-brand-promises/ Last updated: 2022-12-20T16:00:21.000Z “At its core, your brand promise should define your entire business and touch every aspect of your company.” Dubbed by some as ‘the Indiana Jones of marketing and communication’, that’s Nick Westergaard’s definition of a brand promise and to be honest, there’s not much to argue with. It’s spot on. Your business’ brand promise is a clear, distinct and unique value or experience every single one of your customers can expect to receive. No exceptions. When brand promises are delivered on, they can define individual products or entire organisations. When they’re hollow, they become a mockery and create a disconnect between you and your market. Needless to say, everyone’s striving for the former. ### **Why are brand promises important?** Brand promises ensure unity across your company and through the eyes of your customers. If you don’t have *one* agreed upon and well-communicated brand promise, everyone in your organisation can have a different idea of what’s expected from you and that can translate into disconnected efforts and mismatched experiences. In five bullets, a brand promise ensures: - Everyone within your business is working towards the same values and goals - Every single colleague knows what’s expected of them and your company - Your customers receive cohesive experiences - New opportunities to establish your reputation align with your core brand promise - Everything you deliver has a compelling, unique and united presence. ### **Brand promises in practice** Before we get knee-deep in the how, here are some solid examples to take inspiration from. ****1\. Geico:** 15 minutes or less can save you 15% or more on car insurance. ****2\. Coca-Cola:** To refresh the world in mind, body, and spirit, and inspire moments of optimism; to create value and make a difference. ![](https://www.productmarketingalliance.com/content/images/2020/01/giorgio-trovato-XjJDd_KQ90o-unsplash.jpg) ****3\. Cisco:** Cisco helps seize the opportunities of tomorrow by proving that amazing things can happen when you connect the unconnected. ****4\. Nike:** To bring inspiration and innovation to every athlete\* in the world. \*if you have a body, you are an athlete ****5\. Starbucks:** To inspire and nurture the human spirit – one person, one cup and one neighborhood at a time. ****6\. Google:** Organize the world’s information and make it universally accessible and useful. ****7\. Amazon:** Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online, and endeavors to offer its customers the lowest possible prices. While each of these is obviously different, there are several threads that consistently feature in each and these threads are what a successful brand promise comprises. ****Simple. Credible. Measurable. Memorable. Different.** Remember, brand promises aren’t a public-facing statement (like your tagline, for example), they’re an internal code used to align everyone’s efforts - from marketing to sales to customer success to finance to product. So, let’s focus on each ingredient in a bit more detail… ### **1\. Simple** Simplicity is the key to any type of marketing content. After all, if your audience doesn’t understand it, what you’ve written is rendered redundant. Your brand promise should be succinct (one sentence, two maximum) and include plain terminology. If you look back to the seven examples we listed, this is true for all of them. There can often be confusion between brand promises, mission statements and taglines, so let’s just take a second to clear that up. Your mission statement is a short explanation as to why your organisation exists. Your tagline is an even shorter slogan used primarily for advertising purposes (think ‘Taste the feeling’ for Coca-Cola). Your brand promise is a bit of a hybrid of the two. It combines the catchiness of your tagline with the essence of your mission statement. Remember, you don’t have time to be clever or cryptic. People should see your brand promise and *instantly* understand what you stand for and how it benefits them. ### **2\. Credible** We touched on this at the very start, but if your product doesn’t follow through on your brand’s promise you’ll find yourself on the wrong side of the fence. Your product or service *has* to back-up what you’re saying. To show you what we mean, here are a few examples of brand promises gone wrong… ****Ford** ![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/12/image.png) Back in the 1980s, Ford’s brand promise was “Quality is Job 1.” Given that, you’d expect faultless quality in all their cars, right? Wrong. People who owned Ford vehicles became frustrated by how much they were spending on repairs to the point they actually concocted their own brand promise for the company: “Ford—Found On Roadside Broken.” Fast-forward to today, Ford’s brand promise is “Go Further.” ****News Corp** Their brand promise was to “Legally investigate and report news” and, well, the phone-hacking scandal came out and the rest is history… ****AT&T** “Deliver the extraordinary experience our customers deserve." A nice brand promise, hey? Their problem came when they promised “unlimited data” but a number of their customers were complaining at the painfully slow speed of their internet - hardly extraordinary. ### **3\. Measurable** ![](https://www.productmarketingalliance.com/content/images/2020/01/markus-spiske-pwpVGQ-A5qI-unsplash.jpg) To understand if something works you have to be able to measure it, so to gauge the success of your brand promise, it has to be measurable. Let’s refer to the examples we gave earlier again. With Geico, you save 15% in 15 minutes or you don’t. With Google, the information’s either universally accessible or it isn’t. With Amazon, people can either discover everything or they can’t. We will make one caveat here though...only make time-based brand promises (like Geico’s) if you’re absolutely certain you can deliver on that metric time and time again. If you can, great. If you can’t, it’s easy for people to find quick flaws in your promise. This’ll come as no surprise to product marketers, but validating your brand promise is very much a research-driven job. Get out there, speak to your customers, present your brand promise and ask if it’s reflective of the service they receive. ### **4\. Memorable** Brand promises serve both customers and employees. For customers, they can shape perceptions. For employees, they serve as a focal point for all future decisions. The more memorable your brand promise is, the more likely people are to fully embrace it - both now *and* in two years’ time. We debated whether these next two traits should have their own slot or not, but they directly feed into memorability so here felt like a good place to bring them up. Be emotive and inspiring. People are more likely to hold onto a feeling than a few words, so it’s on you to make sure your brand promise evokes those feelings. Take Nike’s for example. Their asterisk and caveat “if you have a body, you are an athlete” are empowering. It’s a clear reminder you don’t have to be an elite runner, footballer or tennis player to get out there and exercise in their gear, they’re for the everyday man and woman. ![](https://www.productmarketingalliance.com/content/images/2020/01/george-pagan-iii-PsifAN6_z-k-unsplash.jpg) ### **5\. Different** Last but absolutely not least is differentiation. If your brand promise blends in with that of your competitors you’ll make standing out from the crowd really tricky for yourself. Like we said earlier though, brand promises aren’t designed to be public-facing so seeing what your competitor’s is isn’t always as easy as typing ‘****\[insert competitor name\] brand promise’** into Google. There should be a consistent theme across their communication though, and once you identify that pattern you’ll be on your way to working out what theirs is. ### **How to create your brand promise** Whether you’re starting your brand promise from scratch or re-evaluating what you’ve already got, these four steps will put you in good stead. ****Step 1: understand how you’re perceived** First things first, you need to get out there and speak to your customers to see how they perceive you. If you’re revisiting an existing promise this will help you understand if it matches what your customers are telling you. If you’re starting with an empty canvas, it’ll help fill in some of the blanks. ![](https://www.productmarketingalliance.com/content/images/2020/01/sandie-clarke-0JPMHlHKos0-unsplash.jpg) In terms of questions, here are a few suggestions: - When you think of our brand, what words come to mind? - Why did you choose us over competitor X, Y and Z? - How would you describe our product/brand? - Where do we deliver the most value to you? - What makes us stand out from other providers? As with most of the research you do, in-person or over the phone is best so you can ****a)** hear the person’s tone and see their facial expressions (if you do a video call, anyway) and ****b)** probe into their answers for more detail and ask questions on the fly. ****Step 2: position yourself in the market** Next, you need to work your way through a few categories and place yourself in them. - ****Product category:** define which product category your offering sits under. If your product spills into more than one category, consider defining the problem you solve instead. - ****Quality:** by nature, everyone will want to say “the highest possible quality” for this one but the reality is not everyone actually is. If we look at the car market, Rolls Royce are the undisputed go-tos for quality and it’d be unrealistic for, say, Ford, to position themselves as the same. - ****Price:** put yourself on a scale of either lowest cost, budget, mid-range, premium or high end. If you look back to Amazon’s brand promise, they clearly position themselves at the bottom end of the scale with “lowest possible prices.” - ****Values:** your research should’ve uncovered this, but list the values that are most important to your customers when deciding whether or not to choose you. These must come from your customers, *not* internal assumptions. ****Step 3: set out your customers** ![](https://www.productmarketingalliance.com/content/images/2020/01/sincerely-media-FYCgBA6GaVI-unsplash.jpg) We’re not talking persona-level here, but no-one targets everyone - although you could argue Google’s very close to that! Take Starbucks for example though, they serve coffee aficionados, Nike serves people who are physically active, Amazon serves people who shop online, etc. Whoever that is for you, define it in this step. ****Step 4: put it all together** The fourth and final step is patching everything you just uncovered together. Here’s a pretty simple formula you can use: ***\[Your brand\]* serves **\[customer category\]* by providing **\[quality level\] \[product category\]* at **\[price level\]* to **\[company values\]*.* Take PMA for example: > *PMA serves product marketers by providing the world’s best online community at no cost to elevate the role of product marketing all over the world.* That’s not to say that’s your final version, of course, but with a bit of polishing up there you have it, your brand promise. ### Your ultimate guide to improving customer journeys URL: https://www.gotomarketalliance.com/your-ultimate-guide-to-improving-customer-journeys/ Last updated: 2024-04-11T16:23:31.000Z The customer journey is one of the most important aspects of your Go-to-Market strategy. We’re talking about the journey your customer goes on from first finding out about your brand, to purchasing your product, to being a lifelong advocate of your business. That’s the journey you want, in an ideal world, every customer to take. Getting a 100% success rate isn’t realistic, but to get as many customers to that ‘advocate’ stage as possible, you’ll need to pay attention to everything that comes before. Read on to find out: - [The stages of the customer journey](https://www.gotomarketalliance.com/p/ae8c649a-d875-4a8c-a728-9d9445997406/#the-stages-of-the-customer-journey). - [Why the customer journey is important.](https://www.gotomarketalliance.com/p/ae8c649a-d875-4a8c-a728-9d9445997406/#why-the-customer-journey-is-important) - [How to make the customer journey as successful as possible.](https://www.gotomarketalliance.com/p/ae8c649a-d875-4a8c-a728-9d9445997406/#making-the-most-of-your-customer-journeys) ## The stages of the customer journey ### Product development The customer journey starts far earlier than you might realize. It doesn’t begin the first time they get a call from a sales rep, or even the first time you send them a marketing email. The customer journey starts when product, marketing and your company stakeholders sit around a table and decide what product or capability you’re building next. Because you’re not just designing products in isolation, or at least, you shouldn’t be. For a successful customer journey, you need a customer-centric approach to your product development. And that means designing products that address customer pain points and progress your customer’s relationship with your brand. What’s your brand’s story? Where are you taking your customers next? That’s what you should be thinking about when you’re planning for your next product launch. With time, the customer journey can become cyclical as you establish feedback loops to ensure your customer is always present when you sit down to develop products and decide where you’re going next. ### Marketing Once you’ve got your product, the next stage of your customer’s journey will be the first interaction they have with it. You don’t start with the hard sell. You get your messaging out there and you make sure it finds the right customers at the right time. Identifying customer personas, ideal customer profiles (ICP) and your total addressable market (TAM) is an essential step in the customer journey. You don’t want your marketing outreach to be random because you’ll waste or miss opportunities entirely. For example, you’re marketing a new smartwatch and you have two potential customers. Customer A is looking for a smartwatch because they care about fitness and want to track their gym sessions. Customer B wants the convenience of using their watch to control their music, pay for groceries, make phone calls, etc. But if customer B only sees messaging about fitness, will it capture their imagination? Will they think this is the product that’s going to solve their problems? Short answer, no. So when it comes to [positioning and messaging](https://www.gotomarketalliance.com/positioning-and-messaging-in-the-startup-space/), you need to make sure you’re targeting the right customers with the right information. And you need to sell them the narrative that with this smartwatch, or this tech solution, all their problems will be solved. The life they’re imagining with your product will be realized. You also need to keep track of what kind of customer you’re dealing with, so if they’ve gone to your website or a sales rep based on an ad about how convenient smartwatches are, they don’t only see information about fitness or sleep tracking. ### Sales For many, this might be mistaken for the start of the customer journey, but as we’ve seen, a lot goes into a customer’s experience before they come face to face with a sales rep. This means that the sales rep needs to know what the customer’s experience has been up to this point so their journey can be as seamless as possible. The sale is obviously a very important step in the customer journey and it's important to get it right. Your sales reps need to be enabled to talk about a customer’s pain points, how your product can resolve them and why your product is better than the competition. If you want to find out more about sales enablement, you can check out our article here. 👇 [It’s time to invest in sales enablement tools. Here’s why.With a cross-functional Go-to-Market strategy where sales can confidently mesh their persuasion and charisma with product knowledge, you’re looking at much higher win rates and, therefore, much higher revenue.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/09/salesenablementools.jpg)](https://www.gotomarketalliance.com/its-time-to-invest-in-sales-enablement-tools/) You want your customers to feel like they’re having a unique experience, not that they’re just one in a chain of sales calls. No one wants to feel like a statistic. A sales call can’t all be about numbers and data. Those things are important, but not as important as establishing a relationship with your client. ### Customer success The customer journey doesn’t end when they purchase your product. In fact, it's only just beginning. Customers that don’t know how to get the most out of your product, find it difficult to use, or don’t find that their problems are resolved by it will churn. Meaning, they’ll stop using your product and most likely defect to a competitor. Customers must be properly onboarded to get the most out of your product and continue to use it for an extended time. Beyond [customer onboarding](https://www.gotomarketalliance.com/why-you-need-to-nail-your-customer-onboarding-process-and-how-to-do-it/), you’ll want to check in with your customers with some regularity, ensure they’re satisfied with the product and find out if they have any feedback about what you can do better. You can also reward customers for sticking around with discounts, loyalty programs and early access to new products and releases. What you’re looking to do here, is to get the maximum lifetime value from each of your customers. And when that happens, you reap the benefits of customers repeatedly purchasing your product, subscribing to memberships and recommending your products to others. ## Why the customer journey is important Did you know [86% of people are willing to pay more for a great customer experience?](https://www.customersuccesscollective.com/setting-expectations-for-customers-throughout-the-journey/) That means if you provide an exceptional customer experience, you’ll set yourself apart from competitors. A customer’s experience with your brand will make or break the length of their journey with you. Will they make a purchase? Will they buy a subscription? Will they continue to purchase your products and services in the future? If your website is hard to navigate, calls with sales reps are repetitive or irrelevant to a customer’s pain points, or they have a poor customer service experience after purchase, their journey with your business will be cut short. As we all know, old customers are far more cost-effective than new customers. You don’t have to spend acquisition costs on them, so the profits you make aren’t mitigated. The best way to maximize the lifetime value of your customers and make your relationships with them as profitable as possible, is to put the effort in when it comes to the customer experience. Whatsmore, customer reviews and testimonials are one of the best ways to bring in new customers. If you push your customers further down the sales funnel from buyer to advocate, they’ll recommend your brand to others and you’ll start to grow your customer base organically. We all have that product or company that we stand by and would sing the praises of, even if we know it's not entirely rational. That’s the kind of loyalty you want to inspire for your brand. Take care of your loyal customers, look after them, and they’ll do your marketing for you. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/12/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_.png)](https://www.gotomarketacademy.com/the-cross-functional-go-to-market-playbook/) ## Making the most of your customer journeys So you want to make your customer journeys as successful as possible? You’ve come to the right place. Here’re a few ways you can improve the customer journey and reap the benefits we’ve discussed above. ### Align your teams The most important thing for customers is consistency. They don’t want repetitive conversations, gaps in knowledge or mismatched messaging. To avoid these things, you need [all your teams working together](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/). That includes internal teams, not just the customer-facing ones. If you want market positioning to be consistent with the pain points that a product was designed to address, you need product to work with marketing. If you want a customer’s onboarding process to target the reasons they purchased a product, you need customer success to work with sales. You get the idea. Make a customer’s journey as seamless and beneficial to them as possible by avoiding siloing and keeping your teams in conversation with one another. ### Get some perspective It's easy to just focus on the big milestones in a customer’s journey, like the initial sale, onboarding or upselling. But customers aren’t only experiencing your product when you reach those markers, they’re (hopefully) using your product all the time. That means you need to shift your perspective to not just focus on the big wins. Take a step back, and identify the gaps in your customer journey. Where might you be missing opportunities to add value to a customer? Check in with your customers regularly and make sure you’re supporting them beyond the obvious steps. ### Manage expectations Don't make promises you can’t keep. If you offer your customers the world but don’t deliver they’re going to be disappointed and think of your business as unreliable. Demonstrate your trustworthiness to your customers by setting manageable goals and achieving them. If customers know they can rely on you to deliver on promises they’ll trust you when you roll out new products. Earn their trust and their dollars will follow. ### Establish feedback loops There’s always room for improvement. Once you have a relationship with a customer, you can ask them for feedback on their experience with your brand and your products. If you see patterns in feedback or the same issue keeps cropping up, you can identify where you need to make adjustments in your customer strategy to deliver a better experience. This will also encourage more loyalty to your brand in your customers, as you’ll have demonstrated that you value their opinions and concerns. It’s important to show that your customers matter to you and collecting and implementing feedback is a really easy way to do so. ## How to improve your Go-to-Market strategy Our [**Go-to-Market Certified: Masters**](https://learn.gotomarketacademy.com/training/c9ab823a-c55b-11ec-bd4c-020df940d6b7/overview) course will give you all the information and knowledge you need to up your GTM game. Delivered by **Yoni Solomon, Chief Marketing Officer at Uptime.com**, this course provides you with everything you need to design, launch, and measure an impactful Go-to-Market strategy. By the end of this course, you'll be able to confidently: 🚀 Grasp a proven product launch formula that’s equal parts comprehensive, repeatable, creative, and collaborative. 🧠 Gain the expertise and know-how to build and tailor an ideal product blueprint of your own. 🛠 Equip yourself with templates to facilitate a seamless GTM process. [Get GTM Certified](https://learn.gotomarketacademy.com/training/c9ab823a-c55b-11ec-bd4c-020df940d6b7/overview) ### Fractal method: proven GTM strategy URL: https://www.gotomarketalliance.com/fractal-method-proven-gtm-strategy/ Last updated: 2022-12-06T16:01:11.000Z There are trees that drop needles that make it impossible for other plants around them to grow. The point isn’t to kill the flora, I’m just fascinated by the idea that we can create conditions that make it possible for things to thrive. Products are no different. A fundamental insight is a key piece of information that leads to a better solution to your customer’s most basic problems. And the key to a product’s success is how you leverage your environment to apply those insights (think Amazon). A company’s job then is to uncover fundamental insights so that it can develop the conditions necessary for its product to thrive in competitive markets. > *“If you don’t control your environment, someone else will.” — Grant Cardone* I find the idea of “controlling your environment” fascinating. It’s nothing complex and on the surface it’s pretty easy to understand. But, the key to this idea lies not in comprehending its meaning but in applying it to the real world. Suppose your new year’s resolution is to lose 45lbs. That’s called a goal. But a goal is merely a wish if there’s no system in place to carry it out. You can tell yourself that you’ll eat healthy and go to the gym 5 times a week but what happens if there’s no healthy food in your house and you don’t have workout clothes? You’re probably not going to follow through. Controlling your environment is all about manipulating your environment to make it more favorable to action. If I lay out my clothes the night before and prepare my meals for the week on Sunday, the odds of meeting my goal are substantially greater. This is called a system. They work if applied correctly. The problem with most companies is that they work in silos. Two departments can have high functioning systems and still have a disconnect, which can result in a bottle neck. When Earth’s temperature shifted from hot and humid to cold and dry trees had to evolve to survive. Thanks to the pine needle, pine trees were able to adapt and thrive under new conditions. Not only are pine needles more conducive to photosynthesis, their acidity kills the plants around them, which means less competition for resources. When they fall to the ground, they pile up and soften the impact of rain, which prevents erosion and allows the tree to have a more solid foundation. The Fractal Method is all about becoming hyper aware of the environment around you and creating conditions where your product can thrive. ### First principle ideation: [‘First Principle Ideation’](https://www.linkedin.com/pulse/thinking-first-principle-according-elon-musk-edgar-rodriguez/) is a method of inquiry that seeks to uncover novel solutions to existing problems by breaking them down to their most fundamental parts. The term comes from an ancient philosophy called “first principles.” According to ancient philosophy, the term was coined almost 2,300 years ago by Greek Philosopher, Aristotle. He proposed that by understanding a subject's fundamental principles, those “things better known and clearer to us.” First Principle is an important first step for evaluating systems — whether in philosophy, personal life, business. ### **Defining and deconstructing the problem:** Identifying a problem isn’t as easy as looking at something and saying, ‘it doesn’t work.’ A problem is a situation in which something important has happened but we don’t know why. Evaluation of the problem requires using the correct research methodology. To truly identify a problem you must first define the clear set of issues (or symptoms) that led to the problem -- like decreased sales, loss of market share, and decreased web traffic. Problems are a result of individual symptoms. ### **Situation analysis: 5 C’s approach** - Company (internal): strengths, weaknesses, goals, objectives, culture, resources including technology and skills. - Customers: Market size, segment, purchasing habits, trends, buying process, overall customer satisfaction, perceived value by customers. - Competitors: Current and prospective, strengths and weaknesses, opportunities and threats, products and market share. - Collaborators: suppliers, distributors, alliances and partners. - Climate: Regulations and government oversight, social and cultural, business cycle, inflation and other economic factors, legal technology. ****Questions to ask:** - What are the latent needs for your product? - What needs hold the most weight? - Who is your target? - What are your differentiators? ****First principle analysis:** - What do you want to accomplish? - What is true? - What should you do to achieve #1 in light of #2? ****Stakeholders:** - Innovations, engineering, product, legal, sales, etc. ****Outcome: potential solutions to the problem** - Map the hypotheses and weigh them against customer needs and strategic goals. ### **Research: testing your hypothesis** A problem is a situation in which something important happened but we don’t know why. Evaluation requires using the right research method. Some methods create their own set of problems so it’s your job to determine which one is best. Identify the appropriate research methodology or mathematical models: - ****Quantitative**: Measure of how your audience behaves. - ****Qualitative**: Measure of what your audience wants. - ****Methods**: Surveys, interviews, ethnography, focus groups, narrative interviews, usability tests, beta testing, dynamic testing, MaxDiff Analysis, perceptual maps, case studies. - ****Presenting**: Once you’ve researched and tested your potential solutions, you’ll want to prioritize them according to your goals before presenting to leadership. - ****Outcomes**: Research report and slide deck. ### **Planning and execution** This stage happens after your proposal has been green lit. It’s your job to map the project specifications including deliverables, dates, subject matter experts and stakeholders. ****Product launch plans:** - Deliverables: what needs to be built? - Deadlines: when do they have to be built by? - Stakeholders: who will be involved? - KPIs: how will you measure progress ****Internal communications plan:** The purpose of the internal comms plan is to keep the team apprised of project progress. This is key to keep managers from breathing down your back. It also keeps you accountable and on time. - Progress reports, status dashboards, one on one meetings, scrum. ### ****Messaging and positioning: the hero's journey** The hero’s journey is a concept that was made famous by George Lucas’s Star Wars Trilogy. It’s a fundamental storytelling framework which nearly all myths, books, and movies share, from Homer’s Odyssey to The Lion King. The Hero’s journey works because it possesses the fundamental elements that human beings can’t help but like. It’s a suspenseful feel-good story. Ideally, your company’s journey begins with its high level mission, vision, and values. And like a fractal, your journey should scale down from the individual business units down to individual products. - Messaging Matrix - Customer Journey Matrix - Buyer Personas ### **Deliverables** ****Events:** - Launch events for OEM's and partners, trade shows & conferences, speakerships. ****Sales**: - One sheeter, brochure, messaging doc, spec sheets, educational trainings, battle cards, sales decks. ****Comms**: - Press release, earned media, exclusive interviews, tv interviews, press conferences. ****Marketing and demand generation**: - Promo video, website updates, landing pages, emails, blogs, paid, social, automation, co-marketing opportunities. ****Deployment**: - Quick start guide, training manual, operations manual, training videos, one-sheeters, FAQs. ### **Launch:** ****Post launch framework**: - Blog (Education) → Podcast (Conversation) → Webinar (Sales) ****Post Launch Deliverables**: - Testimonials, use cases, case studies. ### **Feedback: power law** The Pareto Principle, also known as the 80/20 rule or Power Law, states that roughly 80% of effects come from 20% of causes. Or, 20% of your activities will lead to 80% of your results. SaaS pricing strategies adopt this principle through tiered pricing plans. Because startups are limited in resources, they can’t help everyone all the time. With pricing tiers, those who pay the most money get better support because it makes more sense to keep them happy. Losing 8 customers who account for 20% of your revenue is better than losing 2 customers who generate 80% of your revenue. Power Law principle can be applied to sales and customer service programs such as VOC. Ways it can be applied include: - Qualitative and quantitative research samples → better data. - Building buyer personas based off of 20% of your most profitable customers. ### A Go-to-Market strategy to win in the market: Q&A with Anand Akela URL: https://www.gotomarketalliance.com/a-go-to-market-strategy-to-win-the-market/ Last updated: 2022-11-30T16:00:31.000Z Anand Akela manages product and solution marketing at Nutanix. He has worked in product marketing for many years, previously holding leadership roles at Hewlett Packard, Oracle, AppDynamics, CA Technologies, and Tricentis. ### Just how instrumental is Go-to-Market strategy to product marketing? Go-to-Market strategy is at the core of product marketing. It involves building content and collaborating with the integrated marketing team to prepare messages upon launching the product. It also includes working with PR to ensure that we have the stories lined up, ensuring that analysts are briefed, and the product or solution being launched is ready to go. ### How does sales enablement fit into your company’s GTM strategy? Sales enablement is a key piece of Go-to-Market strategy, especially when it comes to messaging. It’s important to make sure that sales is enabled to articulate the messaging targeted to the personas and buyers you’re selling your products and solutions to. You should ensure sales have the proof points needed to support the messages and they’re equipped with the tools to move the pipe along. You must enable sales to work with customers, present the value prop, and move them along towards your goal of closed won. ### How do you effectively manage demand gen support? Demand gen support is another core part of what we do. It involves working with the corporate marketing team and the demand gen team to ensure you have the right segmentation, the right Go-to-Market, and route-to-market strategy in place. You also need to have the right type of content, not just for the web and direct, but also for the channel and GSIs, ensuring it is all readily available for your teams to use. This support role starts with your core messaging and the rally cries that you build with the proof points that the demand gen team can then take to market. You’re there to support the team throughout the entire process. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/11/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_-3.png)](https://product-marketing.docsend.com/view/56vzck5muyn69t4w) ### How do you apply thought leadership and awareness to product messaging? As a product marketer and a Go-to-Market leader, you’re responsible for establishing your product or solution as a leader in the marketplace. As such, improving the share of voice, and using the right tools to track this is essential. You must make sure that you issue the appropriate style of blogs and articles, as well as identify the right user groups and industry events to participate in. You should work closely with analysts and influencers to ensure that every day you are working towards positioning your product and solution as a leader in the industry. When starting with a new product, your main job is often focused on how to fit your product in a particular category. For example, we have a product that we’re currently working on which helps manage the database lifecycle on the top of our cloud platform. One of our goals is to get this product listed among other key database management players. Thought leadership is very important. When I was running DevOps solution marketing, we built a continuous delivery neighborhood, and the idea was to come up with thought leadership content so that anyone looking at continuous delivery testing and DevOps could go and find the right kind of content for them. ### What role does the customer play in how you orientate your strategy? For a Go-to-Market strategy, you need to decide how to build a solution that attaches to the customer problems and pain points that you’re targeting. Focus on the industry, geographical area, personas, and line up businesses you are targeting. We saw that a lot of our customers are using our platform for end-user computing, Virtual Desktop, private hybrid cloud, and running databases. So we decided to build and compile our solution, add our products within that solution area, attach it to the customer problem, and go to market with the solution-led strategy. Instead of going out to market with 16 different products and 16 different types of messaging, go out with three. Still have your product, but don’t attach all the products to lots of other solutions. Start with the customer challenges and their business outcomes first, and then attach them to your solution and go into your product later. [Why it’s crucial to nail your customer marketing strategy.Keep your prospects close, and your existing customers closer.Advice that’ll resonate with any PMM worth their salt. 🧂We’ve been told umpteen times that selling to an existing customer is a) easier and b) cheaper. After all, why start from scratch when you’ve already done the hard work?![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyLawrence Chapman![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/07/customermarketing.jpg)](https://www.gotomarketalliance.com/why-its-crucial-to-nail-your-customer-marketing-strategy-2/) ### Do you have any tips or best practices for a Go-to-Market framework and operating model? For each of the plays or solutions that are going to market, we have a framework that aims to answer the following questions: - What's the size of the opportunity? - Do you have a way to segment and target as well as the data to support that? - Do you have something you can target and hand over to the campaign and sales teams? - What are the use cases for the solution? - What are the challenges that customers have? Identifying these points and then coming up with the messaging platform and the relevant content is pivotal. Once you’ve launched your solution, measuring its success and understanding what you’re trying to look at is also important. Is it your pipe size? Your conversion rate after the pipe is created and closed? Your MQL to sales qualified lead? Look at the top areas that make sense for your business, especially if you have challenges in those areas. Look at them on a regular basis and optimize for that. ### Which teams should you prioritize/work most closely with on Go-to-Market? In terms of demand gen support, it's your responsibility to help the campaign and demand gen teams, and the field marketing and the sales teams throughout the process, from the targeting of the demand, to helping with the segmentation messaging, to the types of content and tactics used across the pipeline. In my current role, I believe that sales is my primary stakeholder. Although I support marketing and work with product, I primarily make sure that sales is positioned for success and that they have all the tools and knowledge readily available, where they're enabled. Basically, my route to market is enabled and ready to go, and I'm providing support all the way through the process until the deal is won. ### How do you see product marketing aligning with marketing teams? Working on a methodology or a framework with the exact same terminology and language is important, as well as using the terms appropriately. Those frameworks give you an easy way to collaborate with the marketing team, the campaign team, and the field marketing team. Determine which phase the pipe is stuck in, and then collaborate with field marketing and sales to move the phases along. [When product met marketingWhen Adam Greco and John Cutler joined Amplitude as Product Evangelists, they quickly bonded over their shared belief in the power of bringing together product and marketing. Taken aback that this wasn’t the norm in most businesses, they set about finding out why and how to bring the two together.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/06/productandmarketing.jpg)](https://www.gotomarketalliance.com/when-product-met-marketing/) ### What is the biggest change you've seen in the PMM role and/or tech marketing over the past 15 years? Collaboration across the cross-functional team has always been challenging. There have always been issues where you're not working with the sales teams particularly well, or you're not working effectively with marketing campaigns, because you're right in the middle of it. So I believe in having a framework where we have an agreement with different teams on using those challenges. As a PMM, all the messaging that you're building is focused on business outcomes, and your job is to train sales reps and make sure that they have the right tools and understanding. But in cases where you have ACs making the decisions and doing most of the talking, and the sales reps are doing mostly relationship building, it becomes challenging. I have personally found this situation very difficult to deal with. ### Is it a typical responsibility of product marketing to maintain sales, pipeline analytics and metrics? Not necessarily, but working with the sales team allows you to help them understand why things are stuck and give them the tools needed to move the pipe. In my current situation, the sales team are happy that we’re there to help. It's all about working together and helping the team to move the pipe, because ultimately our end goal is to make sure that we take it to the finish line, which is the closed won. ## Have you downloaded The Cross-Functional Go-to-Market Playbook? Jam-packed with: - Actionable Go-to-Market strategies. - A step-by-step guide to cross-functional teams. - Insights from industry experts. And much more! Get your free copy now. [Download Now](https://product-marketing.docsend.com/view/56vzck5muyn69t4w) ### The Cross-Functional Go-to-Market Playbook URL: https://www.gotomarketalliance.com/the-cross-functional-gtm-playbook/ Last updated: 2023-05-09T14:06:51.000Z Did you know **only 33% of PMMs have a defined Go-to-Market strategy**? At Go-to-Market Alliance, we don’t think that’s good enough. There’s a lot of confusion around what Go-to-Market is, who does it and how it benefits growth and revenue. We’re here to change that. Welcome to the first and only comprehensive cross-functional Go-to-Market playbook. In these pages, you’ll find everything you need to build a winning Go-to-Market team and a killer strategy. With this playbook, we’re offering you a framework for a repeatable, scalable and aligned GTM strategy that’ll grow with your business. ## What’s included: - Tried and true strategies for building cross-functional teams. - Insights from industry leaders, including current CMOs. - A step-by-step guide to the stages of Go-to-Market. - The most important metrics for your stakeholders (and how to achieve them!). - Tactical launch strategies to save you time and resources. [Download Now](https://productmarketingall.typeform.com/to/PC4prxJH) ## What’s in it for you? How are you supposed to get results when you don’t have a recorded process, clear project ownership or aligned teams? It’s time to get the strategy you deserve. Nearly every team in an organization plays a role in Go-to-Market. With a project of this size and scale, it’s not surprising that many businesses have a hard time pinning down and defining a strategy. Cross-functional working and alignment are core foundations of an effective GTM strategy, which is why this playbook puts a spotlight on how you can promote alignment between your teams and build it into your processes. In this playbook, you’ll find actionable advice on how and when to include cross-functional working into your Go-to-Market strategy. We break down the stages of the Go-to-Market process and show you how alignment can be applied and benefit you at each stage. [![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/11/GTM_Cross-Functional_GTM_Playbook_2022_CTA_Banner_-1.png)](https://productmarketingall.typeform.com/to/PC4prxJH) The pages of this playbook are packed with strategy ideas, and you’ll also find advice from GTM experts who’ve established alignment in their own businesses. One of the key obstacles to cross-functional alignment is a lack of understanding between teams. We remedy that with a run down of the key challenges and metrics for your teams and how they can best be supported to contribute effectively to Go-to-Market. With this playbook in your back pocket, you’ll be able to build your own repeatable and scalable Go-to-Market strategy which prioritizes cross-functional working and puts the focus on solving customer needs and improving revenue and growth. [Download Now](https://productmarketingall.typeform.com/to/PC4prxJH) ### Veronika Andreeva's lessons in enterprise Go-to-Market URL: https://www.gotomarketalliance.com/veronika-andreevas-lessons-in-enterprise-go-to-market/ Last updated: 2022-11-15T16:00:05.000Z Everyone can relate to the challenges of a new [product launch](https://www.gotomarketalliance.com/your-ultimate-product-launch-checklist/). At some point in your career, you may even come across the launch of a new technology, a technology that is on the cutting edge and the market is not aware of yet. # Enterprise GTM for AI automation The three main lessons I’ve learned from the AI automation journey are: 1. Riding a hype wave is not enough to succeed. 2. If you want to launch an innovative product, you need to build trust with your market. 3. When you’re building this trust, you need to work with the entire ecosystem of market players, not just your customers. When I’m asked to describe what's been happening in the AI industry, three words come to mind: hype, confusion and fear. So how did it all begin? AI is older than you realize. It’s been developed and tried and failed for decades. Eventually, several things came together to make it work. First of all, higher computational power emerged that was big enough to support massive amounts of data. The second part was algorithms such as machine learning and deep learning, which were developed around the same time in the late 2000s and early 2010s. Around the time I joined the space in 2015, AI as a technology was at the summit of the hype wave. Companies were making money like crazy. The estimated revenue for AI was $10 billion, and the estimated growth was 300% by 2020\. So going into this particular industry, I thought the technology was a product marketer’s dream. In fact, I was very naive; hype was not enough. [Q&A - Maximize GTM effectiveness with AI guided sellingDuring our Future of Sales Festival in June 2021, we sat down with Winnie Palmer, Head of EMEA Marketing at Seismic, to discuss how to deliver compelling buyer experiences and maximize your Go-to-Market effectiveness with AI-guided selling.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyGo-to-Market Academy![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/07/aiguidedselling.jpg)](https://www.gotomarketalliance.com/q-a-maximize-gtm-effectiveness-with-ai-guided-selling/) # Fear of the unknown Nobody really knows what AI is, but everybody claims they have it. We had every business calling our company and asking: *what is this magical AI stuff? What does it do? What are the use cases? And how can I apply this to my technology?* *Is it machine learning? Is it deep learning?* There were so many buzzwords around it. The notion of evil robots soon became a major fear factor around the use of AI. Since the release of Blade Runner and the Terminator, we’ve had this fear that robots will rise up against us. When talking to prospects and partners, some of the executives asked me: *how do you make sure that the runaway robots scenario doesn't happen? That your AI doesn't take over our company?* This was a big fear factor to overcome, especially when launching something new. But when it's a new technology that also threatens humankind, how do you build trust with the market? # Simply riding the hype wave is not enough for a successful GTM One quote that I think a lot is from Seth Godin, who said: > *“People do not buy goods and services. They buy relations, stories, and magic.”* When you think about this, the magic part has already been covered by the whole notion of AI being a mysterious technology. But what do you do with relations and stories? This is where [product marketing](https://www.gotomarketalliance.com/how-do-solo-pmms-vs-pmm-teams-tackle-gtm/) comes in to help craft the message, help the sales team, and drive the message and position to the broader audience. When adopting new technology, it’s fundamental to look at the adoption curve to help you drive your message and identify how to speak, who to speak to, and when. Geoffrey Moore's take on the adoption curve includes a chasm. You have a point beyond which is hard to move, and if you don't move beyond it, you'll come to a dead end. ![](https://lh3.googleusercontent.com/hR4zESTLfhEOJoJ8cwCQb71KuhzEkzbgVwoM1s4hhSCi2qFbhxr5mk34YSu5YKNs45gxaQLVK3iFgCszG76cMd1XMB22YzDdulwkp_MWPOv2cadKo00JvvpwWgzjVyTEXRaLIFajqx65EwK64LgGQ2oHfrPN1faTiCn6Qcv2mxtBIVfYmvK9dYtFX9EzBw) It's very important for product marketers to think about not just how to drive the position in the messaging for early adopters, but also to think about driving the product into the mainstream market. You also want to consider the entire ecosystem of players. Of course, there are your buyers, but there are also partners, influencers, competitors, and adjacent technologies. All of these are a part of your network, and can be your allies. You can find synergies with the right circumstances because you all have common goals, you just need to find them. For example, your influencers want to stay on top of the cutting edge of technology. They’re advisors and industry analysts who’re incentivized to stay as the thought leaders in the industry, and will be your biggest advocates when launching new technology. But buyers and partners will also be interested in advocating for your technology because they want to be perceived as the influencers in the space. These are your tech enthusiasts and your visionaries. They want to be perceived as leaders in their organizations, and therefore want to champion your product. Another example is your competitors. First, you might think you need to find your differentiation and individual slice of the pie. However, when it's a high-growth market, it's in everybody’s common interest to grow the pie so that everyone can get the largest slice possible. In response to the fear that AI would take over human jobs, we as vendors started coming out with [positioning and messaging](https://www.gotomarketalliance.com/positioning-and-messaging-in-the-startup-space/) that stressed that it wasn’t going to, but that it would automate manual tasks and free up resources for more meaningful jobs. And over the course of several months, it soon became the industry standard to talk about freeing up resources, as opposed to automating jobs. Adjacent technologies are also very important, in terms of a broader AI category. The more you attract VC funding and buzz, the more the market will trust you. Therefore, the entire category benefits from this joint marketing promotion. Build trust with buyers by building trust with their advisors Statistics from Forrester show that almost 70% of your buyers rely on their own due diligence as opposed to getting information from your website. And 60% of buyers don't even want to talk to the sales team. They want to do their own research, and there’s no better way to conduct due diligence than through influencers. This is especially true for highly innovative products. Forrester’s B2B go-to-customer strategy matrix has four buying archetypes depending on the complexity of the decision process, and the complexity of the solution. AI automation as a product would fall under transformation, high complexity, and high decision in moments of the decision making. And this is where you want to attract thought leadership support. ![](https://lh3.googleusercontent.com/WKMJ1AZiiX0jISXoymD11L43iKcAoId1urJbD2VVVI-aBGKpb0chbgeckEZdNAfhvUhdD4zENAunqzDhGZDUJYcBC0NIrZJve5NodqvExxTNkG1Asp8KKYGNRUNejsje03rfD5rGNvYQPdDX5oLeW281AOrrPBbCuhHq843J3W3ZJVPlqvnCdYUBSr5JMw) Oftentimes, buyers don’t know what options are available. They also know that there is a lot of risk associated with taking the next step and trusting in this new technology. Therefore, you need to convince them through the people that they trust—the influencers. # The ‘chicken and egg’ of customer success stories When you have a new technology and you’re launching it into the market, what comes first? Your customers, or your customer success stories? This is very tricky, because the other source of trust building comes from the peers for your vendors. So here’s how I approach this. ![](https://lh3.googleusercontent.com/uCnvRtIMEluF45kVFSV8DvAu9rsP0uIGgZYLoKLkISDyMsSYYSPgqByJL0QudbBkm0t-poYoXcKmD6ncOtMlxUKKtn4vcID0PCENK3u-ohf-T3uAlKRCfQHpkGhvySDPlVNdBH5YQVZg0-P4LiunSel_AuczEGuUqhuoWU5ya1lrOH0GHSaaCWUTHD7Nzg) First, to build some of your core use cases, you can take the product to the market and position it to the early adopters who’re willing to take the risk and try it out early without any proof. Then, as you go into the mainstream, your level of credibility will increase the credibility level of the marketing materials you provide. So once you have the early adopters starting off, they may have a proof of concept or a pilot project. This project can serve as your early customer story. And then once you have the first implementation, you have your first case study with real results. # Key takeaways The hype does not necessarily guarantee success. Thorough planning and hard work are needed, because unforeseeable obstacles will likely come up that you need to be able to overcome. [Go-to-Market](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) for innovative products is built on the relationship with the market. It’s important to start a relationship with the early adopters and the visionaries, but you must always think about the next step and how you will take the product to the next group of customers that are mainstream adopters. Finally, to build your relationship and trust with the market, work with the entire ecosystem. Each player is as valuable to you as you are to them. So work together, find the synergies, and jointly grow the market. ## **How to improve your Go-to-Market knowledge** Delivered by ****Yoni Solomon, Chief Marketing Officer at Uptime.com**, [Go-to-Market Certified](https://learn.gotomarketacademy.com/training/c9ab823a-c55b-11ec-bd4c-020df940d6b7/overview) includes everything you need to design, launch, and measure an impactful go-to-market strategy. By the end of the course, you'll be able to confidently: 🚀 Grasp a proven product launch formula that’s equal parts comprehensive, repeatable, creative, and collaborative. 🧠 Gain the expertise and know-how to build and tailor an ideal product blueprint of your own. 🛠 Equip yourself with templates to facilitate a seamless GTM process. [Get GTM Certified](https://www.gotomarketalliance.com/) ### Your ultimate product launch checklist URL: https://www.gotomarketalliance.com/your-ultimate-product-launch-checklist/ Last updated: 2024-05-27T20:30:57.000Z If you own your company’s Go-to-Market strategy you’ve probably got a lot of plates spinning right now. In the run-up to launch, there’re lots of tasks belonging to multiple teams that *you* have to make sure get done. With so much to keep track of, it can be easy to feel overwhelmed. That’s why we’ve created the ultimate product launch checklist, to help you navigate your route from the starting line to launch day. ## What are your product launch essentials? - Internal alignment. - Customer research. - Positioning and messaging. - Marketing and content. - Sales enablement. - Launch day. - Post-launch plan. Let’s get to know the steps of your product launch checklist a bit better… ## Internal alignment The first thing you need to do when preparing for a launch is getting alignment between your teams. The launch process involves most teams in your company in one way or another, and it's important to make sure all of those teams understand the purpose of the launch and their role in it. Aligning expectations early on is essential if you want a consistent launch across the company. Every step you take from this point on will not reach its full potential if your teams aren’t working cross-functionally. Learn how to build your cross-functional team here: [The why, when and how of cross-functional strategy.Cross-functional teams can revolutionize the way your company goes to market, but it’s one thing to have multiple teams working on a project and an entirely different thing to have strategized organizational alignment.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/05/waldemar-brandt-MjsIHh1rFkM-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) ## Customer research A product launch simply won’t succeed without having sufficient knowledge of your customer. You need to know who they are, where they live (not in a creepy way), and what their problems are. Defining your ideal customer profile (ICP) and your total addressable market (TAM) is one of the most important steps on your product launch checklist. The better you know your customers, the easier it’ll be to bring out products that resolve their pain points. There’re plenty of customer and market research tools out there, such as Typeform or SurveyMonkey, which you can use to make your life easier. Gather as much feedback as you can to build an understanding of your customers and improve your chances of successfully selling to them. Alignment can benefit you at this stage, as you can collect feedback from your frontline teams like sales and customer success to further your customer knowledge. ## Positioning and messaging Once you’ve got your customer research down, it’s time to put that knowledge to good use. Your positioning will guide your messaging, so let's start there. Your **positioning strategy** exists to improve the image and visibility of your brand or product. It's about finding the best way to position your product in the market. What do you want customers to think of when they think of your product? What do you want them to associate it with? A positioning statement will convey the values of your brand, the purpose behind the product, and is one of your most important tools to differentiate yourself from competing products. You can position your product based on: - Price. - Customer needs. - Product quality. - Product uses. - Competitors. Once you have a positioning statement, it should be rolled out to your other teams, especially those who interact with customers. For positioning to be most effective it needs to be consistent. You don’t want marketing positioning based on one product feature while sales use another, because you’ll send customers mixed messages and they won’t get a strong sense of why they should want your product above all others. Once you’ve nailed your positioning, you can move on to **messaging.