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Go-to-Market Business Plan Template

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A planning tool for B2B marketers.

A planning tool for B2B marketers.

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  • 1. GO-TO-MARKET READINESS A Best-in-Class, Integrated Go-to-Market Approach For B2B Product And Service Providers Focused On New Customer Acquisition And Loyalty-based Retention/Expansion. Joseph Schwartz 914-414-9935 | joe@businessatscale.com www.businessatscale.com Copyright (C) 2013-2015 Business@Scale LLC 1
  • 2. Scalability Operational consistency & repeatability Measurement at every level Clarity Role clarity Value aligned Segment focused Voice of the customer Agility Lightweight processes Integrated revenue teams (sales & marketing) Leadership SMART governance Accountability Efficient Execution Maximized pipeline velocity & yield BEST-IN-CLASS MARKETERS KNOW THAT EFFICIENT GROWTH REQUIRES: Value-driven marketing “DNA.” Copyright (C) 2013-2015 Business@Scale LLC 2
  • 3. Overarching Goal: Customer Buying Cycle Alignment Unknown Prospects Visitors Known Contact Qualified Lead Opportunity Closed Value Realization Support Sales Process First impressions: • Simple • Intuitive • Transparent Guide to the right solution. Build excitement about what we offer. Showcase the value our solutions can deliver. Drive selection of solution. Deliver the promised value. Reinforce selection of solution. Expand our presence. Copyright (C) 2013-2015 Business@Scale LLC 3
  • 4. Common Challenges Align Sales, Product, Marketing and Services Maximize Win Rates, Sales Velocity and Yield Mitigate Challenges of an Inexperienced Team to a common set of corp. & LOB business goals & KPIs shorten sales cycles while extracting the highest possible value get the most out of every person, asset, or program Optimize Go-To-Market to ensure that our offers are targeted to the right customers Demonstrate Transparency to track performance, cost and activities Copyright (C) 2013-2015 Business@Scale LLC 4
  • 5. Negative Business Consequences Product • Over-committed, priorities not aligned to customer value paths Sales • Inconsistent process, lack of proper training and tools, resources not allocated to maximize yield Marketing • Lacking basic infrastructure, assets, skills and capabilities to support GTM Copyright (C) 2013-2015 Business@Scale LLC 5
  • 6. Elements of the Approach • Go-to-Market Readiness Assessment1 • Integrated Planning and Operating Model2 • Value Framework3 Copyright (C) 2013-2015 Business@Scale LLC 6
  • 7. Starting Point: The Go-to-Market Readiness Assessment Need: Build Foundation Capabilities Need: Change the Way We Function Identify gaps in foundational go-to- market capabilities and maturity. Copyright (C) 2013-2015 Business@Scale LLC 7
  • 8. Integrated Demand Gen Performance Analysis Stage 90 Day Conversion % Inquiry 36% MQL 10% SQL 58% Oppty. 57 % 2013 Q1 Numbers Lead Source Targets Created Inquiry % MQL % SQL % Oppty . Closed Opps Created / Lead Source Program Cost CPL Events 1230 444 36% 57 13% 2 4% 1 $82,920.00 $178,277.24 $3,127.67 LDR Inbound 92 218 237% 29 13% 12 41% 8 $213,600.00 $51,946.65 $1,791.26 LDR Outbound 3857 632 16% 34 5% 6 18% 3 $264,000.00 $51,946.65 $1,527.84 Website 314 660 210% 52 8% 6 12% 3 $394,200.00 $87,071.61 $1,674.45 Webinar 305 174 57% 45 26% 0% $79,571.61 $1,768.26 Totals 5798 2128 37% 217 10% 26 12% 15 0 $954,720.00 $448,813.77 $2,068.27 LDRs acting as BDRs, comp not aligned to volume or quality, just revenue CPL of $2k is unsustainable, 85% of 2013 budget already committed to current model Lead management system, lead database, business rules and lead flows Substantial cleanup and realignment needed, est. TTF 3-4 quarters at current investment levels Copyright (C) 2013-2015 Business@Scale LLC 8
  • 9. Elements of the Approach • Go-to-Market Readiness Assessment1 • Integrated Planning and Operating Model2 • Value Framework3 Copyright (C) 2013-2015 Business@Scale LLC 9
