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Go to-market strategy (gtm)


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Go to-market strategy (gtm)

  1. 1. Go-To-Market Strategy GTM By: Magdy
  2. 2. What is GTM Product Customer Channels Ready Aim FireMarketing, supported by:Operations, finance, and IT systems and tools, is thekey enabler of the go-to-market strategy.2 Magdy A.Sattar
  3. 3. Formulating the GTM plan  To develop a thorough go-to-market plan, we need to: 1. Define the market opportunity for the service. 2. Build a budget model to establish clear goals (SMART) over a three-year period. Metrics should focus on revenue, profit margin, market share, and head count. 3. Define the general strategy for how the service offering will be delivered. 4. Outline the specific tactics required during the first year to execute the strategy. 5. Identify the economic, competitive, and internal risks associated with executing the strategy, and develop plan B strategies and tactics to control/minimize these risks.3 Magdy A.Sattar
  4. 4. Define the market opportunity  Reviewing and understanding the market regarding the market opportunity and relative market size of different segments/products  Reviewing and understanding of market dynamics and segmentation .  Reviewing Market trend data from trade publications, analysts, and industry groups.  Developing a clear hypothesis regarding the opportunity.  Conducting workshops to test the hypothesis.  Defining the primary customers who will be served by the new offering, and determine what would compel them to buy the service from your organization.4 Magdy A.Sattar
  5. 5. Define the market opportunity  Understanding the market environment: A. The new-product-launch market, a high-growth and low-challenge environment, calls for a product-focused go-to-market model. B. A transition market, with greater competition and expectations, calls for an increasing focus on channel. C. A mature market, with slowing growth, calls for the most balance among the three key enabler, maintaining product and channel strength while starting to focus on customers. D. A dead-end market, reflects the end of a products life cycle and requires customer focus to develop new, more marketable products.5 Magdy A.Sattar
  6. 6. Build a budget $ (short & long term)  Developing a revenue model based on expectations for market penetration, market size, and the impact of new marketing efforts.  Estimate margins over one-year and three-year periods, based on startup (CAPX) and ongoing costs (OPEX).  Based on how the market is defined, set clear goals for market share penetration.6 Magdy A.Sattar
  7. 7. Identify the strategy  It should focus on:  How will the service be delivered?  Why do clients need this service?  Why will clients buy the service from you?  How will activities such as hiring, marketing, and training affect the ability to deliver during the startup phase of the new service?  How will the strategy evolve or grow after the startup phase (average of three month)7 Magdy A.Sattar
  8. 8. Tactics required for 1st year  Defining how the organizational structure needs to be changed to accommodate the new service.  Identifying the new skill sets that need to be developed to sell and implement the service.  Outlining the marketing activities needed to generate awareness in and to create leads from the targeted market/client base.  Determining the tools and systems required to support operations.8 Magdy A.Sattar
  9. 9. Risk management plan  Outlining the biggest risks that may affect your ability to reach the goals of the new service line.  Developing strategies to address how risks can be controlled and minimize9 Magdy A.Sattar
  10. 10. Measuring Go-to-Market Strategy Success (Monitoring)  We have to set specific milestones for metric progression, long-term goals, and adjust the strategy based on the story the metrics are telling. (KPI’s should manage NOT just record history). 1. Revenue per sales rep cost. 2. Selling time. 3. Targets achievements indicator. 4. Customer acquisition cost. 5. Customer life time value. 6. Sales rep network efficiency.10 Magdy A.Sattar