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Go-to-Market Strategy vs Marketing Strategy

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An analysis between two powerful but ctrategies.omplementary s

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Go-to-Market Strategy vs Marketing Strategy

  1. 1. ©2013 ARDIZ EBN – ALL RIGTHS Reserved
  2. 2. ©2013 ARDIZ EBN – ALL RIGTHS ReservedGo-to-market Strategy vs. Marketing StrategyGo-to-Market refers to plans made to launch a new product, while marketing strategy can apply to anyongoing marketing activities.There is a lot of similarity in the two, but the go-to-market strategy is specifically tailored around a productlaunch, and has additional components due to the need to have a strong feedback loop with the productdevelopment team. Once the product is successfully launched the original strategy morphs into a marketingstrategy and very possibly integrates with the overall strategy across products.If you want to be successful in global competitive markets, you must continually reevaluate your strategies andbusiness models. Therefor our business model innovation approach not just focuses on the efficiencyimprovement of existing processes and structures, but also on consciously challenging and changing the currentbusiness model of our customers in order to differentiate them from competitors.
  3. 3. ©2013 ARDIZ EBN – ALL RIGTHS ReservedWe can help you find answers to key strategic questionsalong your company’s entire value chainTailored to the particular situation of your company, we will review your competitive position, develop conceptsfor profitable growth and define the right resources.However, the best strategy is useless if the company is not able to sustainably put it into action and generateresults. We will help you harmonize corporate culture and structure with your strategic objectives and alignthem where necessary.Product life cycles are getting shorter, while acquisitions expand your brand portfolio but also raise the level ofcomplexity. On the one hand sales channels are becoming more specialized, while on the other hand they aredominated by key account customers.The growing power of key account customers leads to increasingly tougher negotiations, and, in the end, tomore complex trade terms and pricing systems. To compound this, the end customer is also becoming lesspredictable – communication channels are increasingly taking into account the many-layered digital spectrum.Digital marketing speeds up communication, but it also poses considerable challenges in terms of integratingindividual information offerings so as to establish a desired customer contact experience. Companies need torespond to this dynamic of change, above all in their sales strategy.WhatisGo-to-MarketStrategy-GTM?The term Go-to-Market or Go-to-Market Strategy is used frequently by a diverse group of people with ameaning that spans a wide range. What is even more confusing it that marketing strategy and go-to-marketstrategy are used interchangeable when they are actually very different concepts?
  4. 4. ©2013 ARDIZ EBN – ALL RIGTHS ReservedMarketingStrategyMarketing strategy is usually focused on who to sell to and what to sell. The boundaries of marketing strategyrun across functional lines inside an organization but marketing primarily interacts with two other functions ina company.First, marketing interacts with development via product marketing to convey market requirements and toprovide content for communications and sales tools for selling. Marketing also interacts with sales to buildpipeline and assist in closing opportunity more quickly.Go-to-MarketStrategyGo-to-Market Strategy is focused on how the organization will put offerings into the market to reach marketpenetration, revenue and profitability expectations.This charter is a superset of marketing strategy as it impacts all functions within an organization with the goalof preparing the entire company for market success.Another key point to stress is that Go-to-Market Strategy is not an event, i.e., a product launch. GTM strategyis focused on the entire product lifecycle—from concept to grave.The Go-to-Market Strategy can be over whelming if not managed properly. The key is not to try to doeverything but to focus on the core issues and to nail them. For example, here is a checklist that one companyused:
  5. 5. ©2013 ARDIZ EBN – ALL RIGTHS ReservedGo-to-MarketStrategy-ChecklistSolve a compelling business problem in a differentiated manner that demands a premiumDetermine the market opportunity.Decide upon the beach head target for initial market penetration.Understand the buying process: Identify the decision makers, approvers, recommenders, influencers andsnipers.Understand the business issues for decision makers and develop a value proposition that resonates withthem. Tie them to a compelling event.Establish a differentiated position from substitutes and alternatives.Prepare a product road and complete product life cycle.Document the distribution strategy and corresponding sales process.Create an integrated demand creation plan to create qualified opportunity.Develop a comprehensive and methodical demand management plan to follow-up on qualifiedopportunities.Prepare an implementation plan to ensure the offering is set-up to perform properly.Train the support organization to handle implementation and end user inquiries.Identify partners for creating awareness, interest, consideration, purchases, implementations andsupporting customers.
  6. 6. ©2013 ARDIZ EBN – ALL RIGTHS ReservedGo-to-MarketStrategy-ProductRoadmapOnce you have identified the business needs you will address in the market, it is critical to have a productroadmap that highlights the evolution of a product, product extensions and the entrance into new markets.Organizations may use a planning horizon of 1 year (for start-ups) to 5 years (for the largest enterprises).These roadmaps should be reviewed and updated each quarter. When an offering is added to the roadmap itshould be accompanied by a market backgrounder—a two page document that covers the most pertinentinformation about the offering like price, competition, positioning, market focus, anticipated revenue,compatibility information, etc.As time progresses, a market requirements document should be created, followed by a product requirementsdocument, a feature requirements document and finally a product introduction plan.WhoAreYouSellingToA big question that needs to be addressed and well thought out is who you will sell to. This is a loaded questionas it implies the fundamental business problem is understood, a unique and differentiated solution to thatproblem has been developed, a compelling value proposition that resonates has been created, a path to accessthe decision maker is known and the story to communicate to the decision maker has been crafted that resultsin action.All of this information should exist in various forms of completion as this is the exact information that shouldhave been used to initiate a development effort.