** This is the message your product sends to your customers, which is why positioning has to come first. You need to have a clear understanding of this for yourself before you can communicate it to customers. Messaging is your chance to let customers know how your product will solve their problems. As part of your messaging strategy you can incorporate: - Social media posts. - Advertising and marketing campaigns. - Podcasts and webinars. - Product design. - In-app notifications or website pop-ups. Your messaging similarly needs to be rolled out across teams so your PR and customer-facing teams are delivering messaging consistent with your strategy. Messaging has a direct impact on how customers perceive your product, so it’s important to get it right. Positioning and messaging will help you find **product-market fit**. While not easy to define, if you have product-market fit you’ve identified a gap in the market and developed a product that effectively plugs that gap. ## Marketing and content You’ve developed a positioning and messaging strategy, but how do you share it with your customers? The answer is content. Content is so important for raising awareness around your launch, bringing leads in and getting customers excited to buy your product. Social media, blog posts, video content, anything you can think of; the more creative the better! But make sure that the content you’ve got going out is consistent with the strategy you’ve worked so hard on. It’s also important to make sure that content is measurable. You want to know if your content is engaging people and resonating, or if it's not really got any traction. If your content isn’t working it could indicate a fault in your product or your strategy, and you can then track back and use A/B testing to find the issue. ## Sales enablement As we’ve said from the start, alignment is the foundation of your product launch. Your sales team can’t effectively sell your product if they aren’t up to date on what it does, the problem it solves and how it's positioned. This is where sales enablement comes in. Sales enablement teams train your sales reps in your products, get them ready to sell and provide them with the assets they need to convert leads into sales. Sales enablement need to be set up with a robust tech stack to carry out the many functions of their job; you can find our top recommendations for SE tools here: [It’s time to invest in sales enablement tools. Here’s why.With a cross-functional Go-to-Market strategy where sales can confidently mesh their persuasion and charisma with product knowledge, you’re looking at much higher win rates and, therefore, much higher revenue.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/09/salesenablementools.jpg)](https://www.gotomarketalliance.com/its-time-to-invest-in-sales-enablement-tools/) ## Launch day Depending on the size of the launch, you might not have the budget for a big event. Nonetheless, it’s worth marking the moment your product goes live. Aside from your product becoming available, a launch usually means landing pages going live, copy being updated and email announcements going out to your subscribers. Find out which social media platform your target customers are using the most and carry out social media campaigns on said platforms. On launch day itself, you can announce when the product goes live, and encourage prospective customers to subscribe to your platform to get notified the moment your product launches. Beyond that, for a flagship product, you could invest in an event, virtual or in person, to showcase your product, engage with prospects and raise even more awareness for your launch. ## Post-launch plan As nice as it would be, a launch doesn’t actually end when your product goes live. You’ll want to plan for several months’ worth of marketing and content to keep your product relevant and successful in the market. The bigger the launch, the longer you’ll want to keep this going. Your post-launch strategy should also encompass your sales and customer success teams. Even if a product sells well initially, you have to keep the momentum going if you want sales to continue and for customers to stick around. Align sales and customer success so you can ensure seamless journeys for your customers and keep moving them down the sales funnel. You don’t want customers to stop interacting with your product after purchase. You want them onboarded and enabled to use your product and loyal enough to your company to buy further products and recommend you to others. This should all be planned for as part of your launch. ## **How to improve your Go-to-Market knowledge** Delivered by Yoni Solomon, Chief Marketing Officer at Uptime.com, [Go-to-Market Certified](https://learn.gotomarketacademy.com/trainings) includes everything you need to design, launch, and measure an impactful go-to-market strategy. By the end of the course, you'll be able to confidently: 🚀 Grasp a proven product launch formula that’s equal parts comprehensive, repeatable, creative, and collaborative. 🧠 Gain the expertise and know-how to build and tailor an ideal product blueprint of your own. 🛠 Equip yourself with templates to facilitate a seamless GTM process. [Get GTM Certified](https://www.gotomarketalliance.com/) ### How to lead a customer success team through a management transition URL: https://www.gotomarketalliance.com/how-to-lead-a-customer-success-team-through-a-management-transition/ Last updated: 2022-11-09T16:00:47.000Z While starting a new role is exciting and poses a fresh bank of possibilities, it’s not always an enviable position when you step into someone else’s shoes. This is especially true when you’ve got to build new relationships with your predecessor’s team. So, how do you hold down the fort and steer the ship through stormy seas? What are the best ways of supporting your new team? Back in March 2022, during the [Customer Success Festival](https://www.customersuccesscollective.com/customer-success-festival-9th-10th-march-2022/), our attendees put these dynamite queries surrounding management transitions to the CS leadership pro, ****Mike Lee**, Director of Customer Success at ****PublicInput**. Let’s see what sage advice Mike had to impart to our community. 👇 ## **How do you keep the team motivated with so many leaders resigning and going to other companies?** ****Mike:** When I come into an organization, it's important for me to let my team and the Chief Financial Officer (CFO) know that I’m there for them and that I’m there to help them. When I’m in this situation, granted, I do come in with a certain level of experience. But my job here is to make sure that my team can take something from this if they leave. It goes without saying, I don't want them to leave, but if they do make the decision to leave for another company, I want them to go for something *better*. It’s my job to help my team grow, so you’re in a position to make that move, and I have the experience to do that. That's how I like to keep my team motivated. But it isn’t the sole reason. Yes, I want to make their lives easier, but I do it because I want a better world for [customer success](https://www.gotomarketalliance.com/our-top-five-tips-for-customer-retention/) teams. That's what I come in with, and it seems to work. ## **Would you build your team based on their individual results, or how well they function together?** ****Mike:** I'm a team person through and through. If I were to look at a snapshot of somebody's individual results, it can mean a lot of different things. This is how I work: I like to see a long period of time, to see how people work together, and how they grow with each other. Obviously, where there are performance issues, you have to take that up with the individual and see how you can help them in that area. But outside of individual performance, I think team togetherness is extremely important, especially when you have teams working together to build processes and so forth. In a nutshell, I'm more of a team-type leader. [5 ways CSMs can drive customer adoption.A low-adoption rate is one thing, but unengaged customers left to their own devices may decide to cancel their subscription. Success in adoption is determined by how often and how effectively your customer uses your product.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyGrace Gupta![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/09/productadoption.jpg)](https://www.gotomarketalliance.com/5-ways-csms-can-drive-product-adoption/) ## **How do you handle individual low performers within a customer success team?** ****Mike:** One of the difficult things as a leader comes down to understanding. Do you have the right people in the right positions? Sometimes you don't, and you have to be honest with the individuals and be honest with the team. Your team will know who the low performers are, but if you continue to permit these individuals to keep inadequately performing, this can send the wrong message and influence the rest of your team’s motivation. So be honest with these team members; there are problems that need to change, and this might not be the right position for them. You want your team to know you’ll help them move, to help them find a role that works better. Of course, this is a last-case scenario if your attempts at coaching don't work. [Why you need to nail your customer onboarding process.If you start early and take a cross-functional approach to your customer onboarding, it could be the biggest difference between a product that succeeds in the market for a prolonged period of time and a product that falls off the face of the industry within weeks of launching.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/07/customeronboarding.jpg)](https://www.gotomarketalliance.com/why-you-need-to-nail-your-customer-onboarding-process-and-how-to-do-it/) ## **How do you approach coming in as a new Manager of Customer Success with team members who might be on an improvement plan? How do you get them back on track?** ****Mike**: I've actually experienced this, and it's very important that you understand: 1. What the improvement plan is, and what it’s based on 2. That this is based on someone else’s opinions 3. The data databank may not be entirely accurate So, my big rule is: don’t come in biased. Obviously, you want to be aware of someone on a performance plan because it signals a cause for concern. Your new role is to understand that concern, but realize it could well stem from a lack of leadership. Poor leadership can cause performance issues in individuals too. A new leader may come in and be able to coax better performance out of this individual, or just reach the team member in a way that the previous manager wasn’t able to. While you understand that there's a performance plan in place, you’ve also got to make your own judgment on that and then execute it. If the problem continues, of course, you’ll need to extend this performance plan. But, my advice, would be to try to reach out to that person and understand, that maybe, it may have purely been a disconnect between them and their previous team leader. ## **For Customer Success Managers who’ve experienced a leadership transition within their team, what are the best ways to provide feedback to the new team leader?** ****Mike:** This is really a good question. I think my own team would chime in as I say this from the very beginning, “You're not going to hurt my feelings. We're professionals here”. If they were to say something along the lines of, “Mike, what you're doing just doesn't align with the values of what we're doing”, or perhaps, “I don't understand this, it doesn't seem like it’s going to work” – I want my team members to come to me and tell me this. I'm not going to be mad, I'm not going to hold a grudge. You're *not* going to hurt my feelings. I say this as someone who wants to step up and help the organization succeed. So, if you come to speak to me and say this, I want to treasure that. If you’re transparent with me, I'm going to be transparent with you; that's exactly how I operate. ## Want to know more? Customer success is one of the core pillars of a successful Go-to-Market strategy. Whether you’re looking to get your onboarding best practices up to scratch, or a leader, looking to upskill your team, we have the tools you need to get ahead. Check out our [GTM Academy courses](https://learn.gotomarketacademy.com/trainings) and access all of the teaching, resources and expertise you need to lead in everything you do. [Get Certified Now](https://learn.gotomarketacademy.com/trainings) ### Why you need a Go-to-Market playbook URL: https://www.gotomarketalliance.com/why-you-need-a-go-to-market-playbook/ Last updated: 2022-11-04T16:00:52.000Z We can’t stress enough how much work goes into a successful [Go-to-Market strategy](https://www.gotomarketalliance.com/everything-you-need-to-know-about-go-to-market-strategies/). It’s a huge project and there’re a lot of ways to go about it. Unfortunately, many companies take multiple approaches to Go-to-Market within their own business. In 2022, only 33% of PMMs reported having a defined, repeatable GTM strategy in their organization. If you’re starting from scratch every time you go into a Go-to-Market cycle you’re [wasting a lot of time and resources](https://www.gotomarketalliance.com/the-cost-of-go-to-market-failure/). You also risk miscommunication between stakeholders who are unsure which process to follow. Establishing a defined Go-to-Market strategy and getting stakeholders aligned on it can be a challenge, but a GTM playbook is a great place to start. They're a myriad of benefits to a playbook, so read on to find out: - What a Go-to-Market playbook is. - How to use a Go-to-Market playbook. - Why *you* need a Go-to-Market playbook. Let’s get into it. 👇 ## What is a Go-to-Market playbook? A playbook, in the context of a business, is a single source of truth where you can document all your processes and procedures. In this case, we’re narrowing it down specifically to your processes for Go-to-Market. In a playbook, you’ll store all the information your GTM stakeholders need to properly complete their role in your strategy. They’ll be able to find crucial information like: - Who owns which processes and tasks. - The timeline of your GTM strategy. - What is expected of them and when. Think of your playbook like a manual for a car. A car manual helps you make sure every part of your car is working so you can get the best experience out of the car and successfully drive it from point A to point B. When you first get the car you can use the manual to check all the parts are ready to drive, your tyres are at the right pressure, your radio’s tuned to your favorite channel, etc. Similarly, you can refer to your GTM playbook to make sure your contributing teams are all set up properly and know what to do. If something goes wrong mid-journey (GTM process), you can crack open the manual and identify what’s gone wrong and how to resolve it. Unfortunately, when you start a Go-to-Market process you don’t get handed a complimentary manual to help you through. Your GTM playbook will be unique to your company and you’ll have to design it yourself, but once you do it’ll become an invaluable resource. [Disruptive GTM strategies for exponential growthExecuting an effective go-to-market strategy is one of the most impactful areas within the PMM org, and in its simplest form, it all revolves around the what, to who, and how?![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyPallavi Vanacharla![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/04/ashkan-forouzani-sefKM7XR56I-unsplash--1-.jpg)](https://www.gotomarketalliance.com/disruptive-gtm-strategies-for-exponential-growth/) ## How to use a Go-to-Market playbook As companies grow and carry out more launches it can be easy to lose track of processes. New team members join, information gets diluted, and before you know it, you have siloed teams guessing at procedures and creating more work for you and themselves. You don’t want employees to be figuring out a process as they go along because it’ll mean a lot of work has to be done at the last minute to rectify missed steps and mistakes. Use your Go-to-Market playbook to prevent this by laying out your procedures and best practices clearly and in detail. Your playbook can become your first reference point every time you go-to-market. Rather than teams guessing or following a different approach each time, they can go back to the playbook and use it as a basis to map out their strategy. Have all stakeholders use your Go-to-Market playbook as a single source of truth, so they can understand their role in the context of the broader strategy and the steps they need to take to complete their side of the project. ## Why you need a Go-to-Market playbook So, now we understand what a Go-to-Market playbook is, how can using one benefit you? ### Get alignment on a goal With a Go-to-Market playbook, the owner(s) of your GTM strategy can effectively communicate the vision of the process to all stakeholders. Our starting point for this playbook discussion was the variety of ways a GTM strategy can be approached. That means, even within your organization, there are going to be a lot of different ideas flying around about what the strategy should look like and what the end result will be. Your GTM playbook will help ensure everyone is [aligned on one strategy](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) which can then be consistently implemented. This is crucial for Go-to-Market success, because an inconsistent sales strategy, branding, customer messaging, etc, will not effectively convert prospects into sales. Consistency is central to the customer experience, and shouldn’t be underestimated. [Why you need an outcome driven product roadmapa product roadmap can be so much more than a timeline. It can be an agile and strategic tool to help you not only keep up with a rapidly changing market, but to have the adaptability you need to get ahead of competitors.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/07/outcomedrivenroadmaps.jpg)](https://www.gotomarketalliance.com/why-you-need-an-outcome-driven-product-roadmap/) ### Streamline work processes As we’ve said, there are many approaches to a launch. You can save yourself a lot of time with a Go-to-Market playbook, because you cut out the conversations at the start of each process around what kind of launch it’ll be, what direction you’ll take and what that’ll look like. [Clayton Pritchard, Product Marketing Consultant and thought leader](https://www.productmarketingalliance.com/the-benefits-of-a-go-to-market-playbook-clayton-pritchard/), recommends a [tiered](https://www.gotomarketalliance.com/the-tiers-of-go-to-market-launches/) Go-to-Market playbook, which clearly defines what size launch is required for each product or feature and which assets will then be needed for that launch. This saves time by removing conversations around what's needed, what the timeline will be and so on. The expectations for your stakeholders are clear, so they can get on with the work instead of debating what that work should look like. Whatsmore, with a Go-to-Market process you’ve got a lot of different people doing a lot of different jobs, and oftentimes that work will overlap. This is where a playbook can be really useful. If you’ve clearly outlined who’s responsible for what process you can avoid repeated or missed work. ### Ensure a high work standard A playbook is a place where you can store your SOPs and best practices for your employees to refer back to. If everyone is working off of the same source for best practices, you can achieve consistently high quality work across your Go-to-Market teams. With so many different teams involved in GTM, this is really important. It's easy for teams to get siloed or develop their own work processes which are incongruous with how the rest of the business operates. This is only going to result in mismatched work, out of sync timelines or work that doesn’t reflect the standard you expect. Make sure every team and employee is enabled to work to your company’s standard by clearly defining what that standard is and how it can be achieved. Once you’ve got everyone upskilled and singing the same tune it’ll be far easier to carry out an effective Go-to-Market strategy. ## The bottom line? A Go-to-Market playbook is your best friend if you want to save time, resources and money when you launch. It streamlines the process, gets your teams working together more effectively and ensures that the work they do is of a high quality, and consistent with your company as a whole. Go-to-Market is one of the biggest revenue drivers your company has, but if you’re not running it efficiently you put that revenue at risk or mitigate the profit you can make from any given launch. Rather than take that chance, [invest the time and resources](https://www.gotomarketalliance.com/why-you-need-to-invest-in-go-to-market-strategy-2/) up front into a comprehensive GTM playbook and set yourself up for success. ## The Cross-Functional Go-to-Market playbook Not sure where to start with your playbook? Playbooks are a big job, that’s why we’ve created the Cross-Functional Go-to-Market playbook. This playbook is a free tool you can use as a framework to design, refine and grow your Go-to-Market strategy. It’s jam packed with insights and advice to build your winning Go-to-Market leadership team and help you win every time you launch. Don’t miss the Cross-Functional Go-to-Market playbook, coming soon. ### It's time to level up you customer success tools URL: https://www.gotomarketalliance.com/its-time-to-level-up-you-customer-success-software/ Last updated: 2022-10-21T14:56:14.000Z Customer success is a wide-ranging role, covering functions like [onboarding](https://www.gotomarketalliance.com/why-you-need-to-nail-your-customer-onboarding-process-and-how-to-do-it/), customer engagement, churn management and [retention](https://www.gotomarketalliance.com/our-top-five-tips-for-customer-retention/), to name a few. With so many responsibilities, your customer success team is going to be hard-pressed to keep tabs on every bit of data that lands on their desk. That’s where customer success tools come in. Customer success is a role built on managing, analyzing and leveraging information to achieve business objectives. Be it what a customer’s pain points are, how many users are churning in a month, or how best to onboard a customer on the specifics of a product to decrease their time to value. Customer success keeps tabs on everything a customer feels about your product and connects them with the right information to keep the customer (and their wallet) coming back for more. The value this adds to your product's success is priceless. Meaning, it’s worth loosening the purse strings to make sure your customer success team is kitted up with the best tools for the job. That’s why we’ve rounded up our top tools for customer success. Read on to find the very best in: - Project management tools. - Customer onboarding tools. - Customer feedback tools. - Customer churn tools. Looking to learn more about the functions of customer success? Check out our article here. 👇 [5 ways CSMs can drive customer adoption.A low-adoption rate is one thing, but unengaged customers left to their own devices may decide to cancel their subscription. Success in adoption is determined by how often and how effectively your customer uses your product.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyGrace Gupta![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/09/productadoption.jpg)](https://www.gotomarketalliance.com/5-ways-csms-can-drive-product-adoption/) ## Product management tools Customer success, with all its moving parts, is unfortunately not a job that follows a linear trajectory. With all the various stages of the customer journey, it can be hard to make a system out of something inherently a bit chaotic. This is why customer success teams need to be able to organize their projects and keep track of tasks that aren’t necessarily sequential. To best serve your customer success team, you need to invest in a project management tool that is versatile, adaptable and makes collaboration as straightforward as possible. ### Asana Asana is designed with collaboration at its heart. Each individual has their own task list, but anything can be assigned to a project board with shared access. The tagging system for tasks allows you to make sure tasks end up in front of the right people. This makes it very easy for projects with multiple collaborators to be organized, and employees can better understand one another’s workloads. With a versatile range of project styles, you can use Asana for pretty much anything. ### Trello A very popular option after Asana, Trello is a simple but effective tool for organizing projects. Trello offers a lot of flexibility on how you record information, and allows annotations on tasks, meaning collaboration is built in from the start of every project. You can also integrate other tools like Dropbox, Google Teams and Slack, making Trello even more useful for collaborative working. ### Monday.com Monday.com is a platform that puts you in the driver's seat. Before you get started, you’ll be asked the nature of the projects you want to organize, and the site offers you the workflows best suited to that style of work. From there, you can use ‘building blocks’ to tailor projects to meet your organization’s needs. With an emphasis on enabling cross-functional collaboration, Monday.com uses bold visuals to make information sharing easier. Similar to Trello, tools like Slack and Zoom can be integrated. --- Find out how your fellow customer success professionals feel about CS tools in this years report: [Customer Success Tools of Choice 2022We asked you for the tools that make you tick, and you answered. We wanted this report to be shaped by the customer success community, for the customer success community.![](https://www.customersuccesscollective.com/favicon.ico)Customer Success CollectiveGrace Gupta![](https://www.customersuccesscollective.com/content/images/2022/03/CSC_ToC_Report_2022_Meta_1--2---1--1.jpg)](https://www.customersuccesscollective.com/customer-success-tools-of-choice-2022/) --- ## Customer onboarding tools Onboarding is one of the biggest responsibilities of customer success teams and it’s very time-consuming, but with the right tools, it can be achieved far more effectively. Onboarding tools enable customer success teams to streamline the onboarding process and tailor the journey to individual customers. In short, this is a must-have. ### Intercom Communication giant Intercom is one of the most popular onboarding tools in the game and boasts clients like Microsoft, Amazon and Meta. There are two sides to Intercom’s platform. First up, is the communication side. It’s remarkably versatile, allowing customer success teams to qualify more leads with chatbot and live messaging features, product walkthroughs, in-product messaging and so on. There are plenty of ways to engage and support customers. The other side of the site is the reporting tools. With Intercom your customer success team can easily measure the success of everything they do and keep key metrics on track. ### Custify A B2B SaaS company, Custify is very much built with the customer in mind. This is a cloud-based system that allows you to track churn, engagement and adoption. There’s also an automation feature to help steam line the workflow of your CS team. The real selling point of Custify though, which sets it apart from the crowd, is the ability to track product usage in real time. This enables unparalleled insight into customer behavior. ### Monday.com As well as being a product management tool, Monday.com offers an extensive range of onboarding templates that your customer success team can tailor to their specific uses. Organize customers into categories like ‘awaiting onboarding’, or ‘at risk’. You can similarly track the stages of a customer’s onboarding journey, moving them from ‘kickoff’ to ‘training’, via the necessary steps in between. ## Customer feedback tools If you want to understand the customer journey, who better to ask than the customer? But you need a system to acquire, store and analyze this information. Rather than risk missing out on life (or business) changing insights, invest in customer feedback tools for your CS team. ### Typeform A popular choice of feedback tool, Typeform lets you create custom surveys with a variety of different question formats, so you can find the best method to get engagement out of your customers. You can alter question paths, use interactive tools like quizzes and polls, and integrate the platform with CRMs. ### Intercom Is there anything they can’t do? Target [customer segments](https://www.gotomarketalliance.com/4-steps-to-sharpen-your-gtm-focus-with-customer-segmentation/) with in-app messaging and get a better understanding of their problems and pain points to get ahead of churn. Intercom has a ‘high tech, low touch’ model, allowing you to collect data on customers as they interact with your onboarding content, rather than requiring them to fill out time-consuming surveys. The ‘reactions’ feature allows you to collect concise data with minimal effort. ### ChurnZero As the name suggests, ChurnZero was built to mitigate churn as much as possible. ChurnZero offers a holistic view of customer behavior, collecting data from multiple sources so you can keep track of everything going on with your user base. Designed for SaaS companies, this platform serves as a customer insights solution with a survey tool built-in, making it very easy for you to map and understand customer behavior. ## Customer churn tools Customer churn is the bane of customer success professionals. Churn is often misunderstood as the opposite of retention, but it’s more helpful to think of it as the opposite of gaining new customers. Retention is proactive, whereas churn is a reactive action taken when customers are in danger of not renewing. ### Salesforce The CRM (customer relationship management) Salesforce has a feature called ‘Einstein Discovery,’ which combines analytics and AI to spot areas at risk of churn ahead of time, allowing customer success teams to take action to prevent it from happening. We’re not saying Salesforce will make your customer success team psychic, but it will enable them to predict churn and understand it within customer segments, so they can build a repeatable strategy to eliminate it. ### SmartKarrot SmartKarrot use augmented intelligence to align workflows, analytics and automation together to solve problems for B2B businesses. With this platform, you can track customer health scores, identify areas of risk and trigger automated workflows which advise best practices to fight churn. ### Gainsight Gainsight focuses on assisting customer success teams in building really robust retention strategies, with the intention of preventing churn before it becomes an issue. The ‘renewal center’ allows CS teams to manage and predict renewals and store customer data. Automated CTAs are sent to at-risk customers, which is a neat feature, and all team members have access to at-risk customers in the ‘timeline’ view. ## To wrap up As you can see, there are many benefits to investing in customer success tools. Customer success is all about data and while the human brain may be the most intelligent computer around, you’re probably still better off relying on a solid tech stack. There are of course many more functions to customer success than what we’ve gone through here, and therefore other tools you may want to consider, but these are a really good place to start. And remember, there are a lot of tools out there; it can be hard to know what’s best. But when there are multiple tools out there all operating at a high level, it’s not so much about what's best full stop, but about what’s best for *your* company. All the tools we’ve listed above offer demos and trial periods, so be sure to take a look around and find the perfect fit for your team. ## ****Want to learn more?