1. Go-To-Market Strategy
GTM
By:
Magdy Abdelsattar
LinkedIn.com/pub/Magdy-abdelsattar-omar
magdysattar@gmail.com
+201270000970

2. What is GTM
Product
Customer Channels
Ready
Aim
Fire
Marketing, supported by:
Operations, finance, and IT systems and tools, is the
key enabler of the go-to-market strategy.
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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.
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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.
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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 product's life cycle and
requires customer focus to develop new, more marketable products.
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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.
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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)
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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.
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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 minimize
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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.
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