  • 10. An Integrated GTM Operating Model Addresses Key Challenges Collaboration Platform Planning GTM Goals & Plan Execution Integrated Marketing Plan Reporting Results Dashboard & Balanced Scorecard Leadership & Accountability : Line of Business Owners and Marketing Leaders Focused & Fast Execution: Integrated Marketing Team Initiative Based Model Process and Task Orientation/Mgt.: Process Manager WW Marketing Representatives Named individual for: AR/PR, Field Mktg, Online Marketing LoB Marketing Representatives Named individual for: Product, Solutions, Technical Weekly cadence, monthly status Copyright (C) 2013-2015 Business@Scale LLC 10
  • 11. Integrated Planning Model Collaborative effort with distinct goals in four key phases Planning Integrated Strategy Definition & Alignment Execution Development and Implementation of Functional Plans Reporting Record and Analyze Results Optimizatio n Refine and Update Marketing Plans INPUTS •Business goals •Audience Segment •Market Opportunity Assessment •Selling Strategy •Competitive Landscape •GTM Execution Matrix •Key Messages •Asset Inventory •Key Industry Events •Business Goals, KPIs •SLAs •Proposed Budgets OUTPUTS •Go-to-Market Summary Document •Key Marketing Strategies and Projects •Marketing Goals and KPIs •SLA Definitions Matrix •Approved Budget INPUTS •Integrated Marketing Plan OUTPUTS •Plan updates based on changes in business requirements •Plan optimization & refinement based on performance INPUTS •Go-to-Market Summary Document •Key Marketing Strategies and Projects •Approved Budget OUTPUTS •Functional Plans -Key Marketing Activities -Operational Metrics -Metric Targets INPUTS •Key Marketing Activities •Operational Metrics •Metric Targets •Issues, resolutions •Actions •Budget Asks •Budget % spend by category and Product Line (Actual vs. Forecast) •Functional metrics •Highlights OUTPUTS •Integrated Marketing Plan •ELT Deck • Marketing Balanced Scorecard •QBR Copyright (C) 2013-2015 Business@Scale LLC 11
  • 12. Planning Milestone Summary Activity/Deliverable LOB Services Draft Business Plan sent to WW Marketing X X X X X X X X 100% 100% 100% 100% 100% 100% 100% 100% Final GTM inputs of the Business Plan X X X X X X X X 100% 100% 100% 100% 100% 100% 100% 100% Draft IDG, Global Comm, Field Marketing Plans X X X X X X X X 100% 100% 100% 100% 100% 100% 100% 100% Working Draft Integrated Marketing Plan (IMP) X X X X X X X X 100% 100% 100% 100% 100% 100% 100% 100% Working Draft of Results Dashboard X X X X X X X X 100% 100% 100% 100% 100% 100% 100% 100% FINAL Integrated Marketing Plan X X X X X X X X 100% 100% 100% 100% 100% 100% 100% 100% KPI Maps X X X X X X X X Executive Summary Briefings X X X X X X X X 100% 100% 100% 100% 100% 100% 100% 100% Comments 1. LOB 2. Services 2 31 4 5 6 7 8 Copyright (C) 2013-2015 Business@Scale LLC 12
  • 13. Elements of the Approach • Go-to-Market Readiness Assessment1 • Integrated Planning and Operating Model2 • Value Framework3 Copyright (C) 2013-2015 Business@Scale LLC 13
  • 14. Value Framework Key value drivers Before and After Scenarios • Key threats and opportunities • Develop the need • Elevate the urgency Enablers • Product and service offerings • Metrics • Proof points Clearly defensible Unique, comparative & holistic differentiation Value Menu Value Cards Defensible Differentiators OUTCOMES Basis for customer conversation Understanding of needs and priority Vision and guidance Product and service Proof and confidence Why your solution? Value Paths, Business Scenarios, Business & Technical Use Cases DELIVERABLES Copyright (C) 2013-2015 Business@Scale LLC 14
  • 15. Customer Value Flow Copyright (C) 2013-2015 Business@Scale LLC 15
  • 16. Solution Value Chain Alignment Aligning Sales & Marketing WithThe Product Development Process Copyright (C) 2013-2015 Business@Scale LLC 16
  • 17. Measurable Results Align Sales, Product, Marketing and Services Alignment between metrics-driven LOB portfolio plans and global integrated go-to-market plan, supported by product plan and capabilities, aligned to corp. growth targets and initiatives. Demonstrate Transparency All functions aligned to planned targets with annual, quarterly and monthly planning and execution cadence using balanced score cards and operational dashboards. Optimize Go-To-Market Account segmentation to align GTM resources to focus on where the largest spend exists for our solutions. Low touch and online marketing drive transactional model for mid-market and emerging accounts. Maximize Win Rates, Sales Velocity and Yield Named account marketing and selling, delivery of solutions through buyer-focused value paths as delivered by product use cases; value selling and deal making based on defensible ROI identified during discovery. Measured by pipeline yield and win-rate growth. Mitigate Challenges of an Inexperienced Team Cross-functional initiative-based operating model, value based sales training and ongoing education, specialists integrated with go-to-market teams. Team score carding for ongoing measurement and continuous improvement. Copyright (C) 2013-2015 Business@Scale LLC 17