** Head over to Go-to-Market Academy for all the resources, tips and tricks you need to get ahead in customer success. [Enroll Now](https://learn.gotomarketacademy.com/collections/bb8c3afe-c55c-11ec-9990-02aea812ea2d) ### The importance of reducing customer cognitive load URL: https://www.gotomarketalliance.com/the-importance-of-reducing-customer-cognitive-load/ Last updated: 2022-11-15T14:27:47.000Z Every product marketer should always have customer needs at the forefront of their mind, whilst also focusing on how they can optimize the customer experience. The most efficient way to improve this experience is by making the product as easy to use as possible and reducing their cognitive load, and in this article, we’ll cover important topics surrounding this concept, including: - [What is customer cognitive load?](https://www.gotomarketalliance.com/p/112ade0f-853c-48c2-ac1f-0df04a05cfc2/#what-is-customer-cognitive-load) - [Why is it important to reduce their cognitive load? And,](https://www.gotomarketalliance.com/p/112ade0f-853c-48c2-ac1f-0df04a05cfc2/#why-is-it-important-to-reduce-their-cognitive-load) - [How to reduce it.](https://www.gotomarketalliance.com/p/112ade0f-853c-48c2-ac1f-0df04a05cfc2/#how-can-we-reduce-customer-cognitive-load) ## **What is customer cognitive load?** Customer cognitive load is the amount of thought that’s required to carry out a task. If you’re asked to focus on too many things at once, this makes it difficult for your brain to process the individual pieces of information and this will increase the time needed to fulfil the objective. For example, a high cognitive load can be caused if you’re trying to read a complex piece of text while having someone talking to you with loud music playing in the background. Everyone handles levels of cognitive load differently, so it's important to reduce the complexity of your product to cater to a wider variety of consumers. ## **Why is it important to reduce their cognitive load?** So, we’ve already established the basic premise of why reducing cognitive load is important, let’s take a look at additional benefits of reducing cognitive load: ### **Reduces customer churn** Humans have a limited amount of processing abilities. In fact, a psychologist named [John Sweller](https://www.psychologistworld.com/memory/cognitive-load-theory#references) found that with a higher cognitive load, people were unable to pay the proper amount of attention to a stimulus, and couldn’t rehearse or remember the information given. This then ultimately made learning less effective, which had a negative effect. If your product is impractical and difficult to use, it’s more likely that they won’t be able to use it properly, and the likelihood is your [churn rate](https://www.productmarketingalliance.com/what-is-customer-churn-analysis/) will increase. And it’s a fair argument - why’d you wanna use something if it’s too hard to understand? ### **Improves customer experience** If your user's experiencing a high cognitive load, they’re less likely to retain all of the information surrounding your product and could end up forgetting a lot of important factors in how to use it. This would then impact how they see your brand, customer loyalty, and reduce the likelihood of them recommending your product to their network - in fact, there’s a fair chance they’d tell them *not* to use your product. ### **Increases sales** Customer experience is critical in product marketing. If your user has a good experience with your organization and product, then the chances are you’ll retain the customer and they'll buy from you again. On top of that, they’ll be singing your praises to anyone who needs to hear it. Nobody likes a product that’s hard to use - and remember, simplicity aids usability. Take this into consideration during the development of your offering and you’ll reap the benefits in the long run. ## **How can we reduce customer cognitive load?** Let’s address the steps we can put into place to reduce customer cognitive load to increase the success of your product: ### **Simplify instructions** In the [Product Marketing Manifesto](https://productmarketingmanifesto.com/), one of the principles highlights the importance of making the complex comprehensible for your customers, saying: > “A hugely valued aspect of product marketing is making the customer comfortable and happy. So, you must ensure you’re improving their experience with your product and service by making it easily accessible. Take out the technical jargon and create a more comprehensible product to ensure you aren’t alienating your customers.” Organizations often use chatbots on their websites to guide the customer through the product if they haven’t used it before. Similarly, chatbots are also used to offer the user the avenue whereby they can ask a question and receive tailored support in a short time period. A great example of this is Slack. Their “Slackbot” is an automated system that onboards their customers, but also remains present throughout the entire product use. It’s a handy way of reducing the cognitive load of its customers; if a situation arises when they’re stuck and need help in using the platform, they know exactly where to go in search of support. [5 ways CSMs can drive customer adoption.A low-adoption rate is one thing, but unengaged customers left to their own devices may decide to cancel their subscription. Success in adoption is determined by how often and how effectively your customer uses your product.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyGrace Gupta![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/09/productadoption.jpg)](https://www.gotomarketalliance.com/5-ways-csms-can-drive-product-adoption/) ### **Simplify visual design** Strong visual design is beneficial for many reasons, but you must take into account how a complicated, loud design can negatively affect product usability. For example, a website that is focused on aesthetics, with no practical layout or navigation may be deemed frustrating to use. The visual design has to be simple enough that your target audience can understand how to use it and where to find things. One of the most common errors companies make is when they don’t have an obvious “contact us” page. If a customer is having an issue with your product, your support team must try and remedy it as soon as possible. As mentioned earlier, facilitating seamless customer experience is paramount in product marketing. A well-designed website will improve usability and enhance your chances of enticing your customers back at a later date. ### **Research your target customers** Cognitive load will also hinge on the demographics of your customers. For example, if you’re targeting a user with a low IQ in their teens, they’ll have a comparatively lower attention span than a middle-aged adult with a high IQ. You need to take this into account and tailor your content to your audience, what they’d benefit from, and which features to include to make their lives easier. For example, simpler interfaces, fonts, font size, use of video, etc. It’s also important to ask yourself: Are they experts in the field? Have they used your products before? These factors will depend heavily on how easy they're going to find using your product, and how simple you need to make the onboarding experience. Overall, you just need to ensure you’re designing for the customer, rather than your company- so do your [customer research](https://www.productmarketingalliance.com/win-against-competitors-by-knowing-your-customers/). [4 steps to sharpen your GTM focus with customer segmentationOnce you’ve defined your ideal customer profile, and your TAM, you can think of this as the launching off point for pricing and packaging strategies, product launch or messaging and positioning, all core ingredients for GTM success.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyGo-to-Market Academy![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/08/customersegmentation.jpeg)](https://www.gotomarketalliance.com/4-steps-to-sharpen-your-gtm-focus-with-customer-segmentation/) ### **Gather customer feedback** Focus on user testing to ensure you’re on the right track, [gather customer feedback](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) to see how you can refine your design, and continue to improve the issue surrounding customer cognitive load. The best way to establish whether you’re meeting the customer’s needs is to gather feedback from them firsthand. Customer Advisory Boards (CABs) are a handpicked collection of customers whose role is to lend insights surrounding the product. This is a super helpful method for product marketers to gather intel that’ll positively impact their product. ## Want to learn more? ## How to improve your Go-to-Market knowledge Delivered by ****Yoni Solomon, Chief Marketing Officer at Uptime.com**, [Go-to-Market Certified](https://learn.gotomarketacademy.com/training/c9ab823a-c55b-11ec-bd4c-020df940d6b7/overview) includes everything you need to design, launch, and measure an impactful go-to-market strategy. By the end of the course, you'll be able to confidently: 🚀 Grasp a proven product launch formula that’s equal parts comprehensive, repeatable, creative, and collaborative. 🧠 Gain the expertise and know-how to build and tailor an ideal product blueprint of your own. 🛠 Equip yourself with templates to facilitate a seamless GTM process. [Get GTM Certified](https://www.gotomarketalliance.com/) ### Building business strategies around market trends URL: https://www.gotomarketalliance.com/building-business-strategies-around-market-trends/ Last updated: 2022-10-13T16:00:24.000Z Trends are everywhere and constantly changing. They’re incredibly valuable tools for your product marketers because they allow you to follow new opportunities, consistently change and improve your product, and maintain both your product and your brand as something fresh and exciting. But with these trends always evolving, how can you keep on top of them and continue to build your strategy around them? In this article, we’ll be covering topics such as: - What market trends analysis is, - Why it’s important, - How to identify market trends, and - How to build a business strategy around these trends. ## **What is market trend analysis?** Simply put, market trends analysis is the process of researching and assessing past and current shifts within the industry. This is in an attempt to spot patterns and notice any potential opportunities for future changes to your business strategy and [growth](https://www.gotomarketalliance.com/how-to-scale-with-product-market-fit/) for your organization. ## **Why market trends analysis is important** There are a plethora of different reasons why [researching](https://www.productmarketingalliance.com/the-a-to-z-of-market-research/) and keeping up to date with market trends is important. ### **Helps you to make unbiased decisions** Researching market trends gives you greater foresight on [what the consumer wants](https://www.gotomarketalliance.com/understanding-the-customer-experience-with-adam-dille/), and helps you to make more informed decisions around your solution based on what is currently popular and in demand within the market. ### **Widens your innovation and creativity** Consistently keeping on top of trends makes improving your product more efficient, and offers a wider variety of directions to take it. Plus, you’ll be able to identify how marketing strategy is changing, giving you more ideas for how to market your product and stand out to your potential customer. ### **Staying ahead of the curve** If you’re in a market that’s fast-moving and constantly changing, you must be able to anticipate your competitors’ next move and try to stay ahead of the crowd. By keeping up to date with the latest trends, it’ll be a lot easier for you to predict things that’ll likely happen in the future based on emerging patterns. ### **Product and company growth** It’s never a good idea to remain stagnant in a constantly changing market environment. You want to be continually finding new ways to improve your product and move in more fun and exciting directions. This will help you to stand out to your customers. [Growth within a company](https://www.productmarketingalliance.com/uniting-growth-and-product-marketing-into-a-holistic-strategy/) is one of the most important outcomes for continued success. ## **How to identify market trends** So we know market trends are important to ensure you’re keeping ahead of the competition, but how do you identify them? ### **Understand the difference between market trends** First, it’s important to understand the difference between market trends and what influences them. After all, you’ll need to be able to identify which trends are here to stay, ones that may build momentum over time that you can build off of, and which ones you should ignore. 🏢 **Macro trends:** Macro trends are major shifts in [consumer behavior](https://www.productmarketingalliance.com/what-influences-customer-behavior/) that direct the competitive landscape and typically stay for longer than five to ten years. For example, in IT, cloud computing and the adoption of social media are considered macro trends. 🔍 **Microtrends:** Microtrends are one-off, short-lived trends in specific markets or sectors. Despite the name, a micro-trend does typically still stick around for a while - around one to five years. For example, certain apps could be considered microtrends if they get popular very quickly, but then drop off after a few years as another app becomes available. 🌎 **Megatrends**: These trends are huge, long-lasting, and take years to develop. They’re typically things that are very much here to stay and will affect the majority of people. For example, urbanization would be considered a megatrend. ⏩ **Fads:** Fads are extremely important to look out for because they gain popularity quickly, but lose momentum just as fast. Fashion trends tend to be fads, because of the ever-changing nature of the industry. After this step, it’s important to carry out market research to discover the different trends that are occurring within your industry… ### **Carry out online research** [Social media websites](https://www.productmarketingalliance.com/how-to-conduct-a-social-media-competitive-analysis/) such as Twitter, Facebook, LinkedIn, and Instagram will give you a close look at what’s trending amongst your target audiences. From these interactions, you’ll be able to see what’s popular, how customers are reacting, how other brands are reaching their audiences, and so on. This type of research is going to help you make informed decisions based on what your customers want. Also, conducting research on other online sites, like blogs, and forums will help you to receive similar information from your target audience and offer insights into different companies as well. ### **Do your competitive intelligence** Watching your competitors and observing how they’re moving within the market will help you see what patterns are occurring, and how you need to act to ensure you’re moving along with them. Carrying out [competitive intelligence](https://www.productmarketingalliance.com/competitive-intelligence-101/) is going to help you identify what trends they’re going with, and how they’re performing. This then gives you a better indication of what’s most popular, and how you should be implementing new changes into your strategy. ### **Talk to industry experts** Experts aren’t experts for nothing! Opening a dialogue with people who’ve established themselves as experienced and credible professionals within your industry will help you to identify certain ideas and knowledge that you perhaps hadn’t considered. ### **Go to in-person events** In-person events such as conferences and summits will allow you to talk to others within your sector to get a sense of how they work within their own companies, and perhaps pick up some tips and tricks on how to improve your own strategies. Events such as these are bound to carry a lot of information around industry news and other important material that you can use to your advantage. ### **Carry out customer interviews** Customers are incredibly valuable sources of information. After all, you’ll be able to speak with a wide variety of different people about what they’re looking for or what they perhaps are drawn to within the current market. This way, you’ll notice patterns and trends within these answers, and it will give you a solid understanding of what is going to drive them to purchase from you. ### **Keep up with trend reports** Reports such as these are crucial in helping you to have a wider understanding of your industry landscape, and help you to determine which direction you want to take your business. At **The Alliance**, we have a variety of different annual reports that document the current state of certain parts of the product marketing industry. For example, - [The State of Go-to-Market Report](https://www.productmarketingalliance.com/the-state-of-go-to-market-report-2022/), - [The Product Marketing Salary Survey](https://www.productmarketingalliance.com/2021-product-marketing-salary-survey-results/), - [The Competitive Intelligence Trends report](https://search-api.swiftype.com/api/v1/public/installs/pc/5yXidsn86hxuseLbeqam.json?%5Fst%5Ftracking%5Bdoc%5Fid%5D=6185915f28ccbcd743cdd60b&%5Fst%5Ftracking%5Bquery%5D%5Bq%5D=competitive%20intelligence%20trends&%5Fst%5Ftracking%5Bquery%5D%5Bpage%5D=1&%5Fst%5Ftracking%5Bquery%5Ftype%5D=autocomplete&%5Fst%5Furl=https%3A%2F%2Fproductmarketingalliance.com%2F2021-competitive-intelligence-trends-report%2F), - [The Sales Enablement Landscape](https://search-api.swiftype.com/api/v1/public/installs/pc/5yXidsn86hxuseLbeqam.json?%5Fst%5Ftracking%5Bdoc%5Fid%5D=615e263de7b9d201c48de381&%5Fst%5Ftracking%5Bquery%5D%5Bq%5D=sales%20enablement%20landscape&%5Fst%5Ftracking%5Bquery%5D%5Bpage%5D=1&%5Fst%5Ftracking%5Bquery%5Ftype%5D=autocomplete&%5Fst%5Furl=https%3A%2F%2Fproductmarketingalliance.com%2Fsales-enablement-landscape-vol-2%2F), and many more. Of course, not everyone has time to read through detailed reports. However, many (including ours) often have a section at the beginning or end which summarizes the most important insights and data that has been collected from the community. It’s a great way to keep track of specific information and intelligence that you may need to help grow your solution and your organization. ## **How to build a business strategy around these trends** A strategy is built and developed from researching, gathering, and identifying pieces of information and data that will then help you to decide the best route to achieve your objectives. So, the steps to building a business strategy around market trends aren’t going to stray too far from how you would develop any other strategy. But let’s lay it all out anyway, so that you have a clear idea of what you’ll be working towards. ### **Research your industry and the state it’s currently in** Identify which trends are currently popular within your [industry](https://www.productmarketingalliance.com/market-industry/), what products are already on the market, how popular these are, and how your product can fill a gap they’ve left. Without this information, you’re not going to know how to effectively market your product so that it stands out from the crowd. ### **Determine your purpose/product positioning** The next step is to define [what makes your product different](https://www.gotomarketalliance.com/positioning-finding-a-place-for-your-product/) from those currently in the market so that you can focus on your messaging, and effectively explain your product’s value to potential customers. This is a crucial step because it helps you to understand where your product sits within the market, how it’s working with current popular trends, and how you can use your strategy to effectively market it to your audience in relation to these things. Remember that you’re always searching for ways to fill a need for your customers that isn’t already being met. ### **Identify your target customer** Finding your target audience is going to help you understand more about how your product or service is going to meet their needs, what trends they’re currently focused on, how they react to certain types of marketing strategies; how they like to be communicated with, and so on. Understanding these elements and how to cater to your customer’s specific needs is crucial to bringing in engagement, a positive brand reputation, a wide customer base, and increased overall sales. ### **Understand your competition** This perhaps fits in with the first step of understanding your industry, but carrying out [competitive intelligence](https://www.competitiveintelligencealliance.io/why-is-competitive-intelligence-important/) is imperative to a company’s success. Understanding your competition, how they’re currently marketing their products, what features they have, and what trends they’re working within, are all going to boost your knowledge on what works and what doesn’t with your target market. From there you can better rake in more customers and sales, and effectively win your market. ### **Implement changes and analyze the data** After you’ve discovered what you need to change/improve/refine with your business strategy, you then need to implement these changes. Don’t forget to set objectives for what you’re trying to achieve with these changes, and continue to use metrics to [measure the outcome](https://www.productmarketingalliance.com/how-to-measure-the-success-of-product-marketing-2/) so you can see whether the change has been a success or not. Check out our article on [essential product marketing OKRs and metrics](https://www.productmarketingalliance.com/essential-product-marketing-okrs-and-metrics/) to optimize your data analysis.‌ ### **Communicate your data/intelligence** When [communicating your findings](https://www.productmarketingalliance.com/the-importance-of-internal-communication-plus-how-to-crush-it/) to your teams, think about the following: - Define your stakeholders. - Identify the most important aspects of the intelligence you’ve gathered. - Decide how you’ll use the information/data you’ve gathered moving forward. - Outline what you’ve learned from your findings. Working with your stakeholders on the outcome of this process will help make the adoption of the strategy go a lot smoother. Giving everyone in your team the knowledge of its success, and how to implement it into their own strategy will enable your organization to collectively work towards overall success, reach your objectives of more sales, and ultimately increase revenue. If you’d like to have a closer look at how to build specific product marketing strategies, here are some articles to help you: [How to create a successful product marketing strategyA well-executed product marketing strategy can catalyze a successful product launch for your exciting new product or service, or increase sales for an existing offering. In this article, we’ll explain each step you need to deliver a successful product marketing strategy.![](https://www.productmarketingalliance.com/content/images/size/w256h256/2019/04/favicon_pma_1000.png)Product Marketing AllianceLawrence Chapman![](https://images.unsplash.com/photo-1524086496832-aa348741b7b9?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDI0fHxzdHJhdGVneXxlbnwwfHx8fDE2MjUyMzU1NjA&ixlib=rb-1.2.1&q=80&w=2000)](https://www.productmarketingalliance.com/how-to-create-a-product-marketing-strategy/) [The why, when and how of cross-functional strategy.Cross-functional teams can revolutionize the way your company goes to market, but it’s one thing to have multiple teams working on a project and an entirely different thing to have strategized organizational alignment.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/05/waldemar-brandt-MjsIHh1rFkM-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) ## ****How to improve your Go-to-Market strategy** Our [****Go-to-Market Certified: Masters**](https://certified.productmarketingalliance.com/p/go-to-market-certified) course will give you all the information and knowledge you need to up your GTM game. Delivered by ****Yoni Solomon, Chief Marketing Officer at Uptime.com**, this course provides you with everything you need to design, launch, and measure an impactful go-to-market strategy. By the end of this course, you'll be able to confidently: 🚀 Grasp a proven product launch formula that’s equal parts comprehensive, repeatable, creative, and collaborative. 🧠 Gain the expertise and know-how to build and tailor an ideal product blueprint of your own. 🛠 Equip yourself with templates to facilitate a seamless GTM process. [Get GTM Certified](https://www.gotomarketalliance.com/) ### Shining a light on customer success URL: https://www.gotomarketalliance.com/shining-a-light-on-customer-success/ Last updated: 2022-10-04T16:00:13.000Z There’s a tremendous need for customer success, but unfortunately, not everyone allocates the resources toward implementing a customer success function. According to recent studies, [37% of companies](https://surveysparrow.com/learning-centre/reports/state-of-cs/) don’t have a clearly defined customer strategy in place. What can we do to remedy this failure? We spoke to some of the world’s best and brightest CS leaders and asked them point blank: “Why do we need to shine a light on customer success?” Here’s what they had to say: ## **Customer success is a growth multiplier for organizations** According to ****Maranda Dziekonski**, Chief Customer Officer at ****Swiftly, Inc.**: “I think it's important to shine the light on [customer success](http://customersuccesscollective.com/what-is-customer-success) for many reasons. There's the stuff that everyone knows like without successful customers, you can't have a successful business. But there are also the not-so-obvious things that some people don't think about. “Customer success is a pretty awesome career path for many folks who come from various backgrounds. Personally, it encompasses many of the things that I love: - Human relationships - Human behavior - Building rapport - Setting up customers for success with your product - Thinking strategically about how you help drive outcomes - Analyzing data to make sure that you're helping customers and your company make informed decisions - Project management “It's a little bit of everything. When done right it’s a growth multiplier for organizations; a well-oiled customer success machine can help feel growth, and help fuel the growth engine of a company.” [Why you need to nail your customer onboarding process.If you start early and take a cross-functional approach to your customer onboarding, it could be the biggest difference between a product that succeeds in the market for a prolonged period of time and a product that falls off the face of the industry within weeks of launching.