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Unlocking GTM success for B2B organisations

Are you struggling to gain traction with your GTM strategy? Are you experiencing difficulties with progression and leads getting stuck in the middle of the funnel, or are you simply not able to hit your KPIs and revenue targets? These are not unique problems, especially when the economy is tight and budgets are stripped back.

Successfully planning and executing GTM strategies in a B2B organisation isn’t easy. Although each business has unique organisational hurdles and challenges, there tend to be a few recurring themes:

  1. Several teams operate independently with their own set of objectives, targeting the same customer segments often with variations in messaging and tactics.
  2. The content and messaging provided by global lacks the relevance and flexibility required to resonate with your local market, and hence fails to generate any meaningful engagement.
  3. Product-centric GTM approaches, resulting in detailed and siloed tactics, fail to address broader customer challenges that an integrated/consolidated solution could tackle.
  4. Fluctuating organisational priorities and restrictions, causing challenges in maintaining consistency and adaptability.

All the above examples are complex organisational issues that can be difficult to solve by any one individual or team. They can appear to be Everest-sized mountains to climb. An enormous task that requires the alignment and coordination of many different roles and responsibilities across the organisation as a whole. So how can individuals navigate these issues and successfully launch a GTM strategy, hit their KPIs and overcome hurdles?

Working with multiple clients through these problems we have identified a few critical elements that can enable teams to eat this elephant of a problem one bite at a time and create real change.

1. Find the flex in your messaging

Messaging frameworks are a great place to start and often only require a small tweak to get the ball moving.

For example, imagine a scenario where there is an established brand campaign in market and you are tasked with driving demand using global supplied messaging focused on tactical sales plays and product.

In this scenario, the messaging dictates a siloed approach around specific products. There is little bridging the gap between the high-level (global) brand messaging and the transactional products ones.

One way to navigate this problem is to add a layer of messaging that connects the two – we call this the GTM play. A region-specific layer that can talk to your audience’s pain points and objective, irrespective of the product, the GTM play makes it possible to connect the top-level brand messaging to the tactical sales plays.

With this addition to the messaging framework, it is possible to create a customer-centric messaging framework that can speak to the various stages of the customer journey for your specific market, without having to rock the boat and change everything. Obviously there is a lot of work and finesse that goes into getting this messaging right, but it is a process that your team can handle without having to tackle larger organisational issues.

2. Don’t let your internal business structure dictate your GTM strategy

As described in the example above, an internal messaging document focussed on product has the potential to influence the GTM strategy . However, it’s not just messaging frameworks that hold this power. Factors such as organisational team structure, product architecture, sales territories, and more also have the potential to complicate our GTM. Many large organisations have matrixed or siloed internal structures, but that should not dictate the way you show up in market.  After all, customers don’t care that one product sits in a different business unit, or under a separate sales team than another – and nor should they. They just want their experience with you to be easy, consistent and positive.

3. Embed creativity and consistency

Even the best GTM strategy is simply that, a strategy. Without a vehicle to bring it to life, it can’t start solving the problems you set out to solve. Having a clear plan of how to implement and maintain your GTM strategy is the difference between a great program and just a great idea.

This could be a flash-in-the-pan creative campaign that is laser-focused and will deliver against a specific target over 3-6 months. However, the most impactful approach we’ve observed involves constructing a long-term creative platform that can evolve and grow over the course of 12-24 months, or even longer. An idea that taps into your core insight, captures attention and drives distinctiveness. An idea that captures your full value proposition and can sit over each of your key messaging pillars. 

 plan to ensure everyone in your team knows how to implement the idea and strategy across various channels and throughout the full customer journey. This plan showcases the hierarchy of campaigns and how the large overarching brand and positioning campaigns link to the smaller, more tactical activities to create one holistic and consistent customer experience.

When it comes down to it, a clear and coherent GTM plan can be the difference between frustration, the quarterly cycle trap, and a robust plan that helps the whole team row in the same direction, bridge the gap between marketing and sales, and gain traction through the entire funnel.

To learn more about how you can go from frustration to alignment, give us a bell.