How to Optimize Go-To-Market Strategies for Business Growth

The most common issue I see with GTM launch plans is going after too many channels, aka using the laundry list approach. We need to remember the Power Law of Distribution, which is that most of your results will come from 1 or 2 top channels. And the more channels you add, the more work you have for potentially little gain. So when you think of your promotional/channel plans (whether at work or for an assignment), do the following: 1️⃣ Pick out 1 or 2 top channels you believe will be the most effective. This is usually based on your launch goal and where it's best to meet them during their journey. For instance, if your launch is focused on adoption, then email and in-app comm will likely be your top channels. 2️⃣ Double down on those channels to make them as good as you can. Instead of just checking off the box on “writing some emails” - can you work with your team to create the best email journey to maximize effectiveness for that channel instead? 3️⃣ Pick a couple more channels to experiment and supplement with to reach your goal. If you have additional resources, you can find a few other channels to test and observe how they can contribute to the goal. The bottom line is, it’s better to go deep than go wide when it comes to channels and business strategy. Unless you are doing a mega launch for an entirely new product, most feature or product launches won’t need you to boil the ocean. What do you think? What's been your personal experience? #productmarketing #productlaunch #gtm #saas #coaching

After being a 3x solomarketer + starting 3x products, the best tip I can give for early growth is: Your go-to-market strategy is the MOST important part of acquisition. Seems obvious but there's a right way and wrong way to do it. The wrong way ❌: • Picking too many channels to start • Picking channels that you're comfortable • Not knowing when an idea is worth scaling • Being too risk averse when it comes to spending • No insight for how fast investments need to yield ROI The right way ✅: • Picking the most important 1-2 channels to start • Picking channels where your audience is • Having a metric that guides scaling ideas • Understanding spend to ACV ratio • Knowing payback period importance I think about the right go-to-market strategy in the same terms as product-market fit. You need product-market fit to successfully scale. You also need GTM-product fit to successfully scale. The best product with a poor go-to-market will still fail. If you're an early-stage marketer or looking for a startup marketing job—make sure you research competitors, review available GTM approaches, and be lean when possible. If you're a founder reading this—focus on GTM approach when looking to work with marketers. What are some other GTM fundamentals to follow for early-stage marketing? #marketing #b2b #startups  

Even the best GTM strategies can fail Here’s a real story of why Last year, a client came to us with an ambitious plan: Target 10+ different sectors across 5 countries, all at once. It was a decision driven by their Board. We built the system to their exact spec. 👉 The initial result? Chaos. Results were completely unpredictable. Reply rates swung from over 2% one week to below 1% the next. ❌ There was zero forecasting and zero predictability. The client rightly pointed out that an average reply rate across campaigns of 0.48% was unacceptable. 👉 Here’s the key: we were executing a strategy based on the Board's assumptions, not on real-time data. 📌 So, we did what we do best: we analyzed the data. What we found was ruthless: ❌ A few sectors (professional services, finance) were dragging the average reply rate down to less than 0.4% ✅ Other sectors (events, travel) were soaring, with reply rates consistently above 2% and even hitting peaks of 7% Our recommendation was bold: go against the initial plan. - Kill the underperforming industries. - Double down on the winners. - Cut email volume from 100k to 70k per month to focus on quality. ⭐️ We niched down on what the data proved was working. The result was immediate Within 3 weeks, our average reply rate stabilized at a consistent 1.7% on average across all 5 countries This led to powerful secondary benefits: - A more focused sales team that developed deep domain expertise - A higher lead-to-revenue conversion rate on the meetings we booked - Savings on tech infrastructure The lesson: ‼️ Your Go-to-Market strategy can't be based on what you wish would work. It must be built on what the data shows actually works. If you’re a fast-scaling B2B company, don't just find an automator Find a strategist who knows how to automate Otherwise, your ROI will always be a mirage. And you don't want that Am I right? — I’m Matteo Fois Click my name + follow + 🔔 We take care of your entire Business Development motion, from niche definition to meetings booked

Most go-to-market strategy advice #agriculture companies receive is terrible. Because it’s largely based on a logical fallacy. Most companies believe that when people see the widget we’ve built, they’ll immediately understand how cool it is technically and how valuable it is financially. But most people don’t. They don’t get why you're selling this thing. They don’t get why they should care. And they really don’t know why they need to give you money for it...until you give them a new framework with which to see their problem. Most of the go-to-market brain trust will push you down the road to competitive analysis, market research, and other tactics designed for mature markets. - But what did the market research say about tractors in 1870? - Or what was the competitive analysis on Roundup Ready soybeans in the late 80’s? - What was the market saying about auto-steer in the 90’s? The problem with traditional go-to-market approaches is they uncounciously assume you are: - Competing for market share. - In an existing category. - With a “better” product. They can't help you build a concept that no one’s ever heard of before. They can’t work with you when the customer doesn't have a line item for your product or service. They can't help you redefine the problem in the customer’s mind. And research tells us that in technology categories, the category king normally takes about 76% of the market capitalization. Because no one remembers the also-ran, they only remember the first. So if your go-to-market is not built to design a new category of your own, then you’ll be letting someone else define the problem, prescribe the solution and set the value for the outcome you deliver. A bad plan for success. Instead, you need to build your go-to-market to have the conversation with your customer on the terms you establish You need to move the thinking in the industry from where it is today to where you want it to be. This should impact the way you price your product, the way you promote your company, and the methods you use to place your solution in front of the target customer. - Stop robbing your future valuation in the name of scaling the distribution of users. Upselling later is harder than it looks today. - Stop softening your market differentiation by selling through an existing distribution network. The channel usually won’t save you unless their is market pull for your product downstream. - Stop hiring sales people and expecting that they’ll be ready to “just sell.” Early sales depend on organizational learning and renaissance team members who are willing to take the time to educate the customer. Remember, there is nothing more important to the future value of your company than the way you build your #gtm today. Start investing in your story as if it matters. Start designing your category. Make something different. Make people care. Make fans, not followers. #agribusiness #marketing