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/07/customeronboarding.jpg)](https://www.gotomarketalliance.com/why-you-need-to-nail-your-customer-onboarding-process-and-how-to-do-it/) ## **Customer success provides stronger commercial outcomes for their customers** This is what ****Carine Gursky**, Head of Strategic Customer Success at ****Stripe**, had to say: “I think there's something pretty special about a function whose sole purpose is to make customer relationships successful and healthy. “Most [CSMs](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) probably don’t have sales targets that drive sales motions. But these are the people responsible for the relationship’s success, and who inevitably lead to stronger commercial outcomes for these relationships. “I think there's a special magic in that, and it's important to shine a light on the possibilities of customer success. I think there are a lot of people who aren't aware of this function, and many companies might benefit from this role.” ## **Customer success provides a more proactive and coordinated customer experience** Speaking to ****Heather Hernandez**, VP of Customer Success at ****Alara Imaging**, proved to be immensely insightful: “[Investing in customer success](https://www.customersuccesscollective.com/how-do-you-prove-the-value-of-customer-success/) will signal a shift from reactive account management to proactive coordinated efforts. Not only will customer success investment make your customer experience better, but it’ll level up your internal product team, your marketing team, your sales team, your research, and your implementation team. It’ll also align your product innovations with customer insights. “From the strategies of customer success experts, all of these teams will be better fed with data, better supported, and have better coordination with their customers. “With customer success, your customer experience will be improved at every point throughout the customer journey. Starting from their sales handoff to implementation optimization, ensuring the customer’s realizing value, all the way through the expansion and upsell stages. “This will be a more coordinated and tailored experience if you have a great customer success team. All of this ties into growing your revenue year-on-year. Customer success protects those customers and keeps their accounts from churning by providing amazing customer experiences and ensuring the customers get value out of your product. “But it also helps customers thoughtfully optimize, expand, and provide more value to your company. What do you receive from investing in customer success? A wonderful, long-term partnership. You're not only going to protect the customer base that you've worked so hard to acquire, but you're going to expand and increase your net dollar retention (NDR) year-on-year.” [How high is too high? Get to know your customer churn rateTo win big, you need to know what your churn rate is, how to measure it, and most importantly, how to leverage it from a problem to a strategy.![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/09/churnrate.jpg)](https://www.gotomarketalliance.com/how-high-is-too-high-get-to-know-your-customer-churn-rate/) ## **Customer success drives increased revenue and customer retention** ****Mark Higginson**, Chief Customer Officer at ****Woolly**, says: “Believe it or not, some organizations still don't understand customer success’ full value and they think they are customer service people. The driving force behind any good brand is the customer base and assuring their success will lead to a better brand experience. “There are so many reasons to shine a light on customer success. Organizations need to know what it truly is in order for them to put the money and the resources behind it, which will drive increased revenue and increased retention.” ## **You personally succeed when your customers succeed** We sat down with ****Ayman Husain**, Director of Customer Success at ****Microsoft**, and he shared his thoughts: “The most important thing in customer success is obsessing about your customers' success: ‘What does it take for them to succeed in their business for their outcomes?’ "That is the most important thing I do for my customer success organization – to align with their goals.” ## **Customer success has direct links to higher levels of customer satisfaction** According to ****Joe Latteri**, Managing Director of Customer Success (Japan) at ****Meltwater**: “Events like [****Customer Success Festival APAC: Reloaded**](https://www.customersuccesscollective.com/customer-success-festival-apac-reloaded-march/) are significant for the customer success community as a whole to be able to share and gain insights from each other. “More and more companies are instituting customer success teams across the board, at all sorts of different stages. But if we can leverage each other's knowledge bases and best practices, we can ultimately upscale everybody with the ultimate goal of delivering better customer satisfaction.” ## **Helping your customers unearths new opportunities** ****Colby Teller**, Head of Customer Success, Strategic Accounts at ****Adobe**, reveals: “Great customer success professionals leverage their trusted relationships to find opportunities without compromising their primary focus of helping customers achieve their goals. At the end of the day, helping to solve the existential challenges facing customers always opens the door to new opportunities.” ## **The theory behind customer success *is* the heart of business** We asked ****Bhavik Vashi**, Area Vice President (Asia) at ****Anaplan**, why he thinks we should shine a light on customer success: “Speaking as someone who’s accountable for the overall go-to-market strategy in the sales organization now, but started their career in customer success, I think it's hugely important that we shine a light on customer success. “Driving customer loyalty, driving a long-term, mutually beneficial relationship with your customer is the fundamental investment thesis behind the entire [SaaS business model](https://www.customersuccesscollective.com/why-we-need-to-shine-a-light-on-customer-success/customersuccesscollective.com/what-is-saas). You’ll find customer success squarely in the middle of that strategy.” ## **Support customer success professionals with education** Here's what **Brittany Yandura**, Senior Customer Success Manager at ****Fieldguide**, had to say: “It's important to shine a light on customer success for a number of reasons. While it's become a really important and really popular topic of conversation amongst professionals in business, we’ve seen it implemented in a lot of companies in the recent past. “This, of course, is great. But I think if customer success really is that much more important to organizations, that much more popular in discussions, if it really is critical to corporate philosophy, then we really need to make sure that we're supporting our customer success individuals. “We need to educate them, so they’re up-to-date with what's important and learning how to be the best they can be in customer success. Customer Success Collective’s [festivals](https://www.customersuccesscollective.com/events/) definitely shine a light on customer success, and offer a place for all of these wonderful professionals to grow, learn, and network.” ## **Customer success is indispensable to businesses** Lastly, we asked ****Onna**'s Chief Customer Officer, ****Michelle Wideman**, her thoughts on the significance of customer success: “I truly believe that customer success is a critical tool in any company’s toolkit to help win, retain and grow existing customers.” ## **How to improve your Go-to-Market strategy** Our [****Go-to-Market Certified: Masters**](https://certified.productmarketingalliance.com/p/go-to-market-certified) course will give you all the information and knowledge you need to up your GTM game. Delivered by ****Yoni Solomon, Chief Marketing Officer at Uptime.com**, this course provides you with everything you need to design, launch, and measure an impactful Go-to-Market strategy. By the end of this course, you'll be able to confidently: 🚀 Grasp a proven product launch formula that’s equal parts comprehensive, repeatable, creative, and collaborative. 🧠 Gain the expertise and know-how to build and tailor an ideal product blueprint of your own. 🛠 Equip yourself with templates to facilitate a seamless GTM process. [Get GTM Certified](https://www.gotomarketalliance.com/) ## ### The cost of Go-to-Market failure URL: https://www.gotomarketalliance.com/the-cost-of-go-to-market-failure/ Last updated: 2022-09-29T15:23:15.000Z We talk a lot about how to achieve business success, but today let’s focus on everyone’s biggest fear. What happens if I fail? The stats can be pretty daunting; on average 50% of businesses will fail in the first 5 years, and according to Inc 95% of new products will fail in their first year. Established brands and enterprise level businesses aren’t safe either. There are plenty of big tech companies out there, including Microsoft and Samsung, who put themselves on the back foot with competitors as a result of badly thought out [Go-to-Market strategies](https://www.gotomarketalliance.com/how-to-connect-gtm-strategy-gain-organizational-alignment/). But it’s not all doom and gloom. We can learn from failure, and with a Go-to-Market strategy, you can mitigate the risk of it happening to you. Read on to understand the cost of Go-to-Market failure, and what you should be looking out for in your own business strategies. ## The financial cost of Go-to-Market failure We can’t put an exact figure on this, because every company has a different budget and therefore has a different sum of money on the line if their Go-to-Market strategy fails. But essentially, if you put money in and a product fails, then you’re unlikely to get that investment back. However, there’s more than one way to fail at Go-to-Market. According to McKinsey, [new product launches drive 25% of total revenue and profits](https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/how-to-make-sure-your-next-product-or-service-launch-drives-growth). So if your product launches are failing it’s not just the cost of your investment that you’re losing. You’ve also denied yourself the potential growth in revenue that a successful product launch would have brought you. It’s a lose-lose situation. Whether you're an enterprise business that can weather the storm of lost revenue and a drop in share prices or a new business with investors counting on you, no one wants to see their money go to waste. That’s why, before you sink all your investments into a product, you need to pay attention to some of the most critical steps in Go-to-Market: - [Testing assumptions](https://www.gotomarketalliance.com/how-to-test-internal-assumptions/). - [Customer research](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/). - Finding [product market fit](https://www.gotomarketalliance.com/positioning-finding-a-place-for-your-product/). Before you go anywhere with your product, you need to make sure people actually want it. It’s a massive risk to assume there’ll be demand for your product just cause you to think it's a good idea. Then you need to know who your ideal customer will be, how you’re going to market to them and how you’re going to make them choose you over competitors. Once you’re absolutely certain that there’s a) a market for your product and b) you can win that market over, then you can take your next steps in the Go-to-Market process. [Finding product market fit through user interaction.In this week’s episode, we get to know David Shim, cofounder and CEO at Read; David has made a career founding businesses that solve problems. 💡![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AcademyKate Onley-Gregson![](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/06/FTLP3.png)](https://www.gotomarketalliance.com/finding-product-market-through-user-interaction/) ## The long-term cost of Go-to-Market failure When a product launch fails it’s not just your bank account that takes the hit, it’s your reputation. A high profile launch that completely flops can do lasting damage to a brand. Let’s take a look at some examples: ### Apple vs Microsoft The disaster that was Microsoft Vista had a serious knock on effect on the company. Many users at the time downgraded back to their previous software, Windows XP, while others moved over to Apple. The failure of this launch came in two parts. First off, Microsoft completely threw their product roadmap out of whack by pushing the release of the software back by two years. Secondly, when the product finally was released, it was slow, buggy and difficult to use, rendering it deeply unpopular with previously loyal customers. But this all happened back in 2006\. What does it matter today? Well, the failure of Microsoft Vista is largely credited as the reason Apple was able to catch up with Microsoft and become the more popular of the two brands. With Microsoft wrapped up in Vista and pursuing the wrong priorities, Apple had a clear path to swoop in with the iPad, successfully meeting one of the most popular market demands of the time. Microsoft pretty much missed out on the smartphone market, while Apple’s phone and tablet sales brought them pretty much neck and neck with the titan. Microsoft failed to recognize what their audience cared about, be this through a lack of market research or testing of their own internal assumptions. They also could have caught onto customer dissatisfaction with the products they were producing had they carried out thorough beta testing or a soft launch. As you can see, when you miss key go-to-market steps, the cost is high. In 2022, Apple is now securely in the lead, clocking in at a net worth of nearly a trillion dollars more than Microsoft. ### Samsung vs The World Samsung similarly took a dent to their brand back in 2016 when their Galaxy Note 7’s had to be recalled after repeated incidents of the phones ‘exploding’. Samsung allegedly lost $14.3 billion in investments and that’s before you take into account the customers that will have gone elsewhere for their products after the recall put them off Samsung devices. Phones catching fire on planes, tablets emitting smoke, burn injuries to customers. Not only is that financially costly, but who’s gonna trust a brand that’s all over the news for setting fire to customers? ![An exploded samsung phone](https://storage.ghost.io/c/28/24/28244b9e-3546-4241-bc15-eacbf1b80568/content/images/2022/09/Samsung-Galaxy-Note-7-exploding.webp) In 2022, six years on, Samsung’s reputation is still suffering from the exploding phone scandal, with complaints still coming out from time to time about smoking batteries as recently as the summer of this year. Samsung also lost their hold over the android world, with phones such as the Google Pixel and the OneNote eating into their market. While they probably haven’t been knocked off the top spot for android companies, their lead is nowhere near as solid as it used to or could have been. What you may have noticed here though, is the companies we’ve mentioned are all big names not just in their fields, but around the world. Being an established brand has its perks, Microsoft and Samsung are by no means struggling despite their respective failures because they already had a stable enough user base to ride out the storm. But, would their failures have made such a dramatic impact on brand reputation had they come from smaller businesses? There are perks to obscurity. In startups, you have more freedom to experiment and get things wrong, because the impact to your reputation if some messaging doesn’t hit right or your sales strategy isn’t perfect right out the gate will be less significant. A product that explodes will be pretty hard to recover from, but when it comes to the strategic aspects of Go-to-Market you do have more room to play. Of course, in an ideal world, we’d all get everything right all the time. But the reality is that’s not going to happen, and if you get it wrong the first time far fewer people will remember your mistakes than Samsung’s. ## Minimizing the cost of Go-to-Market Go-to-Market is a worthwhile investment, but it does come with a price tag, and you want to keep those numbers low without cutting corners. A GTM failure doesn’t always mean a spectacular product flop. Sometimes, it just means that you didn’t hit your projected targets and the profits from a new product haven’t been worth the investment that went in. A lot of the time, you can counteract this with tweaks throughout your Go-to-Market rather than completely jumping ship. It might be that you were 9 tenths of the way to success, but lost out based on a few aspects of your strategy missing the mark. Go-to-Market is a process with a lot of moving parts, meaning it’s at high risk of being inefficient. If you’re working with tight margins, the last thing you want is to be hemorrhaging time and money, or not understanding where your resources are being wasted. Think of it like energy transference. When energy transforms from one form to the next or is converted, a little bit of energy is lost each time. With a Go-to-Market strategy, you transfer from team to team, and it’s easy to lose some energy, time, money, knowledge, etc, at each stage. All of this has a cost to your business. More than that, Go-to-Market is a process vulnerable to siloing. If your contributors aren’t enabled to do their jobs properly it’s inevitably going to end in a costly waste of resources and a product that doesn’t live up to its potential in the market. To make sure your Go-to-Market strategy is optimizing resources and stretching the budget as far as it can go, you need to make the process efficient and cost effective. The key to this is communication. Sounds simple, but it's something a lot of companies struggle with. It’s important to get [alignment](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) from all your GTM teams early so everyone knows what their responsibilities are. If you don’t, you’ll be wasting time and resources as your teams work at cross-purposes, tasks get missed or duplicated deadlines continuously get pushed back. A 2019 survey found that only 55% of new products actually launch on time, so if you’re in that other 45% you’re increasing the cost of your launch by a month's worth of resources and work, as well as wasting money on PR that has to be pushed back and missing out on sales as anticipation for your product dwindles, or customers look elsewhere. As you can see, there are numerous ways you can waste money on a half-baked Go-to-Market strategy. Having to start from scratch with each Go-to-Market cycle is also going to be costly, as an undefined strategy will leave stakeholders uncertain of their role, as well as requiring more time and resources throughout the process to figure out the directions the strategy is. Put it this way, the route from A to B may always be complicated, but you’ll get there a lot quicker and easier with a map than if you just blindly set off without giving it much thought. Don’t be the guy that walks up and down the same road six times insisting he’s not lost. Take the map, and save time, money and energy. If you put the effort into developing a sustainable, repeatable and scalable Go-to-Market strategy early on, you’ll save yourself time and money each GTM cycle and that initial work will quickly pay for itself. And if you are losing money throughout the cost of your Go-to-Market process, a defined strategy will make it easier to identify where that loss is coming from and make the changes you need to make to get back on track. And if you’re not sure how to go about defining a Go-to-Market process, you’re exactly where you need to be. Head over to the GTM Academy website and find all the resources you need to make this dream a reality for your business: [GTM Academy | Redefining go-to-market standardsThe go-to-market learning platform for individuals, teams, and organizations that ensures repeatable, scalable, and predictable revenue gains.![](https://bulletinboardfiles.s3.us-west-1.amazonaws.com/uploads/bb/models/academy/favicon/e1834588-3b30-11ec-91dd-02dd896aace5/android-chrome-512x512_87203e.png?X-Amz-Expires=86400&X-Amz-Date=20220929T145621Z&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Credential=AKIAJRZQDO7S2YC5J2QA%2F20220929%2Fus-west-1%2Fs3%2Faws4_request&X-Amz-SignedHeaders=host&X-Amz-Signature=e2749f6a0eb4995927b5708279b49129a1e289621a148a3eede06684ee8d5606)WorkRamp![](https://bulletinboardfiles.s3.us-west-1.amazonaws.com/uploads/bb/models/academy/meta_image/e1834588-3b30-11ec-91dd-02dd896aace5/GTM%20Academy%20meta%20_980d1b.png?X-Amz-Expires=86400&X-Amz-Date=20220929T145621Z&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Credential=AKIAJRZQDO7S2YC5J2QA%2F20220929%2Fus-west-1%2Fs3%2Faws4_request&X-Amz-SignedHeaders=host&X-Amz-Signature=86be05083dc6a93dd77219681c9e115ae1503415b0cef34a19f91ffc86d01185)](https://learn.gotomarketacademy.com/trainings) ### How we're scaling marketing at The Alliance URL: https://www.gotomarketalliance.com/how-were-scaling/ Last updated: 2022-09-28T12:18:40.000Z As CMO of [The Alliance](https://allianceled.io/) (the umbrella organization that GTM Academy sits under), I’ve been thrilled to be a part of the leadership team for a rapidly scaling company. Since launching our first communities (Product Marketing Alliance and AI Accelerator Institute) in 2019, we’ve gone on to expand our portfolio to include 12 more, covering everything from Sales Enablement to Finance, and of course Go-to-Market (check out our full portfolio [here](https://allianceled.io/our-brands/)). Those communities have… - hosted ****170 events** (78 in-person, 92 virtual), - published ****79 reports, playbooks, whitepapers, or ebooks**, - created ****over 140 courses,** - and launched plenty of digital services, articles, podcasts, templates, and more! To get this far, we’ve built a top-notch team of marketers, content writers, customer success professionals, and more. We’ve built a marketing techstack that enables both remote and in-office workers. On a personal level, I’ve had to quickly develop my marketing knowledge and leadership skills as the needs (and size!) of the marketing department have developed. But as they say, there’s no rest for the wicked. With no sign of slowing down our ambitions and plans, the question is, where do we go from here, as we move through the [startup growth ](https://www.gotomarketalliance.com/how-to-scale-with-product-market-fit/)stages? With this information, I hope I can help those who don’t know what to focus on, give you some justifications that might just convince stakeholders on the best course of scalable action, or even open up a discussion over my plans if you have questions around them. I’m going to break my roadmap down in terms of how I’m planning to… - ****[Scale our marketing team](https://www.cmoalliance.com/p/f325f333-3ff7-4352-8a27-067884441024/#scaling-our-marketing-team)** - ****[Expand our techstack](https://www.cmoalliance.com/p/f325f333-3ff7-4352-8a27-067884441024/#expanding-our-techstack)** - ****[Rollout new processes and strategies](https://www.cmoalliance.com/p/f325f333-3ff7-4352-8a27-067884441024/#rolling-out-new-processes-and-strategies)** - ****[Develop new skills (both for myself, and my teams)](https://www.cmoalliance.com/p/f325f333-3ff7-4352-8a27-067884441024/#developing-skills)** ## ****Scaling our marketing team** Until now, we’ve been operating as a start-up, with a very “all hands on deck” approach. As such, we’ve got a fantastic team of generalists. But as the complexity of the business grows, and the needs of our customers become more complex, they’re going to be increasingly stretched thin. While it’s fantastic to have a team that’s able to turn their hands to pretty much anything, we need specialists to both fill the skill gaps and develop key marketing functions. The gaps we’re prioritizing are… ### ****Partner marketing** Our communities have developed great relationships with sponsors and media partners, but there’s definitely more that can be done. Currently, they provide a great opportunity to extend our reach and enhance the status of our various brands. But with a dedicated partner marketing manager, we’ll be able to develop full, co-branded campaigns and more long-term partnerships that will elevate both sides. ### ****PR** We know we’re good at what we do, and it’s time for the world to know about it! And that’s where PR comes in. We've done ok with publishing press releases, but to really maximize the potential of PR and take our brand awareness to the next level, it’s going to take skill and a network of contacts that only come from being a specialist. Furthermore, as The Alliance’s profile rises, it becomes more and more important to ensure that key members of the company are on message when acting as the public face of the company. PR specialists are experts on this. ### ****Customer marketing** You know what happens with business growth? You get new customers! You know what else happens? You get more products that your customers need to know about. Our offerings have increased massively in a short period of time. For PMA alone, we had 12 courses available in 2021\. This year, it’s 56\. Next year it’s gonna be more than 75. And that’s just the courses, we’re constantly rolling out new events, reports, and services that our existing customers need to be kept aware of. And that’s what I want dedicated customer marketers to handle: all the marketing efforts (whether that’s content marketing, email marketing, or social media) aimed at our existing customers. Customer marketers also play a great role in helping our customers share their successes. They can work closely with customer success and provide our communities with the platform and materials to show how we’ve benefited them. ### ****Head of social media** As The Alliance and our variety of communities grow, so do the complexities of our audiences and how best to reach them. Currently, social media is very much a divide and conquer job and we have lots of people across our content and marketing team sharing great content on here - but no single owner or strategy. We’ve done a great job at growing our social accounts over the last couple of years (LinkedIn in particular), but to reach that next stage of social growth, engagement, and conversions, and unlock social platforms we’re not currently very active on (Instagram, TikTok, YouTube, etc.) we need someone spearheading social. Which is why having a dedicated specialist in charge of our various social media channels is going to be crucial. They’ll be tasked with enhancing how we tailor our social media better towards our different audiences and new customers, while at the same time (in a bit of a paradox maybe) ensuring we’re being consistent in presenting the values, brand voice, and image across all parts of The Alliance organization. We’ll also be able to firm up the metrics that are important to our business goals, and make sure we’re all working from the same source of truth when looking at our social media performance. ### ****Marketing ops** I’ve talked a bit already about how as a company grows, it gets more complicated. That means the marketing efforts, workflows, and toolsets get more complicated (more on that below). Marketing operations specialists will be able to manage these workflows and tools, make sure they’re all being used to their maximum potential, and make optimizations where necessary to streamline our marketing efforts. For the smooth running and accuracy of our data and metrics, this is going to be a mission-critical role. ### ****Outside the marketing department** We’re also recruiting for a bunch of roles outside of marketing, too, with a couple of key future hires being in sales, digital design & UX, and CTO. As we all know, the relationship between marketing and sales is essential, and for some of our higher ticket education and event products, this partnership is key for growth and so we’re currently recruiting dedicated, product-specific sales reps for our course programs so that we have someone ready to scoop up and work all the leads the marketing team hand over. I’m really excited about this marketing<>sales piece - as you know, it’s not always the smoothest relationship, but when it’s set up right it’s so unbelievably powerful so I’m eager to get those processes and relationships in a really good place over the next couple of months. Next, we’ve got the digital design & UX role I mentioned. This role will be instrumental in helping us really refine and re-think a lot of the journeys we have built up and I imagine there’s going to be a lot of big overhauls and minor tweaks - all of which will have a huge impact on how our prospects and customers use and navigate our site and products. Finally, we’ll be looking to add a CTO (or equivalent) to the books. We’ve SO many high-priority data and development projects in the works and on the backlog, and getting these over the line is going to be huge for our next wave of growth to ensure we’ve got the systems and data needed to scale and make decisions - with confidence. We’re recruiting for many of these roles right now, so if you know anyone who might be the right fit, please get in touch with us! ## ****Expanding our techstack** Is a techstack ever finished? Let me know if yours is and what the components are, but for now, I’m treating building one as an ever-evolving process (which means, I’m open to discussions and any suggestions you might have!). Our big focus for additions to our tech stack in the near future is personalization. As our customer base grows, both in terms of actual size, and the broad range of demographics, our team could be in danger of being overextended to keep up with all the different communities’ demands. That’s let alone tailoring our digital marketing efforts, email marketing, social media, and content marketing to each individual person as we’d like to. I’m currently exploring Mutiny and Clearbit as the big additions and both are showing some really promising early results. But… you can’t just roll out personalized marketing automation. It takes plenty of high-quality data, and that data needs to be available and actionable. To this end, I’m looking into tools that will help us surface the data we need, like Tableau, BigQuery, and Supermetrics. This is part of the