The document discusses go-to-market strategies versus marketing strategies. It notes that go-to-market strategies specifically focus on product launches, while marketing strategies can apply to ongoing activities. Go-to-market strategies involve additional components to coordinate with product development. Once launched, the go-to-market strategy evolves into an overall marketing strategy. The document then provides details on developing effective go-to-market strategies, including defining target markets, sales processes, distribution channels, and product roadmaps.

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Go-to-market Strategy vs. Marketing Strategy
Go-to-Market refers to plans made to launch a new product, while marketing strategy can apply to any
ongoing marketing activities.
There is a lot of similarity in the two, but the go-to-market strategy is specifically tailored around a product
launch, and has additional components due to the need to have a strong feedback loop with the product
development team. Once the product is successfully launched the original strategy morphs into a marketing
strategy 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 and
business models. Therefor our business model innovation approach not just focuses on the efficiency
improvement of existing processes and structures, but also on consciously challenging and changing the current
business model of our customers in order to differentiate them from competitors.

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We can help you find answers to key strategic questions
along your company’s entire value chain
Tailored to the particular situation of your company, we will review your competitive position, develop concepts
for 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 generate
results. We will help you harmonize corporate culture and structure with your strategic objectives and align
them where necessary.
Product life cycles are getting shorter, while acquisitions expand your brand portfolio but also raise the level of
complexity. On the one hand sales channels are becoming more specialized, while on the other hand they are
dominated by key account customers.
The growing power of key account customers leads to increasingly tougher negotiations, and, in the end, to
more complex trade terms and pricing systems. To compound this, the end customer is also becoming less
predictable – 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 integrating
individual information offerings so as to establish a desired customer contact experience. Companies need to
respond 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 a
meaning that spans a wide range. What is even more confusing it that marketing strategy and go-to-market
strategy are used interchangeable when they are actually very different concepts?

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MarketingStrategy
Marketing strategy is usually focused on who to sell to and what to sell. The boundaries of marketing strategy
run across functional lines inside an organization but marketing primarily interacts with two other functions in
a company.
First, marketing interacts with development via product marketing to convey market requirements and to
provide content for communications and sales tools for selling. Marketing also interacts with sales to build
pipeline and assist in closing opportunity more quickly.
Go-to-MarketStrategy
Go-to-Market Strategy is focused on how the organization will put offerings into the market to reach market
penetration, revenue and profitability expectations.
This charter is a superset of marketing strategy as it impacts all functions within an organization with the goal
of 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 strategy
is 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 do
everything but to focus on the core issues and to nail them. For example, here is a checklist that one company
used:

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Go-to-MarketStrategy-Checklist
Solve a compelling business problem in a differentiated manner that demands a premium
Determine the market opportunity.
Decide upon the beach head target for initial market penetration.
Understand the buying process: Identify the decision makers, approvers, recommenders, influencers and
snipers.
Understand the business issues for decision makers and develop a value proposition that resonates with
them. 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 qualified
opportunities.
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 and
supporting customers.

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Go-to-MarketStrategy-ProductRoadmap
Once you have identified the business needs you will address in the market, it is critical to have a product
roadmap 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 it
should be accompanied by a market backgrounder—a two page document that covers the most pertinent
information 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 requirements
document, a feature requirements document and finally a product introduction plan.
WhoAreYouSellingTo
A big question that needs to be addressed and well thought out is who you will sell to. This is a loaded question
as it implies the fundamental business problem is understood, a unique and differentiated solution to that
problem has been developed, a compelling value proposition that resonates has been created, a path to access
the decision maker is known and the story to communicate to the decision maker has been crafted that results
in action.
All of this information should exist in various forms of completion as this is the exact information that should
have been used to initiate a development effort.

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Go-to-MarketStrategy–Sales
Sales are obviously a critical component of any GTM strategy. There should be a standard, repeatable sales
process 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 a
comprehensive 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 was
exhausted 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 sales
force, an inside sales force, an ecommerce site or some combination of the three? Or will indirect sales channels
be 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 and
opportunities and serves to get everyone on the same page.

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IndirectSalesChannels
Some organizations choose to leverage channel partners as part of their distribution strategy. If you choose to
leverage 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 partners
gravitate towards successfully implementing and / or supporting the offering.
Understanding your distribution strategy, how they will contribute to your success and communicating inside
and outside the organization why partnering choice has been made and is a must.
Establish new strategic approaches or improve your current strategies
We can help ensure that your strategy, structure and processes are aligned for optimal effectiveness and
efficiency.
We can help you ensure that you have the right processes in place to achieve your goals and objectives. And we
can help you develop an organization structure that will maximize your results and help you develop effective
route-to-market plans for your customers and channels.
Our Strategy, Structure & Planning services are described as follows:

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• Go to Market Planning – We’ll work with you to establish a Go-to-Market approach based on the
questions 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 simply
creating new organization charts. Our approach ensures that the structure aligns with your strategy
and 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 to
address 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/customer
relationship. Using a proprietary model, we can assist you in mapping your business processes and
assessing their effectiveness. We also conduct Customer Satisfaction Studies and use the results to help
you develop an effective CRM Strategy.
• Process Engineering – Good process usually drives good results. Some companies have disappointing
results because their underlying business processes are inefficient or broken. How well do your
processes work? The only way to know for sure is to map them, identify issues, and find ways to
improve and/or simplify the processes.
• Customer Segmentation – One size does not fit all; your marketplace programs need to be tailored to
the 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 broad
range of factors, including: Goals/Objectives/Strategy, Processes, Structure/Staffing/Compensation and
Systems/Tools. We use our Organization Development model to evaluate these key drivers, assess their
impact on your effectiveness and ensure that they are all working in sync.
• Change Management – Change Management is an essential element in planning any organizational
transformation (new structure, tools or programs) to ensure that the organization continues to perform
and 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 “change
happens” but that it is embraced and effectively implemented.
core focus areas in Sales and Marketing are augmented by our integrated projectARDIZ EBN
approach.
We ensure that assignments, as appropriate, are approached from a total business solution
standpoint and that projects address the key business enablers that often mean the difference
between failure and success.
“We possess the ability to think globally and yet act locally”

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About Us
ARDIZ™ Euroamerican Business Network | EBN
Established 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 United
States. It works both private and public, provides a consistent high quality level of Management Advice and a
full range of Business Strategy, Change Management, Corporate consulting, Branding, Image and Identity
programs 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 profound
change 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 cultural
dynamics and complexities of the businesses, as well as the financial implications.
It is here where we provide the tangible differences
CONTACT
www.ardiz.com
info@ardiz.com
Tel. 954.684.6686
Fax 954.684.6686
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