3 GTM lessons after capping off 7 weeks of travel for sponsored events and customer visits: 1.  Deals initiated or worked face-to-face are closing 2x+ faster. If you’re able to, get out. Engage your prospects, customers, and partners in person to experience the magic. Start locally. 2.  Measure twice and cut once when considering go-to-market partners. No sponsorship, technical partner, channel/affiliate relationship will ever create perfect mutual value. So, look for attributes in partners that are gaps for your company and work from there: Technical gap? Integrate.  Audience gap? Partner and engage.  Knowledge gap? Learn, apply and iterate. 3.  GTM is evolving. Invest now to keep up with it. Some GTM efforts that worked 2 years ago just won’t work today. Put yourself in a position to diagnose personal and company gaps and integrate yourself with those who are performing well in these areas. LinkedIn Nav gaps? Follow Morgan J Ingram. Sales process gaps? Follow Jen Allen-Knuth. Content gaps? Follow Will Aitken. Honored to have been part of the first-ever AMP Up workshop with these three legends and looking forward to more!

When launching a GTM plan focused on true demand and revenue growth. Cut the BS and dive into tangible metrics aligned to business results. 🚫Lead volume 🚫Cost-per-leads 🚫Cost-per-clicks 🚫Platform Conversions ✅Demo Request ✅Cost-per-demo ✅Demo → opp CR% ✅Cost-per-opp ✅Opp → won CR% Don’t stop there. Drive the narrative up and incorporate metrics tied to business growth. 💰Sales-cycle lengths 💰Sales velocity 💰Win-rates 💰Revenue 💰Ad CAC Remember. A shift in strategy has to have a shift in expectations. If you’re unable to report out on performance metrics prioritize infrastructure and set a new baseline. Results won’t happen overnight. They won’t happen in 1 week, or even 2. Results take patience and consistency. ~2x sales-cycles on average to start seeing momentum build.* *𝘴𝘦𝘷𝘦𝘳𝘢𝘭 𝘷𝘢𝘳𝘪𝘢𝘣𝘭𝘦𝘴 𝘤𝘢𝘯 𝘪𝘮𝘱𝘢𝘤𝘵 𝘳𝘦𝘴𝘶𝘭𝘵𝘴 𝘪𝘯𝘤𝘭𝘶𝘥𝘪𝘯𝘨 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴 𝘤𝘰𝘮𝘱𝘭𝘦𝘹𝘪𝘵𝘪𝘦𝘴 #b2b #marketing #digitalmarketing

If you’re trying to grow your B2B brand, stop “hacking” the growth. You’ll probably end up two steps behind. Here’s what I mean: When you’re a B2B leader with some resources at your disposal, it’s easy to fall into the trap of finding “the ultimate” way to bring new leads and gain traction. (We all once thought the idea was tempting) And here’s how it usually goes: Rather than spending an already limited marketing budget on research, you use successful cases of other leaders and marketers to “hack” your growth. They’ve done their homework. They don’t gatekeep the results. What can go wrong if you adopt a proven growth strategy? And then, everything goes wrong. Because the system wasn’t made for you. Because if someone actually discovered THE perfect formula for marketing, they wouldn’t be so keen on sharing it. Because the whole concept of hacks is overrated. What do you do instead? The answer is so boring you can stop reading right now. Yet, boring doesn’t mean wrong. Instead, you start with analyzing what you have: → The wider context of your company What is happening in your market right now? What changes you should expect in the near future? → The state of your competition What is your competition focusing on? How do they present themselves? Think of both service and attention competitors (the ones who don’t have the same offer but could steal your thunder with an alternative approach) → Your positioning What value do you bring to the table, and how you communicate it? Where do you stand in the market, and why is it different and attention-worthy? → Your audience Are you targeting the right one, to begin with? What segments should you pay more attention to? What do the buyers expect from your service? → Your marketing What activities and channels have you used before? Which ones have been working for you until now? How can you optimize the existing activities and find low-hanging fruits? Here’s an example from one of our clients: Before launching an outreach campaign, we found out they’d collected 2,000+ leads in their CRM over the years. There were no follow-ups or re-engagement campaigns to nurture them. Just like that, they found a low-hanging fruit with thousands of qualified leads. A thorough look into your processes > a one-size-fits-all marketing playbook. (Mostly because there isn’t one). #b2b #marketing #coldoutreach #leadgeneration