  • 18. WORK SAMPLES Examples from Foundation Capabilities Development Planning / Execution Marketing Operations Dashboard Example Copyright (C) 2013-2015 Business@Scale LLC 18
  • 19. Sample Foundation Initiative Work Streams Workstream Q2 Q3 Q4 Apr May Jun Jul Aug Sep Oct Nov Dec 1 Account Segmentation 2 Customer Profiling 3 Messaging and Content 4 Value Framework 5 Content Universe Refresh 6 Global Communications Framework 7 Marketing Planning / Execution Framework 8 Integrated Demand Gen Framework 9 Cust. Sat. Measurement 6/30/13 TBD 6/1/13 6/15/13 5/30/13 TBD TBD TBD 6/30/13 Copyright (C) 2013-2015 Business@Scale LLC 19
  • 20. Sample Work Stream Tracker: Value Framework Project Manager Workstream Lead Overall Status Start Date End Date xxxxxxxx SVP, Marketing 5/13/13 6/15/13 Inputs: Mission: Crate value-oriented messaging framework for Operative corp.-level and LOB level. Define value drivers, value menus, defensible differentiators, customer initiatives, value paths and use cases. Align to segmentation model and buyer landscape. Outputs: • Value models/value path definitions • Buyer landscapes • Value aligned business use cases • Account segmentation model • High level account segmentation alignment with solution maps • Value drivers • Value menus • Defensible differentiators • Customer initiatives • Value paths and use cases Key Dependencies: • Account segmentation model • Buyer landscapes • High level customer profiles • LOB GTM business plans Copyright (C) 2013-2015 Business@Scale LLC 20
  • 21. Sample Work Stream Tracker: Content Universe Project Manager Workstream Lead Overall Status Start Date End Date xxxxxxxx Global Comm Manager 4/17/13 6/30/13 Inputs: Mission: Create inventory of all marketing content across all channels, e.g.., Web, Social, customer facing, sales enablement, etc. Align to buyer landscape, customer initiatives and value paths, buyer cycle, sales cycle, OMI messenger, etc. and manage to freshness and completeness. Include RACI to ensure ownership, accountability, etc. Outputs: • Inventory audit • Buyer landscape • Customer initiatives and value paths • Buyer cycle • Sales cycle • Content development plan aligned to the business • Revised strategic content framework aligned to customer lifecycle and value paths Key Dependencies: • Prioritization of input from content universe stakeholders • Value Path Definitions • High level customer profiles Copyright (C) 2013-2015 Business@Scale LLC 21
  • 22. Sample Marketing Results Dashboard FY15 (Baseline) FY15 (Goal) Q1 Target Q1 Actual Q2 Target Q2 Actual Q3 Target Q3 Actual Q4 Target Q4 Actual Integrated Demand Gen Web: # Visitors by page 0 0 0 0 0 0 0 0 0 0 Web: % of visitors who viewed an offer 0 0 0 0 0 0 0 0 0 0 SEO: % Visibility Score 0 0 0 0 0 0 0 0 0 0 Social: traffic back to BMC.com from social 0 0 0 0 0 0 0 0 0 0 Social conversation (mentions) 0 0 0 0 0 0 0 0 0 0 Social Click Engagement ( Clicks to URLs) 0 0 0 0 0 0 0 0 0 0 Social: Share of Voice 0 0 0 0 0 0 0 0 0 0 Contact Engagement: % overall DB response to offer 0 0 0 0 0 0 0 0 0 0 Social: Community Visitors 0 0 0 0 0 0 0 0 0 0 Social: New Content on Blog 0 0 0 0 0 0 0 0 0 0 Customer References References influenced w/ Customer Connect 0 0 0 0 0 0 0 0 0 0 Unique customer quotes in Press Releases 0 0 0 0 0 0 0 0 0 0 Customers participating in webinars 0 0 0 0 0 0 0 0 0 0 Market Awareness Positive position from Tier 1 analyst reports 0 0 0 0 0 0 0 0 0 0 # Forrester published customer case studies 0 0 0 0 0 0 0 0 0 0 % of coverage (16% to 19%) penetration within Tier 1 analyst reports 0 0 0 0 0 0 0 0 0 0 Promotion of client wins & successes w/analysts 0 0 0 0 0 0 0 0 0 0 Copyright (C) 2013-2015 Business@Scale LLC 22

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