ongoing project of nailing down our data infrastructure. I’m well aware that this is pretty much always going to be a work-in-progress, but realistically, we’re going from zero to 1.0 at this stage, so it’s pretty much all optimization from now on. With our constantly growing communities, and their ever-increasing portfolio of content, courses, events, and other services, it’s essential that we have accurate data on our audiences and how they relate to all of our various products. It’s all with the aim of reducing the number of assumptions we make and allowing us to start making proper, data-informed decisions for our marketing strategies. ## ****Rolling out new processes and strategies** For this section, I’m rolling together both new internal processes and external strategies, as they both inform each other. One big thing we’ll be looking at doing more in the future is taking advantage of the intersection of our different communities. Within the more developed communities, we’ve pretty much hit our stride at communicating the interconnectivity between our courses, memberships, and events. We’re going to be looking at how we can do the same across multiple communities. By breaking down the barriers between our communities (which have never been there intentionally), we’ll be able to provide our customers and community members with a much more extensive offering of different initiatives that suit their and their colleagues’ needs. This goes hand in hand with the data collection and personalization I mentioned above. We’ll be able to identify cross-selling opportunities for individuals and highlight the benefits more effectively. A big aspect of this is also going to be firming up our messaging, positioning, and value propositions across all the different communities’ courses, events, and memberships. I’m working closely with our internal product marketers and external consultants to do so (and with Product Marketing Alliance being our flagship community, it’s important we get this right!). The stronger messaging and positioning will form a key part of all of our digital marketing strategies moving forwards. It will once again allow us to perform the dual function of tailoring our marketing toward the right audience while staying consistent with The Alliance’s brand voice across all the different communities and products. But all the new processes and complexities have the potential of making it more and more difficult to onboard new team members, or even just launch new projects. That’s why we’re working on internal playbooks so that we can work smarter, not harder. I want these to be repeatable and scalable across the entire business. They’ll allow everyone, at every level, to get the benefits of everyone else’s experiences and optimizations, whenever they need it. This applies to the overarching strategies as a whole, but also down to a granular level in terms of emails, socials, paid ads, etc, and making sure we’re consistent with metrics. That way, we can get people up to speed much more quickly, and allow us to focus on optimization of what works based on existing templates, rather than constantly having to reinvent the wheel. We’ll be able to get new initiatives off the ground quicker, more efficiently, and, best of all, with processes that are scalable! ## ****Developing skills** With all these new plans in place, it’s important that my marketing teams and I are able to keep up. While I’ve talked about bringing in new hires to fill in gaps, I’m keen to ensure that my existing team are given the opportunities to develop their skills. This approach will be important as it’s ****a)** much easier to develop skills internally towards where we need them, rather than hunting around for someone who is the right fit, ****b)** more cost-effective, as recruiting and onboarding a new person takes time and money, and ****c)** it’s more logical, as my existing teams have developed very in-depth knowledge on their subject matters and audiences, so we should be looking to utilize this experience as much as possible. Oh, and let’s not forget ****d)**, it’s the right thing to do! Our various marketing teams have allowed us to get this far as a company, and it would be great to have them along for the ride for as long as possible. And, of course, I’m keen to develop my skills and knowledge as well. It should be a major part of every CMO’s life, and it’s no different for my role at The Alliance. I’m going to break the rest of this section down between how my teams are upskilling and my own personal upskilling. ### ****Upskilling my team** As the company has grown and become more complex, it becomes increasingly clear that the way our team has developed their skills in the past just won’t cut it anymore. In early-start-up days, you can get away with a “controlled chaos” approach, where people pick up the skills and experience they need on the fly. In larger companies, that process (if you can call it that) won’t work anymore. You need everyone to be on the same page, and you need to be able to bring new starters up to speed quickly. That’s why it was important to institute formal L&D (learning and development) programs across the business, and particularly for the marketing team. The intent is to turn our teams of generalists into true T-shaped marketers. Each program is designed to target each individual’s skill gaps and enhance them, while also helping them develop their existing strengths further (and the programs are intended to be scalable in the future). We’re taking a hybrid approach of self-guided learning, online courses, and workshops. I’m particularly excited about the prospect of the workshops. We’ll be bringing in external advisors to run some workshops, but I’m keen to see internally-led workshops, hosted by existing staff. I want to make sure we empower those who internally have the skillsets we need. There are plenty of benefits to taking the internally-led approach: - Firstly, it’s less expensive than hiring external trainers. - Secondly, the people giving the workshops will (hopefully) know their team members and skill gaps better than a stranger. - Thirdly, it keeps the people who already have skills engaged with the L&D process, while avoiding preaching to the converted. - Finally, it’s a good way to identify the people who are keen to skill share and assume leadership roles. While most of our L&D is tailored towards teams and even individuals, there’s one big project I’m looking to get everyone up to speed on as soon as possible: GA4\. While a few of our newer communities have been using it for a while now, the final redaction of Google UA means that those working with older communities will need to be brought up to speed. ### ****Upskilling myself** As a marketer and CMO, the day you think you’ve got nothing left to learn is probably the day you’ve become too complacent for the role. Having only been in the CMO role at The Alliance for less than a year (although I’ve been a part of the company since practically day 1), I know there’s still plenty to learn! As you can probably tell by the ethos of this site, the best place to learn about the CMO role is from other CMOs. As such, I’m extremely grateful to all the contributors who have collaborated with us on the content for the community or spoken at our events. I find it all extremely valuable. I’m a big believer in the value of mentorship, and it would be great to connect with someone who has experience in developing the kinds of communities and platforms we’re working on at The Alliance. Both will give me the opportunity to have frank and honest conversations about my role, the plans I have, and high-level marketing strategy: conversations I might not have the opportunity to have with people in my own organization. ## ****Looking forwards** Of course, all of this is just looking at the immediate future for how we’re scaling marketing at The Alliance. There are always bigger and better things to aim for! We’ve barely scratched the surface of what we could be doing in terms of SEO, content marketing, referral marketing, and digital marketing as a whole. I’m sure many of you are in similar situations as myself, and I’m excited to go on this journey with you all. ## How to improve your Go-to-Market strategy Our [****Go-to-Market Certified: Masters** ](https://learn.gotomarketacademy.com/training/c9ab823a-c55b-11ec-bd4c-020df940d6b7/overview)course will give you all the information and knowledge you need to up your GTM game. Delivered by ****Yoni Solomon, Chief Marketing Officer at Uptime.com**, this course provides you with everything you need to design, launch, and measure an impactful Go-to-Market strategy. By the end of this course, you'll be able to confidently: 🚀 Grasp a proven product launch formula that’s equal parts comprehensive, repeatable, creative, and collaborative. 🧠 Gain the expertise and know-how to build and tailor an ideal product blueprint of your own. 🛠 Equip yourself with templates to facilitate a seamless GTM process. [Get GTM Certified](https://learn.gotomarketacademy.com/training/c9ab823a-c55b-11ec-bd4c-020df940d6b7/overview) ### Insight to installs: How Art.com leveraged customer insight to deliver stellar Go-to-Market results URL: https://www.gotomarketalliance.com/insight-to-installs-how-art-com-leveraged-customer-insight-to-deliver-stellar-go-to-market-results/ Last updated: 2022-09-22T16:13:36.000Z Join Ali McCourt Turhal, **Director of Brand & Product Marketing at Art.com**, as she discusses her career managing brand and Go-to-Market. Ali shared some incredible insights with us at last years product marketing summit, so let’s take a look at some of the highlights: The through line throughout my entire career has always been focused on the customer. As marketers, it makes our lives infinitely easier when we're marketing things people care about. In this article, I’m going to talk about the importance of starting with a customer need and working with cross-functional partners. ### Here’s our main talking points: - Understanding the importance of starting with a customer need - Go-to-market strategy: Framework to align business value with customer segments - Tips for amplifying earned media and working with cross functional partners Let’s go ahead and dive in 👇 ## Understanding the importance of starting with a customer need Good marketing starts with solving a customer need, it’s important and foundational. When I first got to Art.com, we did qualitative research to understand the customer journey, how and what customers think about when they're purchasing art for their home. We learned that the biggest deterrent to what makes people buy art online, is to know if the piece they like is going to go with what they already own (i.e. Are the colors gonna match? Is it going to look right in the space?). When we started to unpack that, we started to align on what we wanted to build from a product perspective. ### Paradox of choice Paradox of choice is the notion that the more choices you throw at people, the more anxiety you introduce into the process and the less likely people are to be confident in the decision they're making. Around 2000, a study was conducted to look at the efficacy choice had on driving sales. The researchers did an A/B test in a market (like Whole Foods). One day they brought six jams and looked at the impact on sales. Then the next day, they brought 25 to 30 jams, and they looked at the data to see which garnered the most sales. From the data, they learned that the day they had the 30 jams, they generated more interest but not as many sales and on the day they had six, there were a lot more sales but not as much interest. The notion is: when there's less choice for people to make, they feel more confident in their decision. At Art.com, when we look at our end-to-end experience more broadly, we used the paradox of choice to figure out what our optimal customer solution would be or what our UX experience would be. We have introduced so much complexity into our product experience and the mindset we're asking our customers to jump through can become overwhelming. So, we applied the paradox of choice notion to the desktop Art.com experience. There are still a lot of decisions to make, but we thought this was the first try at reducing some of those choices, or at least making it sequential in a way that customers would find less daunting. ### Real life example: Our AR technology feature A couple months after we did the qualitative research, Apple released their AR (augmented reality) kit, so our mobile team was kicking around what a use case could be for leveraging this technology. I believe innovation is great, but not if it's just for the sake of innovation. You need to make sure you have an applied use case for it, because innovation without adoption means your products are just gonna die on the vine. The first thing we wanted to do to reduce the complexity as a team was to be sure what our pain point was. So, we were focusing on the uncertainty people were having around the size and dimensions of artwork, as well as if the aesthetic congruence would go with their space. I sat down with my mobile dev who was thinking through how to apply AR technology to what we're building, and I brought the insight that people don't know how stuff looks in their space; we needed a tool that enabled them to know. Sharing this insight with the engineer made the feature a success because it answered a customer need based on research and insights, while also building a lot of credibility with the engineering team. After we built a prototype, we didn't stop there. We took a step back to look at the overall landscape and saw some other proof points in our space starting to pop up. I'd been keeping tabs on our competitive set and I wanted us to think a little bit bigger about what we were launching. One of our partners at Pinterest told us there had been over 15 million ‘gallery wall’ pins on Pinterest in the quarter before we were about to launch. From a competitive standpoint, no one else in the category was enabling an end-to-end solution that lets you visualize a piece of art, customize it, purchase it and get it on your wall. The product we ended up building was two-fold. One part was the standalone piece of art on a wall and the second component was the ‘gallery wall’ designer. Depending on your style and what size gallery wall you're starting to create for your space, we gave you an augmented reality feature that let you see what it looked like with the right dimensions and colors in your space. ## Go-to-Market strategy: aligning business value with customer segments ### Defining business objectives Defining the goals you want to launch with when you're bringing something to market is essential. For us, it was a threefold funnel: - **Drive awareness.** - **Activate new and existing customers to drive downloads**. - **Driving people to use the feature**. ### Segmentation After defining our business objectives, we segmented those to customer types. We looked at both prospects, new and existing and existing and engaged. We used those customer types to inform what our channel mix would be. Depending on where we were in the funnel, the message was very different. Of course, when you're telling a big brand and PR story, it's going to be more high-level than when you're in the app trying to get somebody to do something within the experience. There's a lot more segmentation and targeting you're going to do, particularly as it comes to paid media. ### Messaging Launching this AR feature was the first marketable moment we felt we had for the mobile app. When marketing apps, it’s always tricky to distinguish between the app, the web and the desktop experience and how to get away from the mobile web experience and into the app. We wanted to test what messaging worked best for us so we tested a bunch of creative media types. Historically, we had been looking at acquisition predominantly through ROAS or ROI. However, with marketing apps you need to look at the lifetime value of your customers, not just ROAS because if you look at ROAS of an app user, your cost per install is going to throw off your whole cost per acquisition. Make sure you look at a one month to three month view of how your media is performing, before you throw in the towel. When we turned over to owned, it was about getting the word out. We cross-promoted via mobile web, we did some message testing on what worked best to get people to download the app and then got the word out both with an announcement email, as well as our welcome series. That way, we had a steady cadence of when new customers are onboarded, they're made aware of this feature, which gets you a steady drip of downloads. As product marketers, we know one of the best channels we have to tell our stories is the product itself and that’s where we should be activating when we're thinking about usage, meaning we have to ensure people are able to actually find the feature we're talking about. To achieve this, we leverage things like Tooltip. Then on our PDPs, we’re making sure the new feature is visible and clear. Lastly, to garner coverage for earned we targeted tech and consumer media and gave them press toolkits to make it easier to tell our story. We also partnered with Apple early, and they had given us feedback on our prototype, which built a strong foundation for partnership with them. As a result, a couple of weeks after our launch we were featured as app of the day when they were doing a big push around the launch of their new AR kit. ## Tips for amplifying earned media and working with cross functional partners ### Amplifying earned media Our team is very small and we have one PR person, so we had to leverage an agency. The strategy we used was ‘Desk Side’ meetings with media. We reach out to key media contacts that might have interest, and we set up meetings to show them what we're planning on doing. We brought some of our executive team to help run those Desk Sides, because it helped get the meeting to stick if the CEO was presenting the feature. To amplify coverage on the media side, we made it fun for them. We made it easy for our media contacts to download the test version of our app so they could play around with it themselves. We also delivered assets to them to help tell the story, such as videos and step by step visual instructions. This strategy was very effective because it made their jobs a lot easier. As we got closer to the time of launch, we wanted to stay top of mind when the embargo was lifting so we offered them a whole gallery wall to remind them of the launch. Having them try out their own gallery wall went a long way. At the same time, we also leveraged strategic partners, especially on the technology side, asking people who had been a part of your building process to share the news of our launch. **Here’s the results amplifying earned media had for us:** - We spent very little money and the money we did spend, we optimized. At the top of the funnel, we had 250 million media impressions. - Month over month, we saw almost a 1,000% lift in app downloads and a significant decrease in costs per install compared to previous campaigns we had run because we were marketing a feature that people cared about. - On the product side, we had almost a 40% adoption rate of the features. It increased our engagement and our conversion rate went up 30%. ### Working with cross functional partners There's no worse feeling for product or engineering than spending months of time working on something, then bringing it to you to market to find out it’s not on your roadmap and it’ll take probably three months to market. Therefore, my first tip is staying close and connected with what they're working on is key. My second tip is that bringing them along with your plan when you're going to market is critical. It’s better to over communicate what's going on than under communicate and there’s two major reasons for this: 1. Typically, the best ideas don't come from only one person but from people with **different perspectives**. Communicating gives them a chance to weigh in and think through what are the different ways we could be marketing something. 2. Make sure you're sharing what you're planning on doing. I always try to **provide additional context** for them. That way, when it's time for them to hand the baton to me, they know and have confidence that I'm going to grab it and run with it. My last tip is to share results early and often. For my developers in particular, results are their currency so when they see people using the features they've developed, they really get excited. ## Key takeaways Ultimately, what led to the success of this product was doing the following. Get down to brass tacks and foundational and push your teams to get involved and talk to customers. Then, take a step back and look at the broader landscape of the industry. Find additional proof points that help start to tell the broader customer story for what you're trying to solve. With your teams, think beyond the technology. Don't just create a new feature in a vacuum for a small set of users, but think about how you can apply this to a use case for a broader set of customers. Lastly, make sure you have a seat at the innovation table. By knowing your customer and having customer insights from the jump, it goes a long way to building credibility. ### Why sales enablement is the key to sustainable revenue growth URL: https://www.gotomarketalliance.com/why-sales-enablement-is-the-key-to-sustainable-revenue-growth/ Last updated: 2022-09-20T15:09:36.000Z "Sales enablement is quickly becoming common practice. Research from a sales enablement poll shows an increase in organizations with the sales enablement, functions, persons or programmes. "We're up from 55% in 2009, to 74% of organizations having a sales enablement function in 2021\. Clearly, we're getting a few things right. "There's also a big shift around the amount of organizations where enablement reports into a revenue leader, and this has increased sevenfold year to year. This shows an understanding of sales enablement and its linkage to revenue and results. "According to research from Demand Metric, 75% of the companies they surveyed reported that sales enablement made “a moderate or significant contribution to the achievement of revenue goals”. "How can sales enablement create sustainable revenue growth, and how do you prove it? Beyond metrics, how does sales enablement deliver value that contributes to this sustainable growth now and also into the future?" These are some of the topics this article will explore. During our fantastic Sales Enablement Festival in October 2021, Georgia Watson, ****Enablement & Skills Transformation Lead at IBM**, led a [panel discussion](https://www.salesenablementcollective.com/sales-enablement-festival-ondemand/?wchannelid=wdxrixn1bz&wmediaid=hul7ckjqb9) all about why sales enablement is the key to sustainable revenue growth with three industry experts: - Theo Davies, ****Head of Cloud Enablement J/APAC at Google** - Mariana Gastaldello, ****Head of Culture, Learning & Sales Enablement at TikTok** - Simon Wong, ****Head of Sales Operations and Enablement at BytePlus** Check out the discussion’s highlights below, and if you want OnDemand access to every talk from every SEC event, [become an SEC member](https://salesenablementcollective.com/signup) today. ## **What are your insights around the balancing act of metrics, measurements, and keeping things creative?** ****Theo:** Google in general is a very data-driven organization and we always want to have metrics, but there's an opacity when it comes to measuring the direct impact that enablement has on revenue, on actually closing deals and on pipeline. How do we solve that issue? I'm doing my executive MBA at the moment and my thesis is on measuring sales enablement. > When you review academia, there’s no consistent or significant research out there on this so you end up either looking at lagging or leading indicators. My team is very driven by this question: “What is the customer satisfaction score?” Is there any difference in confidence in the learning? Then you can look at return, not only return on investment (ROI), but also return on expectation (ROE) of your stakeholders. ## **What are your thoughts around engagement and the tee up culture?** ****Simon:** In the last few years, Covid changed the whole engagement landscape. The impact Covid has had on engagement, not just with our customers, but with our sales teams and sales leaders, is significant. We can’t go for a coffee, or fly over to England and go for a quick chat anymore. When it comes to engagement, a big factor is the digitalization of our current tools and systems. In sales enablement, one-on-one relationships are quite important and in order to get better at it we have to introduce some [tools](https://www.salesenablementcollective.com/5-essential-features-of-your-sales-tech-stack/) and systems, such as online conference tools or also recording certain conversations and calls. ****Mariana:** To add to Simon's point, Covid came to completely shake the way we live, the way we work, the way we manage our personal and professional lives. This triggers a very important point to consider. > When it comes to revenue growth, we can’t forget about people. This is why it’s essential to discuss culture nowadays. Thinking from a sales enablement perspective, if we equip our sellers with the tools, the metrics and the right kind of engagement, we can make an impact on the business. Research recently conducted in the US said that 40% of people are planning on quitting their job in the next three to six months because they don't feel valuable, and they don't resonate with the company. If we don't work on the foundation in the company, which is building a robust culture, giving accountability to the sales team, and giving our sales team the opportunity to co-create with us sales enablement leaders and marketeers, in the future we'll be missing an excellent opportunity. ****Theo:** Culture is essential to Google and famously so globally. What I've seen with sales enablement and with sales is that it's really about cooperation and collaboration, which is baked into Google's tools. In this day and age, it's critical to build partnerships in the programs created for the fields, in sales enablement to get an impact. A short example is when I started early in April last year at Cloud at Google, one of the programs I built with my senior stakeholders and our sellers was a sales pitch competition we did entirely virtually. We made it really exciting with the use of video and a lot of prizes, trophies and badges as a way to gamify things. Collaboration and partnership was essential here, and I couldn’t have done it without the creative ideas of the field and baking those in together with the sponsorship of the projection of the entire programme. ****Georgia:** I'm a huge advocate for innovation, and particularly in sales. > We all need to continually evolve and create new approaches if we want to have impact. To achieve this, we as enablers need the right environment and we need to create it for ourselves. From an enabling innovation perspective, we need more and more information about how much of an imperative innovation is to our businesses, and also to our clients' businesses. ## **What is the future of sales enablement and revenue growth with the use of technology?** ****Simon:** One of the most important things for businesses is looking at using [artificial intelligence (AI)](https://www.salesenablementcollective.com/streamlining-sales-with-ai-with-elavons-arup-chakravarti/) and machine learning (ML) solutions to get the relevant data and to understand certain competency levels. Individual sellers have ways to build, there's no framework in how you engage with them. Understanding the strengths and weaknesses of individuals is absolutely key to coach and mentor our sales team, especially now that everything is done online. ****Georgia:** The way we use AI in learning, I love it. We can do a lot with technology but there still needs to be a human element to it. We all know the value of having this coaching as part of our culture. I wanted to share some examples around design thinking, this is my other love aside from enablement. We all know that nobody likes to be sold to, we're all happy to buy, but we don't want to have that pushy salesperson selling to us. We want someone who is adding value and helping us reach our goal. We always talk about client- or customer-centricity, but do we all have a really customer focused approach? I don't know. Sellers need to serve the audience to add maximum value if they want to have an impact. One way sellers can do this is by utilizing design thinking. When sellers use design thinking methods while collaborating with clients, it gives this feeling that sellers are there to serve them. They don't show up talking about the company's value proposition or the latest data from Gartner. They don't show up just repeating the same things, they come listening, clarifying, and to understand the client's goals, their problems, their organizational structure, so “it's not selling it’s serving” is a great way to open the door and change the whole game. CSO insights did a study and found that 88% of buyers agree that the salespeople they want to buy from are seen as trusted advisors. > You have to have that relationship and deep understanding of the client, and then also your expertise. Applying this design thinking framework can be a way to help build relationships to get to that trusted advisor position. ## **What's next for the future of enablement and sustainable revenue growth?