  7. 7. ©2013 ARDIZ EBN – ALL RIGTHS ReservedGo-to-MarketStrategy–SalesSales are obviously a critical component of any GTM strategy. There should be a standard, repeatable salesprocess that is communicated, understood and followed.In a B2B complex sale there might be a technical and business component to the sale.There may also be attention placed on titles or roles and the concerns, issues or challenges that each face.It’s a good practice to document and overlay the buying process on top of the sales process as well for acomprehensive view of customer acquisition and revenue generation.Finally, detailing the specific sales activities at each phase is a best practice that ensures each at bat wasexhausted to generate a potential sale.WhatistheDistributionStrategy?Will your organization be responsible for 100% of all sales? If so, will the offering be sold through a direct salesforce, an inside sales force, an ecommerce site or some combination of the three? Or will indirect sales channelsbe leveraged.The more sales channels that are used the more thought that needs to give to the market coverage model,sales strategy, compensation plans, sales training, and sales tools and channel conflict.Outlining a distribution model, like the one you are viewing, will help you think through issues andopportunities and serves to get everyone on the same page.
  8. 8. ©2013 ARDIZ EBN – ALL RIGTHS ReservedIndirectSalesChannelsSome organizations choose to leverage channel partners as part of their distribution strategy. If you choose toleverage partners, it is critical to understand and communicate why that choice was made. Specifically,partners may be identified and categorized into enabling and delivery partners.Enabling partners are focused on complimenting or supplementing your offering while delivery partnersgravitate towards successfully implementing and / or supporting the offering.Understanding your distribution strategy, how they will contribute to your success and communicating insideand outside the organization why partnering choice has been made and is a must.Establish new strategic approaches or improve your current strategiesWe can help ensure that your strategy, structure and processes are aligned for optimal effectiveness andefficiency.We can help you ensure that you have the right processes in place to achieve your goals and objectives. And wecan help you develop an organization structure that will maximize your results and help you develop effectiveroute-to-market plans for your customers and channels.Our Strategy, Structure & Planning services are described as follows:
  9. 9. ©2013 ARDIZ EBN – ALL RIGTHS Reserved• Go to Market Planning – We’ll work with you to establish a Go-to-Market approach based on thequestions you need to need to ask:• What are my core/focus products/SKUs?• How do I attack my various customer segments?• How do I execute marketing plans across my customer base?• Organization Structure Design – Developing the optimal organization involves more than simplycreating new organization charts. Our approach ensures that the structure aligns with your strategyand incorporates all of the factors that affect your organization’s performance (process, staffing,reporting, compensation, training, systems, etc.). Also, we help you develop an implementation plan toaddress the details of organizational change.• Channel & Customer Development – Our approach defines customer relationships and the series of“touch points” (business process interactions) that make up the typical manufacturer/customerrelationship. Using a proprietary model, we can assist you in mapping your business processes andassessing their effectiveness. We also conduct Customer Satisfaction Studies and use the results to helpyou develop an effective CRM Strategy.• Process Engineering – Good process usually drives good results. Some companies have disappointingresults because their underlying business processes are inefficient or broken. How well do yourprocesses work? The only way to know for sure is to map them, identify issues, and find ways toimprove and/or simplify the processes.• Customer Segmentation – One size does not fit all; your marketplace programs need to be tailored tothe needs of different customers. Working with you to understand your customers and their challenges,we can create relevant customer segments and develop approaches and programs that target them.• Organization Development – The overall effectiveness of your organization is determined by a broadrange of factors, including: Goals/Objectives/Strategy, Processes, Structure/Staffing/Compensation andSystems/Tools. We use our Organization Development model to evaluate these key drivers, assess theirimpact on your effectiveness and ensure that they are all working in sync.• Change Management – Change Management is an essential element in planning any organizationaltransformation (new structure, tools or programs) to ensure that the organization continues to performand deliver business results during the planning, implementation and post-transformation timeframes.• Working together with your team, we can develop an approach that ensures not only that “changehappens” but that it is embraced and effectively implemented.core focus areas in Sales and Marketing are augmented by our integrated projectARDIZ EBNapproach.We ensure that assignments, as appropriate, are approached from a total business solutionstandpoint and that projects address the key business enablers that often mean the differencebetween failure and success.“We possess the ability to think globally and yet act locally”
  10. 10. ©2013 ARDIZ EBN – ALL RIGTHS ReservedAbout UsARDIZ™ Euroamerican Business Network | EBNEstablished in 1983 as ARDIZ and Associates Inc., incorporated in the State of Florida, (USA).Its professional consultants and partners are currently being secured in South America, Europe and the UnitedStates. It works both private and public, provides a consistent high quality level of Management Advice and afull range of Business Strategy, Change Management, Corporate consulting, Branding, Image and Identityprograms thru its subsidiaries, and local partners, strategically located in the operating markets covered."Our value equation is aimed to facilitate companies to gain competitive advantage and manage the profoundchange associated with it"The theoretical solutions to corporate business problems are often not too difficult in principle to understand.What is challenging is creating practical, workable solutions, demonstrating realistic applications of the culturaldynamics and complexities of the businesses, as well as the financial implications.It is here where we provide the tangible differencesCONTACTwww.ardiz.cominfo@ardiz.comTel. 954.684.6686Fax 954.684.6686Skype ardizusa

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