Looking for growth in your market? Start by redefining the core market you are targeting. The key is to shift your perspective from a product-centric to a customer-centric view, using the Jobs-to-be-Done Theory. Instead of defining your market by product categories or verticals, define your market as a group of people trying to get a job done. By focusing on the entire job-to-be-done, rather than just the part your product currently addresses, you can uncover opportunities to get more of the job done and grow within your core market. Ask yourself, "What is the entire job our customers are trying to get done?" Then, explore how you can expand your product by addressing more of the job. This approach allows you to pursue natural growth in a market where you already have an established presence without the added risk of investing in a completely new space. Don't let a narrow definition of your market limit your potential. Embrace a Jobs-to-be-Done approach and unlock the growth that lies within your core.

Trying to execute a GTM strategy on weak internal infrastructure is like building a house on a sinking foundation. Companies need to have foundational elements in place including: ☞ Processes for identifying, nurturing, and qualifying leads. This includes having a clear definition of what a "lead" is, leveraging automated behavior-based triggers, and having a nurturing plan to respond to prospects as they exhibit different behaviors. 🦸🏽♀️👩🏻🌾 A well-defined ICP. Know your best customer profile and look beyond standard B2B firmographic attributes. Get to know them on a personal level. Know their watering holes, language, pain points, motivations, and emotional drivers. And develop a micro-segmented plan that will enable you to connect on a deeper level. 🔢 Metrics. Know what you're measuring and why. Differentiate between actionable and nice-to-have data. After being in a data dearth, some companies start measuring everything under the sun. This is unproductive, unnecessary, and confusing. 🧪Appetite for testing. You don't know everything. Sorry, but it's true. But the more you test, the more you will know. Build a testing mentality into your culture and learn to see learning as a goal achievement. 🚦Milestones. In addition to having goals, you should have milestones identified to indicate your progress. That way, even if you don't hit the goals at the precisely desired time, milestones can indicate whether you're at least on the right path. 🦆🦆🦆 Speaking of goals, make sure they're realistic. If your company was previously number 1 or 2 in your category but has slipped to 9 or 10, don't expect to 3x revenue in one year especially if the infrastructure is not in place. Get your foundational ducks in a row. Monitor the milestones and create a growth plan that makes sense. Anything to add? #b2bmarketing #b2bmarketingstrategy

Maximizing Product Launch Success: My 8-Step Method (With an actionable, step-by-step example) BACKGROUND: Launching a new product to market is complex and filled with challenges. Common Product Launch Challenges: → Unclear market needs → Misaligned product features → Inadequate go-to-market strategy → Poor stakeholder alignment → Ineffective launch planning → Limited customer feedback integration A successful launch requires a strategic and methodical approach. Here's how I ensure success: PROCESS: Understand Market Needs → Conduct thorough market research. → Identify gaps your product can fill. → This step is crucial for aligning your product with market demands. Example: Identifying a need for a user-friendly project management tool in small businesses. Define Clear Product Goals → Set specific, measurable objectives for your product. → Ensure these goals align with business strategy and user needs. Example: Aiming to acquire 10,000 active users within the first six months. Develop a Robust Go-to-Market Strategy → Plan your market entry meticulously. → Consider pricing, distribution channels, and promotional activities. Example: Leveraging social media and professional networks for targeted marketing. Align Internal Teams → Ensure all departments (development, marketing, sales) understand and support the launch plan. → This unity is key for a coherent and unified product launch. Example: Conducting cross-functional workshops and (bi)weekly check-ins to align goals and responsibilities. Create a Detailed Launch Timeline → Develop a comprehensive plan with key milestones and deadlines. → This helps in tracking progress and ensuring timely execution. Example: Setting specific dates for beta testing, marketing campaign launch, and official release. Incorporate Customer Feedback → Use beta testing or early access programs to gather user feedback. → Make necessary adjustments to the product based on this feedback. Example: Tweaking features based on beta tester input to enhance user experience. Execute the Launch → Implement your go-to-market strategy. → Monitor the launch closely for any immediate issues or opportunities. Example: Coordinating launch day activities, ensuring all teams are responsive and engaged. Post-Launch Review and Optimization → Analyze launch performance against set goals. → Identify areas for improvement and plan for continuous product development. Example: Using customer feedback and performance data to plan the next feature updates. CONCLUSION: Successfully navigating these steps ensures a strong product launch. And sets the foundation for continuous product growth and success. // Summary: * Understand Market Needs * Define Clear Product Goals * Develop a Robust Go-to-Market Strategy * Align Internal Teams * Create a Detailed Launch Timeline * Incorporate Customer Feedback * Execute the Launch * Post-Launch Review and Optimization