** ****Mariana:** Value is an important component we need to consider when we think about the future of sales enablement. From my experience, if we look back at the journey of sales enablement, value for sales enablement was around, at least in my case, communications and communicating well with our sellers. When I joined sales enablement, it was part of the communications team so the value then was making sure we accurately communicated with sellers. A few years later, things changed. My value was based on how well I managed to train my team, and made sure that they knew how to sell a product. Now, value for sales enablement is linked to revenue. If we make sure we equip our sales team with the right tools and information and if we’re able drive revenue growth, then our sales enablement metrics are considered good. Consider this and my previous statement about [culture](https://www.salesenablementcollective.com/panel-discussion-building-a-company-culture-that-drives-revenue-growth/). > For me, the future of sales enablement is really about people and culture. If we manage to not only trigger revenue growth, but also retain, motivate and engage our sales team, and create a long lasting relationship in partnership with our sales team, that will be really powerful. ## **What is some key advice you have around sales enablement and creating revenue?** ****Theo:** We should ask ourselves: What is sales enablement, really? If you aren't able to explain something as a process, you don't really understand it fully. We have to divide it into its component parts such as sales skills, opposite sales operations, the product, operational excellence, culture, and so forth. Now, each of those should have a weighting in your organization. Which of those lines do you need to focus on upgrading to help your company and your team perform at that optimal level? There is also a danger that everything can be seen as sales enablement in one form or another and people come to me for all kinds of requests. I always try to help even if it's outside of my jurisdiction. What is the low hanging fruit? What is one project you could really go big on, tying in these ideas? I recommend taking that step back first, think strategically, ask those questions, put it all on paper and really think “what is one program that could really make a difference”. ****Simon:** My journey was a little bit different. I came from Telstra, a telecommunication organization where they viewed sales enablement as more of a training function. In other words, understanding the product, then translating the product into a process document, and then go and train. Over the years, sales enablement in general, I see as the glue between your different teams. > You require a lot of skills because you're balancing so many things in enablement these days. We have so many different products, from AI, ML to cloud and so forth, it's not as easy as you think when it comes to enablement to understand these solutions to the point where you can have conversations with the sales leaders in different regions and in a different market world. ****Mariana:** There's something very important to keep in mind, which I learned throughout my career, and that’s to be seller-centric on top of being buyer-centric. Understanding the buyer’s needs is important, but we need to understand our sellers first because they are our primary audience when it comes to sales enablement strategy. > Sales enablement is much more a strategy than a piece of execution because it's a consolidation of understanding the market, understanding the business needs of your clients and understanding your sellers. When I joined TikTok a few months ago, the first thing I did was listen. We can’t, as sales enablement professionals, just plug and play our previous experience to the next company without understanding the basics without understanding the sellers scenario. Also respect the maturity level of the company and your sales team. This is very important because you can have 10 years of experience in one company, but when you move to another department or when you move to another company, you need to understand where the company is in terms of buyer engagement and in terms of sales approach. To sum up, my advice is to be seller-centric, and understand the maturity level of your company and of your sales team. ****Georgia:** Research shows us that the more closely aligned sales enablement goals and efforts are to revenue leaders, the better chance we have of achieving these goals. We also know that revenue alignment improves customer experience so make sure your strategy is aligned to these people's goals and you need to be going for the right target. > Another important point is that what you're doing now, what you did last year, what you did 10 years ago is not necessarily going to continue to work. We have to continually change and evolve. I'd encourage all of you to shake the status quo and think of doing some things differently. Maybe take a risk, do it on a smaller scale and test it, it could fail or it could be a huge success in driving massive amounts of revenue, but you have to take that little risk. To sum up, my advice is to make sure you prioritize what you do, focusing on what really matters for your organization and where you can most drive revenue. The second thing is to be brave, try something new. ## ****How to improve your Go-to-Market strategy** Our ****[Go-to-Market Certified: Masters](https://learn.gotomarketacademy.com/trainings)** course will give you all the information and knowledge you need to up your GTM game. Delivered by ****Yoni Solomon, Chief Marketing Officer at Uptime.com**, this course provides you with everything you need to design, launch, and measure an impactful Go-to-Market strategy. By the end of this course, you'll be able to confidently: 🚀 Grasp a proven product launch formula that’s equal parts comprehensive, repeatable, creative, and collaborative. 🧠 Gain the expertise and know-how to build and tailor an ideal product blueprint of your own. 🛠 Equip yourself with templates to facilitate a seamless GTM process. [Get GTM Certified](https://www.gotomarketalliance.com/#/portal/signup) ### How high is too high? Get to know your customer churn rate URL: https://www.gotomarketalliance.com/how-high-is-too-high-get-to-know-your-customer-churn-rate/ Last updated: 2022-09-15T16:00:21.000Z In the words of the great lyrical poet that is Ash: ✨Churn baby churn, revenue inferno✨ ![](https://lh3.googleusercontent.com/7K4NQTwevobh0r0JoHmQKjisbnz1CLdhoqQR1KfzwmqqyffmbEhOXGl9FUux2hzZ4C7iQ_KPK3A_ZQWo_wUtrG73BMxZrj_Gu3LhDvloZPnlVVNZYcUmD-6cQRPeo-O9AbLDTaFceACE9-hzU5_U1PWdQuHQatnDEKU02HsOgd5ymfRbiTtUXXYqiA) Ok, I might be paraphrasing slightly, but if your churn rate is on the up and up, your revenue will be a dumpster fire. That’s why you need to know what your churn rate is, how to measure it, and most importantly, how to leverage it from a problem to a strategy. ## What does churn rate mean for you? If you don’t know already, your churn rate is the percentage of customers you’re losing in a given time period. Churn is crucial because it doesn’t matter how great your products are if you don’t have customers. There is no business without buyers. And if you’re not keeping an eye on [churn](https://www.gotomarketalliance.com/our-top-five-tips-for-customer-retention/), for all you know you could be needlessly losing customers (and revenue) without realizing it. So, rather than letting your churn rate get the better of you, keep it measured and in check. Your churn rate can also be indicative of a lot of things going on further up the line, like positioning and messaging missing the mark, or onboarding not being done properly. Basically, you can learn a lot from this metric. Don’t shy away from it for fear that your churn rate will be overwhelmingly high and you won’t know where to start reigning it in. The sooner you start measuring it, the more control you’ll have. But understanding what churn rate really means for your business can be hard to visualize, so let’s take a look at a real-world example. ## Netflix and the curse of the killer churn rate Take a look at Netflix. In 2021 their monthly churn rate was 2.5%, but by August [2022 it hit 3.3%](https://www.theguardian.com/media/2022/jul/19/netflix-slump-earnings-call-second-quarter-2022#:~:text=Netflix's%20total%20revenue%20for%20the,analysts'%20expectations%20of%20%248.04bn.). That might not seem like a huge difference, but Netflix’s churn is on the rise. In the first quarter of 2022, Netflix bumped up their monthly subscription cost by $5, the biggest singular fee increase they’ve made in history. In that same quarter, they also saw their first drop in users since they began. And coupled with a dip in share prices of approximately 67% and revenue falling short of projections, we can start to paint a picture of a company really suffering because of customer churn. So where did Netflix, until now a seemingly untouchable streaming giant, go wrong? There are two big somethings that stand out. **a. Market saturation** It used to be that Netflix was THE streaming service. But now, we have an endless choice of streaming options to choose from such as Amazon Prime, Disney+, Hulu, and so on. With all this competition and many platforms offering a broader experience than Netflix, like Prime’s music subscription included in the cost, it’s easy to see why audiences would look elsewhere. Netflix is no longer effectively marketing itself as *the* must-have streaming service or standing out against its competitors. In terms of reputation, they’re really hanging onto the fact that they did it first, rather than doing it best. **b. Worth < Cost** Netflix has hiked up its prices, reportedly to develop a gaming interface for the platform. But now customers are paying a higher price for a reward they can’t reap. The value Netflix offers is, for many users, no longer worth the cost. Especially with much of the beloved content that’s been available on Netflix in previous years moving to competing platforms. --- But what both of these problems boil down to, is that customers no longer perceive the same value in their experience with Netflix. And when customers aren’t getting the value they want or expect out of a product, they jump ship. AKA, your churn rate goes up. If you can learn anything from Netflix, it's that no matter how well established you may be, no company is invincible. Even Apple got caught in the crossfire recently, with Steve Jobs’ own daughter offering a scathing review of the latest iPhone. For years users have leveled complaints against Netflix for the gaps in their library, the third season cancellation curse and now serious price increases that have transformed the platform from a household staple into a pricey extra that’s nice to have, but not essential. Now Netflix is reaping the consequences of assuming your customer base are locked in and you don’t need to pay them any attention. Remember, your company is nothing without customers, whatever market you’re in. ## Taking charge of your churn rate. So, how can you keep your churn rate under control? First things first, you need to work out what your churn rate actually is. Luckily, the formula to calculate your churn rate is pretty simple. It's really important that when you’re calculating churn rate, you pick a fixed period of time. With Netflix, we looked at monthly stats, but other companies go quarterly, and it's probably good to have a yearly figure as well. That way, you can start to paint a clear picture of where churn is happening, and track it back to the source. Identifying metrics like customer lifetime value (CLV) and where in that lifetime the majority of churn is happening, is really key. You need all the information you can get on customer behavior to keep churn under control. To get your monthly churn rate you need to know the number of customers you had at the start of the month and the number you’ve lost in that month. Then you can plug those figures into this pretty simple equation to get your monthly churn percentage: (number of customers lost ÷ total customers at the start of the month) x 100. You can put this equation into an Excel spreadsheet and easily keep track of your churn rate month by month. By taking an active approach to your churn rate, monitoring it and analyzing when and why it changes, you can start to prevent churn before it happens and keep your customer and revenue metrics happy. ## What’s the next step? Tracking your churn rate is important. But when you’re caught up in a busy schedule, there often isn’t time to do everything manually. That’s why you need a reliable, repeatable system for keeping churn in check. Enter stage left, customer relationship management systems (CRMs). Salesforce is a well known CRM that you may already be familiar with, so let’s take it as an example. Using the different ‘clouds’ in Salesforce you can track interactions, get to know each customer as an individual and personalize their experience. This gives you the power to not only know what your churn rate is, but understand the meaning behind the numbers. You can see the lifetime value of your customers, know where in that lifetime churn is most likely to happen and establish a feedback loop so you’re continuously refining your process. There are [plenty of CRMs out there](https://www.salesenablementcollective.com/sales-enablement-tools-of-choice-2022-download-it-today-2/), so be sure to look around and find the one that’s the best fit for your business. It may seem like a big upfront cost, but when you get your churn rate in hand, ROI *will* follow. ## How to improve your Go-to-Market strategy Our ****[Go-to-Market Certified: Masters](https://learn.gotomarketacademy.com/training/c9ab823a-c55b-11ec-bd4c-020df940d6b7/overview)** course will give you all the information and knowledge you need to up your GTM game. Delivered by ****Yoni Solomon, Chief Marketing Officer at Uptime.com**, this course provides you with everything you need to design, launch, and measure an impactful Go-to-Market strategy. By the end of this course, you'll be able to confidently: 🚀 Grasp a proven product launch formula that’s equal parts comprehensive, repeatable, creative, and collaborative. 🧠 Gain the expertise and know-how to build and tailor an ideal product blueprint of your own. 🛠 Equip yourself with templates to facilitate a seamless GTM process. [Get GTM Certified](https://learn.gotomarketacademy.com/training/c9ab823a-c55b-11ec-bd4c-020df940d6b7/overview) ### 3 ways a product feedback loop can transform your product URL: https://www.gotomarketalliance.com/3-ways-a-product-feedback-loop-can-transform-your-product/ Last updated: 2026-01-08T13:25:26.000Z Sometimes, it’s like your teams are on opposite sides of a six-foot-high cement wall. Information is trapped in their tools, no one seems to be communicating, and getting them to work together is more like a prison break than anything else. Imagine how this is affecting your product. The solution? Implementing a [product feedback loop](https://www.productmarketingalliance.com/customer-advisory-boards-and-feedback-loops-q-a-with-dropbox/). Done right, this can turn your product into a trendsetting powerhouse. But what’s a product feedback loop? And what can it really do? In this article, we’ll be focusing on: - What a product feedback loop is - How a product feedback loop can benefit your product - Why you need to stay in the loop ## **What is a product feedback loop?** A product feedback loop is a process that sources feedback from teams across your organization and feeds it to your product team. The exact way to achieve this can vary between organizations, but the goal is to bring teams closer together and [improve internal communication](https://www.productmarketingalliance.com/are-internal-teams-communicating-effectively/), to accelerate and systematize the transmission of feedback — both internally and from customers — to the people who need it most. Here are two ways you can apply the product feedback loop to your business right now: - **The monthly feedback session:** The goal of this recurring session is to collect high-priority tickets from across the organization and turn them into actionable initiatives. You can do this in a meeting or asynchronously through a ticketing tool. However you choose to do this, it’s important to give the product team a way to ask for clarification and other teams to contribute as much (or as little) as they need to. - **In-depth workshops:** These happen as they need to. In some phases of your[ product’s lifecycle](https://unito.io/blog/sdlc-methodology-guide/), they might happen every month or even every week. In other phases, they’ll happen infrequently. Rather than gathering general feedback about every aspect of your product, you pick a specific topic and dive in. These topics can include your product’s friction points, underserved [use cases](https://www.productmarketingalliance.com/the-role-of-use-cases-in-product-marketing/), or new [customer personas](https://www.productmarketingalliance.com/exploring-the-intricacies-of-user-personas/). Now that you know what a product feedback loop is, let’s dive into some of the ways it can completely transform your product. ## **Why is a product feedback loop beneficial for your product?** ### **#1: Customer-facing teams guide development efforts** One of the biggest impacts a product feedback loop can have on your product is streamlining the development process. Software teams do a ton of research before they start working on a new feature or changing an aspect of the product. But often, a bulk of that [research](https://www.productmarketingalliance.com/why-is-market-research-important-in-product-marketing/) is already done if you just know where to look. Customer-facing teams — think salespeople, customer success, and [customer onboarding](https://www.productmarketingalliance.com/the-fundamentals-of-customer-onboarding/) specialists — have an intimate understanding of who your customers are and what [customer needs](https://www.productmarketingalliance.com/customer-needs-and-how-to-meet-them/) are. They know the friction points that keep people from buying the product, the little UI elements that frustrate your customers, and even what gets them to upgrade to your priciest plan. Traditionally, any input on these things is handled informally, through email, work management tools, or chat messages. This guarantees that game-changing input can slip through the cracks and get lost. By having a defined product feedback loop, you can make sure all that valuable feedback gets communicated, tracked, and used. ### **#2: You can avoid costly mistakes** The Amazon Fire phone. Microsoft’s Zune. Apple’s hockey puck mouse. What do they all have in common? They were all expensive, resounding failures. Scores of developers, leaders, and researchers were convinced they were working on something that would change the world or, at the very least, capitalize on a market niche and make a ton of money. But they all failed. Now, you might not be pumping millions of dollars into massive initiatives, but spending months of development time on a feature that ends up flopping means losing resources you can’t get back. You can’t always guarantee that everything you work on will succeed, but a product feedback loop eliminates one of the main contributors to these failed initiatives: echo chambers. Echo chambers happen when all the opinions you encounter reinforce a specific theory. When brainstorming sessions, planning meetings, and more all happen within the same team, echo chambers are a lot more common. By bringing in other perspectives — and making this part of your process — you can test the validity of your initiatives and theories. If that can avoid even one expensive failed project, isn’t it worth adding a meeting to your calendar? ### **#3: Product-market fit is guaranteed** [Product-market fit](https://www.productmarketingalliance.com/everything-you-need-to-know-about-product-market-fit/) might be the single most important characteristic of a successful product. That’s why so much of your resources go into research before the product work even starts. If you’re an early-stage startup, a lot of that research comes from hard-earned work experience. If you’re a larger company, you’re probably lucky enough to have a product marketing team to handle that research. But without getting people together across team boundaries, you’re not getting the full picture — and that makes it much more difficult to get product-market fit. When you’re heads-down to finish building a product — or keep improving it — it’s tough to keep an eye on the broader market. Developers and product teams have enough to do without spending hours doing extensive research, and even then their research comes from a single perspective. With a finished product, you get access to an invaluable resource: [customer feedback](https://www.productmarketingalliance.com/how-to-incorporate-the-voice-of-the-customer-into-your-product-marketing-strategy/). But unless you go out of your way to collect that feedback through user interviews and surveys, it lands in the lap of your customer-facing teams first. If you’re not fostering communication between those teams and your product team, especially in the early stages of your product, it’ll be that much more difficult to really nail product-market fit. But as soon as that feedback loop exists, you get the information you need to adjust your approach accordingly. ## **Why staying in the loop is important** The product feedback loop isn’t standard. Too often, product teams and customer-facing teams are too distant from one another. They see what the other team’s doing, but don’t really have an impact on each other. By implementing a product feedback loop, your developers will have a better idea of what they should be working on, you’ll avoid potentially expensive failures, and you’ll have an easier time finding product-market fit. ### It's time to invest in sales enablement tools. Here's why. URL: https://www.gotomarketalliance.com/its-time-to-invest-in-sales-enablement-tools/ Last updated: 2022-09-08T16:17:59.000Z New to the field? Maybe, but sales enablement is here to stay. This means your company needs to take it seriously. Sales enablement has a proven ROI, so if you’re not investing in it while your competitors are, you’re going to lose out. As of this year, [only 5.5% of sales enablement departments are reporting to the C-suite](https://www.salesenablementcollective.com/the-sales-enablement-landscape-report-2022/), with the majority reporting to sales. Meaning, that there are still a lot of businesses not backing their SE teams properly and, as a result, not making the most of these talented teams. If you’re not sure why you should care about sales enablement, let me catch you up to speed. In your [Go-to-Market strategy](https://www.gotomarketalliance.com/why-you-need-to-invest-in-go-to-market-strategy-2/), sales enablement sits between your behind-the-scenes teams, product, marketing, product marketing, etc, and your customer-facing teams, i.e. sales. With a [cross-functional](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) Go-to-Market strategy where sales can confidently mesh their persuasion and charisma with product knowledge, upskilled sales methodology, and a refined understanding of your buyer personas and customer needs, you’re looking at much higher win rates and, therefore, much higher revenue. And who (or what) makes this happen? Sales enablement. But how do *I* make this happen? I hear you ask. How can I give my sales enablement heroes the resources they need to make this magic happen? Well, you’re going to want to start with a solid sales enablement tech stack. And luckily for you, we’ve rounded up some of the best SE tools out there for you to peruse and take your pick. Let’s get into it. 👇 ## Sales enablement tools - Content Management Systems One of the biggest responsibilities of sales enablement teams is producing content for sales reps to use when they’re locking down customers. These resources are pretty critical for sales success and, as you can imagine, there are a lot of them. Keeping track of all this content and ensuring sales reps can access it as and when they need it is no small feat, which is why you need to set your SE team up with top-of-the-line content management tools. Here are some of our top picks: ### Highspot If saving time and streamlining tedious processes are your kind of thing, Highspot might be the one for you. Reduce the time your reps spend looking for content by up to 95% with software that delivers a powerful search engine, curated browsing and up-to-date content, all on one platform. Highspot supports 70+ integrations and 40+ content types, so you can keep everything in one place. Take control by deciding who can see what and use Highspot’s internal analytics to track exactly how your content is being used, to make sales enablement even more effective. ### GTM Buddy If you’re ramping up sales enablement to improve your Go-to-Market, why not use a tool with GTM in mind? GTM Buddy enables your sales reps to access content within their flow of work and during sales conversations. Integrate emails and calendars with your CRM for a seamless sales process and build trust between your reps and buyers. A tool for the progressive SE team, GTM Buddy removes the need for folder structures and complex tagging. ### Seismic Make finding the right sales collateral delightfully simple for sellers with in-app search and in-context recommendations with a leading global sales enablement platform. Using Seismic, you can ensure an always-current content library and give sellers as much (or as little) flexibility for content customization as you want, and simplify workflows to drive faster content approvals and govern content distribution for internal and external audiences. ## Sales enablement tools - Learning Management Systems And of course, the big kahuna of sales enablement is training sales teams on products, buyer personas, sales strategies and more. In 2022, we found that 87% of new hire onboarding is done by enablement teams. This means your SE team is not only producing huge amounts of content for onboarding, but they also need to deliver it at scale. For this, they’ll need learning management tools. These are a few of our recommendations: ### Allego With Allego, your SE teams can enable sales reps wherever they are in the world which, in a post-pandemic market, is more important than ever. High-impact tools, content and training get (and keep) your reps ready and productive. With Allego, you can deliver measurable, targeted skills development at scale. Access company-wide insights into where your training is most effective and what your reps need to excel. ### Lessonly, by Seismic We’ve already discussed the pros of Seismic, so if their CMS is for you, you’ll be thrilled to know they also have an LMS, Lessonly. Sales training and coaching software allow your SE team to improve sales performance and accelerate the readiness of your reps. In as little as 10 days, you can train reps and get them ready to go out there and win. Give your sales enablement specialists the tools they need to create interactive training and practice exercises that simulate real-life scenarios, for ultimate sales success. ### Workramp Welcome to an all-in-one learning platform. Workramp drives a culture of learning within your company and can help you out with more than just sales enablement. House your customer education, partner training, talent development and more, all in one place. SE teams can combine instructor-led training and on-demand guides to create robust learning and development programs, and deliver top-quality training. With Box, Reddit and Loom all placing their trust in Workramp, you can be sure you’re getting a quality platform that delivers on its promises. ## Final thoughts Sales enablement teams have a lot going on, taking care of content creation, onboarding, learning and development, the list goes on. These are all critical to your Go-to-Market success, so don’t take any chances. ## Want to take your Sales Enablement to the next level? [Go-to-Market Academy](https://learn.gotomarketacademy.com/trainings) has all the training your SE team needs to design and launch scalable sales enablement programs that drive revenue. 👊 Understand cohesive, successful enablement strategies and how to implement them into your organization. 🔨 Build efficient and effective enablement programs, as well as the team needed to run those programs. 🚀 Create a best-in-class enablement charter to make your mark in your organization. 📈 Measure the success of your strategy by using the right metrics, which you can then use to prove your function’s value. [Get Certified Now](https://learn.gotomarketacademy.com/trainings) ### GTM process & scaling for success [Q&A with Iterable] URL: https://www.gotomarketalliance.com/gtm-process-scaling-for-success-q-a-with-iterable-2/ Last updated: 2022-09-06T16:00:49.000Z Ahhh product launches! The most exciting (not to mention stressful) aspect of what we do, am I right? But with all that high octane excitement comes some high stakes, with a million and one things that could go wrong at any time, how do you ensure you’re ready to go to market? Well, luckily for you, Jeffrey Vocell, Director of Product Marketing at Iterable, shared some wisdom on the GTM process, avoiding common pitfalls and how to scale for success. Let’s take a look. 👀 --- ### **Q: How can I communicate the role content strategy and design plays in the scaling process? It’s been problematic finding common ground with key stakeholders.