The document discusses disruptive go-to-market (GTM) strategies as outlined by Sunder Madakshira, emphasizing the importance of a well-integrated GTM system to bridge company strategy and customer experience. It covers key components of effective GTM, such as market segmentation, targeting, and positioning, while providing examples of successful disruptive strategies from companies like Google and Apple. Additionally, it highlights measuring success through alignment with corporate objectives, buyer insights, and marketing channel metrics.

1. Disruptive
GTMStrategies
Sunder Madakshira
Head Marketing, EdgeVerve, An Infosys Company

2. What went wrong with
KODAK

3. The Agenda
o The Elements of a GTM
o Building a Disruptive One
o Disruption Rules and Hooks
o STP
o Measures of Success

4. Essential Components of a
Go-to-Market Plan8
Business Summary
Product Strategy
Channel Strategy
Marketing Strategy
Customer Experience
Technical Requirements
Evaluation
So What is a Go-To-Market Strategy?

5. New Thing
Customers
So what is a
Go-To-Market Strategy?

6. New Thing
Customers
WebsiteMobile Affiliates
JointVentures Collaborators Distributors
Channel
Partners
Technology
Partners
Product
Partners
So what is a
Go-To-Market Strategy?

7. WebsiteMobile Affiliates
JointVentures Collaborators Distributors
Channel
Partners
Technology
Partners
Product
Partners
New Thing Customers
How do we get from here…

8. New Thing Customers
To here...
Website Affiliates
Channel
Partners
Technology
Partners

9. An effective go-to-market
system is the missing link
between a company’s
strategy—its decisions about
where to compete and how
to win—and the exceptional
customer experiences that
are the ultimate path to
success.
Source: Bain and Company
A go-to market system builds customer advocacy by creating a superior customer experience
Point of departure Go-to-market system Point of arrival
Business unit strategy Design Delivery Customer experience
 Where to paly
 How to win
 Full-potential
roadmap
 Identify the most
attractive target
segments and their
needs
 Design better value
propositions than
the competition
 Acquire more
attractive
customers
 Grow share of
wallet with existing
customers Exceeding expectations
creates advocates who...
 Stay longer
 Buy more
 Refer more
 Cost less to serve
 Provide richfeedback
Disruptive GTM strategy

10. An effectively integrated go-
to-market strategy
comprises dozens of
capabilities that, together,
build a bridge between a
company’s strategy and the
exceptional customer
experiences that are the
ultimate driver of customer
advocacy and loyalty
 Strategic
fact base
 Evaluation
of choices
 Mobilization
Go-to-Marketsystem
OfferingMessagingSales&support
 Customer
segmentati
on
 Customer
Insights
 Market &
competitive
 Offering
definition
 Customer
messaging
definition
 Definition
of sales &
support
model
 Category management
 Portfolio/lifecycle management
 Productdevelopment
 Pricing strategy
 Productpricing
 Pricing tactics
 Branding
 Category marketing
 Demand generation
 Channel mix
 Targeted offering
 Resource deployment
 Tools
 Performance
management
 Customer support
 Process improvements & innovation
Enablers: Organization, decisionroles, metrics, culture, IT, innovationsand so on
Closed
loop
feedback
system
Business unit
strategy
Design capabilities Delivery capabilities
Customer
experience
Product/service management
Pricing
Branding & marketing
Salesforce & channel management
Post-sales support
Desired Capabilities in a Disruptive GTM

11. Beginning with the basics-STP
This is an audience rather than product
focused approach to communications which
helps deliver more relevant messages to
commercially appealing audiences.
STPis relevant to digital marketing too,
where applying marketing personas can help
develop more relevant digital communications.
In addition, STPfocuses on commercial
effectiveness, selecting the most valuable
segments for a business and then developing
a marketing mix and product positioning
strategy for each segment.
VirginHolidays,
segmentholidaysinto6 groups.
Market Segmentation
Targeting-
Select the
Target Market
Product
Positioning
Decide on the
Optimal
Marketing Mix
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12. Evaluate
technology—
especially
outside of
your
Don’t wait for
disruption to
start nipping
at your heals
Watch your
competition
like a hawk
Keep a finger
on the pulse
of your
customers
Disruption Rules

13. Go to Market
Disruptive Hooks

14. List below refers to what’s needed to evaluate the potential and commercial attractiveness of each
segment.
Criteria Size: The market must be large enough to justify segmenting. If the market is small, it may make
it smaller.
Difference: Measurable differences must exist between segments.
Money:Anticipated profits must exceed the costs of additional marketing plans and other changes.
Accessible: Each segment must be accessible to your team and the segment must be able to receive
your marketing messages
Focus on different benefits: Different segments must need different benefits.
Targeting

15. Positioning maps are
the last element of the
STP process
Product positioning

16. Illustrations of successful
disruptive GTMs
Google: Took another “Moonshot”, it’s self-driving car. Pioneering
Apple: with 500 stores, its among the top 20 retailers with a revenue
of 25 B USD.If we add the online channel, its 53 B USD
Facebook: The new face of mobile too. Claims 20% of our time on
mobile devices.
Amazon: 4th largest apparel retailer in USwith a 16 B USD
revenue, ahead of companies like Gap, JC Penny, Nordstrom etc.
Clothes with a free return model, a logistics arbitrage ensured

17. Measuring success of a
disruptive GTM
The way is by determining
how an initiative or project
will help a company come
closer to realizing its
objectives and achieving
its corporate goals.
Goals or objectives.

18. Segmentation Metrics Alignment with key
corporate objectives:
The goal of these
projects is to improve
capital efficiency by
boosting the
effectiveness and
efficiency of GTM
processes.

19. Buyer Insights Metrics
Alignment with key
corporate objectives:
The goal of these
projects is to make
processes repeatable
and scalable,
improving efficiency
and effectiveness of
GTM processes.

20. Marketing Channel Metrics
Alignment with key
corporate objectives:
Operation
improvement,
capital efficiency,
market coverage

21. Google’s Go-to-Market
GOOGLE= BEST
“We don’t always produce what people want,” “It’s really
difficult. To do that you have to be smart—you have to
understand everything in the world. In computer science,
we call that artificial intelligence.” Larry Page
“We want Google to be as smart as you—you should be
getting an answer the minute you think of it.” Brin

22. In Summary
• GTM provides clarity and points to avenues for disruption
• Estimating the extent of disruption is critical
• Do not ASS U ME. Explore every element
• Prevent self-disruption

23. Thank You
&
Happy Holidays
Sunder_mp2000@yahoo.com
Weblog: www.madakshira.com
Twitter: @sundermp
Facebook/LinkedIn: Sunder Madakshira