** A: “Before communicating it, I’d spend some time understanding where it’s breaking down. Are you pitching ideas that don’t line-up with their goals? Do they view company, or product, positioning differently than you do? Are they writing about high-level topics that don’t connect down to your product? There’s potentially a million more questions we could add here - but getting to the center of where that’s breaking down will be more important than any tips or tricks I, or any other PMM leader, could offer. “That being said, to more directly answer your question here's what I would advise: 1. Look at a handful of companies that are slightly ahead of where your organization is. Use Ahrefs, SEMrush, or a similar tool to gauge how much traffic they have compared to your own and how that impacts your brand/product awareness. 2. Consider how any launch, or ongoing product communications can tie into their goals. At HubSpot, the content team was focused on TOFU acquisition and metrics - so as I considered launch strategy I would think about broader topics that were prominent and could generate traffic, and tie down to traffic. 3. Get some informal (coffee chat, water cooler, something else) with these folks. Get to know them beyond just your project or context of a project. This will pay long-term dividends and help with future projects as well. I always leave some time open in my calendar in a week for things like this and generally wind up in (virtual) coffee chats with people from different teams.” --- ### **Q: As I ramp up my scalability efforts, I’m conscious of costs for marketing, lead-gen, etc. could become unsustainable. What’s the most effective way to estimate customer acquisition costs?** A: “There are a ton of thoughts and opinions on how to best calculate CAC out there. I think the biggest thing is whoever is responsible for measurement and analytics at your company - ensure the way you are measuring CAC is aligned with them, and they're bought-in to the metric. “I've found it's generally the Operations team (at least at SaaS companies) and once this is aligned most folks will get on board and be able to measure it. At HubSpot we looked at this and months to payback for new customers and how our marketing spend was impacting the number of months in that equation.” --- ### **Q: What would you consider to be the most common GTM pitfalls, and how can I avoid falling into these traps?** A: “There's so many, but a few common ones I see... ****Communicating across the entire GTM team** \- as a PMM, you're responsible for driving the success of the launch and overall go to market effort. So communicating across the team, and being able to zoom-in and zoom-out is incredibly important. From my experience, I've found at the start of a project doing a "roadshow" with key stakeholders (i.e. customer marketing, demand gen, etc.) to talk about what the launch is, go over positioning, and proposed launch plan. This will get them bought-in to the launch with you. ****Project Managing a Launch** \- I've heard countless times from PMMs that they don't want to be project managers, but let's be clear - it's your responsibility to set up the strategy and ensure the success of a launch or product so to some extent it will involve some project management. You shouldn't fully become a project manager in this instance, but don't hesitate to lean into what's needed either. ****Considering your key launch assets and time required** \- A great product video, or explainer video takes 6-8 weeks (or longer) in my experience. Consider all of the long lead-time assets you need for launch across video, audio, content, web, TV, or more and how much time you have until launch. You likely won't be able to fit everything in, but consider the highest impact assets and ensure you have the time to pull them off at a high level. ****Setting goals ahead of time** \- In my opinion, you should have one primary goal for a launch and up-to two secondary goals. These goals can be awareness, demand, usage/retention/engagement focused, and should be aligned with your PM and the broader business. This will ensure that your strategy for launching the product isn't just a cookie cutter list of activities - but a thoughtful plan to drive specific company goals. ****Setting up a launch day plan** \- I love having a launch-day "war room" where every key member is on a Zoom as assets go live and monitoring social. It's helpful as a way to sync in real-time, because as we all know, nothing with a launch ever happens 100% according to the plan so being able to adapt and having all the people needed for this is really helpful. ****Lastly, consider your post launch plans**. I encourage and drive my PMMs to think about a 90-day post launch plan that ties in with those secondary goals I mentioned above. Maybe it's driving awareness out in the marketplace, maybe it's driving usage, maybe it's a mix. Either way, a launch isn't a single day activity it spans multiple days and you should have plans that account for this well after your initial day of launch.” --- ### **Q: Which customer retention programs can I introduce within my product marketing team to protect my existing client base and drive future growth? After all, they’re at the core of a company’s growth and success!** A: “Do you have a customer marketing team? If so, I'd ask for their help with some of this as well. That being said, think about things that will engage with your audience like AMAs with product team members in a community, customer-facing webinars, PMMs/PMs hoping on at-risk customer calls, customer stories/testimonials/case studies, a Customer Advisory Board of your top-tier customers, and more. You should also consider a monthly customer newsletter and targeted messaging to customers to keep them engaged. If you're collecting feedback (like NPS) then think about how to close the loop on that feedback with customers and send different messaging to folks who may be a detractor versus a promoter.” --- ### **Q: I’m not entirely sure and my PMM team is making the most of the data at our disposal. How can we convert data into information we can include within our Go-to-Market strategy?** A: “This is something I think every PMM team faces at some point (or on an ongoing basis). “First, I'd spend a little bit to understand what information you have: website analytics, market research/analyst reports, customer surveys/support, etc. Once you have that, see how those individuals/teams gathering the data share it out. Do they use Slack channels to communicate it? If so, can you be invited to those to see data. Or do they send emails and can you be added to the distribution list. Regardless of the method, gathering the data has to be the first step. “Next, consider how you want to use the data. Oftentimes I've used it to help inform GTM strategy, positioning, pricing, and competitive intelligence. For example, you can build a feature matrix of your product versus key competitors based on all this information and use that to help sales and CS in their conversations with prospects and customers. “When you learn about new launches coming down the pipeline, it's important to take a little bit of time (I try to time box it to between 2-3 weeks) to understand the landscape and data you have. This should inform your positioning and your entire GTM plan.” --- ### **Q: I know people whose companies have enjoyed great domestic success, but I’m keen to scale internationally; are there any globalization techniques you’d consider to be indispensable?** A: “We thought a lot about this during my time at HubSpot too, but a few things: “Consider what is appropriate for each market. Just because the EMEA, or APAC market is huge doesn't necessarily mean they'll care about your product or the way you have it positioned. I would ensure you, or your PMM team is writing positioning and messaging far ahead of time and then distributing it to any regional marketers and working with them to localize it. If you don't have distributed regional marketing teams, talk to sales reps who are selling into those markets, or just do a fair amount of research to see how positioning and messaging need to change. Quite often it needs to be tweaked to truly work in a separate market. “Once that's done, consider what launch materials are needed. At HubSpot, because there was so much content for a launch being created in English, we would always pick some assets that could be translated into different languages. We weren't going to translate all 40+ pieces of content, but what is a small handful that would be meaningful to that market and the team there. Ensure you or your PMM team is spending time with any folks from your company that are in that region. They will be the "front line" to answer questions once your product goes live, so they need to understand what it is and how it works - and spending time with them is crucial to making this happen and ensuring prospects and customers have a good experience when they ask about the latest product/feature you released.” --- ### **Q: Company culture plays a pivotal role in scalability, but how can I encourage my team members to buy into the core values at my company so we’re not pulling in separate directions?** A: “You have to believe them and live them first before your team will (assuming you're leading others or the entire team). One of our core values here at Iterable is balance. I will admit that I have never been great at that, and throughout my career have always prioritized work - and now leading a team, I've been more thoughtful to set the right example by ensuring I'm taking time off to recharge to set that example for the rest of the team. This is one small example, but whatever your company culture is or values are, make sure you are living them and that your team sees them. “Aside from that, build it into team meetings and events. If you have a value around transparency or authenticity, help that shine through in team meetings by talking about executive decisions being made, or what's happening in your personal/home life a bit.” --- ### **Q: I’ve been told trying new methods is key when scaling a team. Do you have any pointers on how I can experiment with new processes, without compromising goals and high standards?** A: “I think there are a few ways of doing this. “Make sure you're doing a retrospective on launches that happen. Typically I like to have these 3 weeks after a major launch because it gives some time for the launch to settle a bit, some breathing room for the PMM, and a chance to truly reflect on what went well and some things that may not have. This isn't about calling out any individual, it's about how to improve as a team/company for the next launch. And quite often you can come up with new ideas or new ways of trying things in these retrospectives that can directly be experimented on with the next launch, or folded into your process. “Encourage that each PMM (or at least every senior member of the team) has a sense of ownership. It's their launch and they should feel empowered to drive it in a way that will make the product and company successful. Obviously, there need to be guardrails, but if they want to try something that your company normally wouldn't do - as long as it's within brand and budget, then it could be worth experimenting. I try to recognize and reward my PMMs for doing this, even if the metrics don't "crush it" for that channel, leaning into something new is challenging and difficult. And it's a learning experience for the entire PMM team/company. “If there are specific channels or resources that help you hit goals, use those and potentially reserve a small portion of the budget, or your content resources to try something new within those channels as well.” ## **How to improve your Go-to-Market knowledge** Delivered by Yoni Solomon, Chief Marketing Officer at Uptime.com, [Go-to-Market Certified](https://learn.gotomarketacademy.com/training/c9ab823a-c55b-11ec-bd4c-020df940d6b7/overview) includes everything you need to design, launch, and measure an impactful Go-to-Market strategy. By the end of the course, you'll be able to confidently: 🚀 Grasp a proven product launch formula that’s equal parts comprehensive, repeatable, creative, and collaborative. 🧠 Gain the expertise and know-how to build and tailor an ideal product blueprint of your own. 🛠 Equip yourself with templates to facilitate a seamless GTM process. [Get GTM Certified](https://learn.gotomarketacademy.com/training/c9ab823a-c55b-11ec-bd4c-020df940d6b7/overview) ### Launching Success URL: https://www.gotomarketalliance.com/launching-success/ Last updated: 2022-09-01T16:13:49.000Z Launch day. The moment you’ve been waiting for. After months of hard work, your product is finally out in the world. Just getting to launch day might feel like a big relief, but there’s a reason this moment is so critical in your [Go-to-Market](https://www.gotomarketalliance.com/everything-you-need-to-know-about-go-to-market-strategies/) timeline. It may feel like the grand finale, but it’s really more of a tipping point. You’re pivoting from the behind the scenes work of launching your product to the work that happens when your product hits the market. Unfortunately, it’s not as simple as flicking a switch that turns your product from private to public. Don’t think of your product launch as a static moment in time. Think of it more as a verb or an instruction. You want to launch your product into the world, propel it forward into the market and give it as much upward trajectory as possible. There’s lots you can do [post-launch](https://www.gotomarketalliance.com/the-biggest-mistakes-companies-make-post-launch-and-how-to-fix-them/) to help your product on its way, but are you getting the most out of the launch itself? Make sure you’re not missing out with our top tips for launch day success. Read on to find out more about: - [Communicating with your target audience](https://www.gotomarketalliance.com/p/4e6fe13d-5153-454e-9914-245c02cd5bc7/#communicating-with-your-target-audience) - [In-person product-launch events](https://www.gotomarketalliance.com/p/4e6fe13d-5153-454e-9914-245c02cd5bc7/#in-person-product-launch-events) - [Virtual product-launch events](https://www.gotomarketalliance.com/p/4e6fe13d-5153-454e-9914-245c02cd5bc7/#virtual-product-launch-events) ## What is a product launch? Before we can discuss what makes a good launch, it’s important to define what we mean. A product launch is the act of taking your product live, but it can’t be defined by a singular moment or even necessarily a day. It's a process, the purpose of which is to generate hype around your product, get people excited to buy and make sure your target audience knows who you are. For today, we’re going to be focusing on what it means to set a product live and get people’s attention. ## Communicating with your target audience ### Social media announcements Social media can be a great way to create excitement around the launch of your product, as well as marking launch day itself. Countdown for the big day with teaser posts, countdown widgets on platforms like Instagram, or by creating hashtags. Social media is a great way to get people talking and looking forward to the moment your product goes live. You can use it to generate anticipation for your products and be sure you’ll have a captive audience when you go live. Play on people’s FOMO, and include calls to action in your posts that remind people to follow and subscribe so they don’t miss the big moment when you launch. Those early interactions and sales of your product are going to be critical KPIs for your Go-to-Market strategy. So, it's important to create this sense of urgency and encourage buyers to want first access to your product. ### Email campaigns Similar to social media, email marketing can build excitement for launch day and notify your audience the moment your product is on the market. A key difference between them, however, is if someone’s on your mailing list, they’ve willingly subscribed to your business’ content. Reward their loyalty by offering them incentives like early access or discounts, if you can. [Customer retention is far more profitable than acquisition](https://www.gotomarketalliance.com/our-top-five-tips-for-customer-retention/), so make the most of this asset. As we said earlier, those early sales are really important, so schedule emails to go out as your product goes live and make sure your customers know that your anticipated new product is finally available to them. Having announcements go out on launch day, rather than the day after creates a sense of immediacy. If something is happening *right now*, that’s going to be more exciting for a customer than something that happened X amount of time ago. And while emails leading up to launch day are important, if there isn’t one on the day itself people are unlikely to scroll back and find the last one you sent. You need your campaign to happen in real time if you want people to engage and interact with your products. ## In-person product launch events In-person events like a conference or a launch party do more than just mark the day your product goes live. Used correctly, they can be tools to secure early doors sales and promote [customer adoption](https://www.gotomarketalliance.com/5-ways-csms-can-drive-product-adoption/) of your products. Introduce your product to the world, be it through a talk, a panel, a demo, any combination of the three, or any other way you can think to showcase your product. Whatever you do, by the end of the event you want to have an audience eager to know more and buy-in. One of the biggest challenges Go-to-Market teams face is customer retention, usually caused by a lack of adoption by a customer after a purchase has been made. Use this event to enable customers to understand the benefits of your products for them. That being said, this shouldn’t be an in-depth technical run down. You’re just looking to demonstrate how your product can benefit the user. How will it make their lives easier? Why will you do that better than anyone else? Really sell your audience on what it is you’re offering. If you can convince potential buyers on or before launch day, so they’re ready to buy when your product goes live, you’ll secure those sought after early wins. An in-person event where you can play to your audience’s excitement and assuage any doubts about the product is one of the best ways to do this. But, be sure not to make promises you can’t keep. Be honest and steer users towards achievable goals in the early days of using your product. This will show them you deliver on your promises and make them feel like they’re making good progress with the product because they've hit the targets you set out for them. You don’t want customers struggling to get anywhere with your product. You want those first endorphin hits of ‘this is working, I’m good at this’, to come early and easily, or users will lose interest and move on to another product. This will massively help your all-important customer retention rates which, as we all know, are key for revenue and growth. ## Virtual product launch events Online events like a virtual webinar serve a similar purpose to in-person events; you can introduce customers to your product and show off why they’d want to buy it. However, there are pros and cons to online events. They’re more accessible than in-person events, anyone from anywhere in the world can join. But, it's much harder to make a virtual event compelling and keep your numbers up for its entire duration. The important thing is to keep these events interactive and engaging for your audience. For example, hold a virtual panel event and accept questions from your audience for the panelists. Another way to negate the potential for attendees to simply log off is by incentivizing attending the event. If you sell tickets for your virtual event, you foster a sense of exclusivity as well as tying your audience in. That ticket is a sunk cost they’ve already invested in your product, which is a strong motivator to attend the event. If you’re holding an in-person event, try live-streaming it for [global audiences](https://www.gotomarketalliance.com/the-challenges-of-global-go-to-market-strategies/). If audiences can see some of what’s going on at a live event, it again plays on that FOMO and encourages people to find a way to get involved. ## A few final tips: - Synchronization is key. You don’t want the landing page for a product to go live an hour before you go live on social media, or vice versa. If different aspects of your launch go live at different times, it’ll undermine your impact. Make sure your emails, social media and website are all in sync for a smooth launch. - The common denominator for all of the above is making sure people know about your product. The key to a successful launch is awareness and interest. If you’ve got those, your product is well on its way (provided you did the pre-launch bit right, more on that [here](https://www.gotomarketalliance.com/how-to-build-a-go-to-market-strategy/)). - Build exclusivity into your launch, with tiered releases for members or event attendees. This will drive engagement and make buyers more eager to get their hands on your product. ### Quiet Quitting: What does it mean for your business? URL: https://www.gotomarketalliance.com/quiet-quitting-what-does-it-mean-for-your-business/ Last updated: 2022-08-25T14:59:44.000Z On August 12th, The Wall Street Journal released an article, *If your coworkers are ‘Quiet Quitting’, here’s what that means.* Since then, major news outlets around the world, from The New York Times, to CBC and The Guardian, have all released articles on the quiet quitting phenomenon. If you’ve been living under a rock for the past month, you might not be familiar with the term. I would give you a definition, but given how many people have written about it, it’s actually pretty hard to pin down as a concept. The name itself is misleading. Quiet quitting doesn’t actually mean leaving your job. For some, it means working your hours but not taking work home with you, muting work emails after hours and having a clean break between work and home. For others, it’s a case of coasting through and doing the bare minimum needed to get work done. ## So, what does it really mean to quiet quit? ![Gif of Tom Hanks from the film You've Got Mail with the caption 'It's not personal it's business'](https://lh5.googleusercontent.com/Zy4y1PZSRObVOuZYa2Z0VO5VAjQ6ce1J1vyDMu-VKMcvB9d73uvxzir7SO--Yuos3AbYT3IrwkUaTSzbo39p8_5CLN3dhi_CCLYvs28itSopgtI85pqFIbRbQzxSlB10arjU0SeyDS2R9tQgAefqCG0) We all know the old expression, it’s not personal, it’s business. But in reality, businesses are wholly dependent on the people that make them. So if your people aren’t happy, your business won’t be either. During the pandemic, many people took stock and realized their jobs didn’t fulfill them, didn’t pay them fairly and/or placed unreasonable demands on their time. So they left. Now people are realizing that even if you love your job, it doesn’t mean you should sacrifice your mental or physical health for it. The ‘hustle’ culture we’ve all subscribed to for the past few decades, that you have to grind and put your life on hold for a career, has deemed anything less than 100% 24/7 not ‘good enough.’ But is it really lazy to work 40 hours a week and expect your free time to be, well, free? People who have described themselves as quiet quitters have, in the past, suffered severe burnout, fatigue, and stress-induced hair loss. You name it, they’ve had it. But we’re all so subscribed to this ‘hustle culture’, that when anyone suggests not dedicating their every waking moment to work, they’re accused of being lazy and lacking commitment to their company: > “People who coast have been fixtures of the office for decades, but many of today’s less-invested employees have been able to skate by thanks to remote work,” said Elise Freedman, a senior client partner at consulting firm [Korn Ferry](https://www.wsj.com/market-data/quotes/KFY). > “If the economy sours,” Ms. Freedman said, “less-engaged workers may be more at risk of layoffs. It’s perfectly appropriate that we expect our employees to give their all”. Read Freedman's full statement to The Wall Street Journal [here.](https://www.nytimes.com/2022/08/23/style/quiet-quitting-tiktok.html) If this is the case, Freedman may be struggling for employees next time the economy dips, as the [Gallup State of the Workplace 2022](https://www.gallup.com/workplace/349484/state-of-the-global-workplace-2022-report.aspx?thank-you-report-form=1) report found that only 33% of Americans are engaged in their work. That’s staggeringly low, but in Europe that figure clocks in at only 14%. The numbers speak for themselves. The reality is that there always have and always will be people who do the bare minimum at work. But there are also a lot of people who work very hard during their work hours and are reflecting on how to balance that with their health and lives outside of work. And is there any reason why people can’t ‘give their all’ during the work day but then set it aside at 5pm? The rhetoric around quiet quitting puts having a balance and being lazy hand-in-hand, and puts blame on individuals. But really, it couldn’t be more obvious that this is just the next in a succession of inevitable cultural shifts around how and when we work. Since the beginning of the pandemic, we’ve all changed our approaches to work in so many ways. What this new trend really shows, is these changes won’t be slowing down anytime soon. You can get stuck in the past, or you can get ahead of what it means to find a new way to work, and use it to your advantage. ## Approaching ‘quiet quitting’ as a Go-to-Market leader A lot of employers have got themselves pretty worked up about the ‘quiet quitting’ phenomenon. But if you’re worried about people working hard and you think quiet quitting is what’s getting in the way, you’re looking at the problem wrong. If you’ve hired enough people to do the work that needs doing, employees working to their contracted hours shouldn’t be an issue. What you should be concerned about, is how many workers currently aren’t engaged with their work. Especially if you’re trying to pull off big product launches and recurring GTM strategies. [Go-to-Market ](https://www.gotomarketalliance.com/why-you-need-to-invest-in-go-to-market-strategy-2/)is a big job, it’s got a lot of moving parts and relies on a lot of different people to be successful. You need the people in your teams to be engaged, motivated, and eager to work when they’re at work, rather than mentally checked out between 9 and 5\. How do you achieve that? [CBC’s Jenna Benchetrit](https://www.cbc.ca/news/business/quiet-quitting-worker-disengagement-1.6560226) concluded that ‘the onus is on the employer’, and I’m inclined to agree. Case studies put forward by The Wall Street Journal and The New York Times suggested that employees who stuck to their hours and didn’t do overtime actually ended up producing better work and being more engaged than those who worked longer hours. Improving culture in the workplace is the best way to increase motivation and engagement. So, here are **three top tips to make your company a place people will actually want to work:** **1\. Look out for the mental well-being of your employees** Apps like Headspace, Calm, or Olivia offer workplace platforms that you can buy for your employees. These apps provide well-being support, mindfulness activities, and professional help, which can be hard for a lot of individuals to come by. Making support easily accessible by removing barriers like finance or waiting times can make a really big difference for your employees. And, to quote headspace, ‘Happier people make healthy teams, and healthier teams make successful businesses’. **2\. Listen to what your people have to say** Who doesn’t like having their voice heard? If you want your company to reflect the values of your employees, you need to ask your employees what they care about. Employees are more likely to be motivated and care about a company’s success if they feel like a valued member of a [community.](https://www.gotomarketalliance.com/untitled/) So listen, reflect and act on what matters to the people that make your business great. **3\. Respect your co-workers boundaries** If you want to work until 2am, that’s your choice, but it sets a precedent that your staff are expected to do the same. It’s important your employees feel comfortable setting boundaries for themselves and sticking to them. So, avoid contacting people outside of work hours, and don’t normalize working 14 hours a day. If people actually want to work overtime that’s one thing, but feeling guilty for not working outside of what you’re paid for isn’t healthy. As we’ve seen, the more productive and motivated workers are the ones that actually do have that balance in place, so in the long run this will be better for your employees AND your business. ## To sum up... However you feel about quiet quitting, the way we all work is changing. For Go-to-Market strategy, that means you’ll need to find new ways of keeping your teams aligned, motivated and engaged. Luckily for you, we have everything you need to prepare your teams for working in the new normal over at Go-to-Market Academy. Upskill your employees for united, supported and productive teams that will grow your business and set you on your journey to GTM success. [Get Access Now](https://learn.gotomarketacademy.com/trainings) _Truncated after 5 MiB. Use `/sitemap.xml` for the complete archive of public content._