Unpacking the 15 Go-to-Market Problems

Workshop Experience

GTM Partners

Go-To-Market

Unpacking the 15 Go-to-Market Problems Workshop Experience Lindsay Cordell Sr. GTM Analyst

OBVIOUS CAUSE HIDDEN CAUSE Better Training for new reps = More Sales Enablement (Sales Problem) Product Market Fit? = Review ICP, Brand, POV & Positioning (Product & Marketing Problem)

© 2022 Go To Market Partners, LLC. All rights reserved. 1. On your own: circle your top 3 GTM challenges you face in your organization today 2. On your own: Use the questions in the book related to one of the issues to help you ground your thinking - who else could be a root cause in this GTM issue 3. As a table: Share a problem with your table and discuss your answers - ask each other questions and possibly share similar experiences GTM Table Exercise Part 1

© 2022 Go To Market Partners, LLC. All rights reserved. You can't predict and forecast revenue for the next two quarters Your competitors are winning more market share Your team is not aligned on an executive strategy You are struggling to go from a product to a platform company Sales, Marketing, and Customer Success are out of sync Your analyst relations don't drive material influence You are THE last to enter the deal cycle Your customers love you, but can't quantify their ROI at renewal time Discounting and feature wars are eroding your value prop Business is relying on heroic sales players and not plays You want to go upmarket, but your current customers are smaller You can't prioritize or say no to new initiatives Your Point of View is not differentiated with your product Your churn is killing your business Your team is reactive, not proactive

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Technology Partners Who Are Challenging The Status Quo And Driving Efficient Growth

Using the GTM Operating System to fix your GTM Problems Bryan Brown Chief Analyst Lindsay Cordell Sr. GTM Analyst

© 2022 Go To Market Partners, LLC. All rights reserved. GTM Operating System Market Investment Map Pipeline Velocity Customer Time-to-Value Customer Expansion Revenue Operations Leadership & Management Brand & Demand Total Relevant Market TAM, TRM & ICP Scoring & Account & Contact Data Highest/Most Valued Products Distinct GTM(s) and Type(s) Revenue Modeling Pricing & Packaging POV & Brand Awareness Messaging & Positioning GTM Activation (Inbound, Outbound, PLG) Sales Capacity Planning Marketing & Sales Plays Sales Process Onboarding & Customer Success Plays Adoption, Usage & Advocacy Customer ROI Customer Cohorts Account Management Plays Customer Lifetime Value Single Source of Truth Unified Data & Systems Workflow & Automation Clarity. Alignment. Team. GTM Leadership Rhythm

1. Total Relevant Market

Ideal Customer Profile Intelligence ● Gather and validate beliefs ● Build out the Ideal Customer Profile Customer Comparison ● Evaluate the degree of change and potential risks / benefits Intel Provider Requirements ● Determine needed data sources & budget ICP Model Implementation ● Systematize scoring and dissemination 1. Total Relevant Market Identify and align on your best-performing segments, customer cohorts, & future possibilities

2. Market Investment Map

Highest Value Product Evaluation ● Score your highest value products by customer segments ● Determine the optimal investment sequence GTM Investment Decisions ● Identify the GTM type(s) needed ● Will you need additional GTM Motion(s) Revenue Modeling ● Calculate the potential revenue scenarios ● Identify Land vs Expand Pricing & Packaging ● Run a pricing & packaging project 2. Market Investment Map Identify your highest value products, sequencing, GTM types & motions

© 2022 Go To Market Partners, LLC. All rights reserved. Hubspot Example - Growth Sequencing Ollie Owner Mary Marketer Agency International SEO 3 3 3 3 Blog 3 3 3 3 CMS 3 3 3 3 Email/Forms 1 5 5 5 Marketing Automation 1 5 5 5

@sangramvajre @sangramvajre Salesforce Example - Growth Sequencing 2000 2007 2010 2012 2002

3. Brand & Demand

Point of View ● Define & Evangelize ● Name your enemy ● Picturing success Messaging & Positioning ● Product ● Audience ● Value Audience Engagement ● Create demand ● Harvest demand Execute & Measure ● Revenue generation performance ● Funnel & Channel performance 3. Brand & Demand Develop a brand strategy and point of view to both create and harvest demand

Is PLG right for your business? Product? Buyer?

Creating a POV Having a point of view is key to differentiation and market leadership. With a strong point of view you can create demand not just harvest it. STRATEGY EXECUTION 4 Steps to Point Of View Step 1: Purpose What is the purpose of your offering? What’s your vision and mission? Step 2: Clarifying the Problem What are the most painful problems you solve for customers? Step 3: Name the Enemy What are you replacing, overcoming, conquering, or improving for the benefit of your customers? Step 4: Picturing Success What does success look like?

© 2022 Go To Market Partners, LLC. All rights reserved. Add a new... Buyer Vertical Product Geo Same Delivery Approach? Can you fund a new GTM? Hold or execute a limited test Add the initiative to an existing GTM motion Launch the initiative using a new GTM motion No Ye s Ye s No Next MOVE Sequencing

4. Pipeline Velocity

4. Pipeline Velocity Building repeatable, scalable throughput and efficiencies to meet targets Sales Quota & Capacity Planning ● The mix of rep experience and skill sets ● The right quota assignment ● The pipeline contribution margin ● The right comp and incentive plans Marketing + Sales Plays ● Account-Based Marketing processes ● Optimizing your sales development approach (SDR) ● Optimizing your lead process & quality concerns Sales Process ● Sales Process Definition ● Sales Activity Benchmarking

© 2022 Go To Market Partners, LLC. All rights reserved. What type of sales approach do we need? Does budget exist? Is it a high % of the budget? Decision Maker Characteristics: 2nd Level Leadership (SVP, VP) More Complex Buying Committee Marketing and Sales Complexity: Relationships, Brand Recognition, Analyst Validation, Persona based content, larger/visionary, value proposition Ye s No No Ye s Would it be a high % of the budget? Decision Maker Characteristics: 3rd Level Leadership (Director) Small Buying Committee (practitioners & final approval of 2nd level) Marketing and Sales Complexity: Slick Demo/Hands on Trial, customer has previous experience

5. Customer Time-to-Value

Customer Journey Planning Onboarding ● Keeping perspective on the why ● Maintaining a list of contacts ● Highlight wins Customer Success Planning ● Rep to customer Ratio Strategy ● The mix of rep experience and skill sets ● What is the value of the rep Adoption, Usage & Advocacy ● Outcome driven QBR’s ● Voice of customer (amplifier) - strategic & tactical ● Data driven early warning approach Customer ROI ● Quantifiable Outcomes 5. Customer Time-to-Value Create and manage a mutually beneficial relationship with your customers

Customer Time-to-Valu e Put your attention on getting customers to their desired outcomes more quickly and you can spend less time on retention issues. Bake it into the customer journey. Step 1: Identify & evaluate the “as is” customer experience Step 2: Document Opportunities: - Delays - Disillusionment - Non-value moments - Cold handoffs Step 3: Create the ideal “To Be” customer experience

6. Customer Expansion

Customer Cohort management ● Develop a customer expansion ICP ● Prioritize by customer segments Account Management Plays ● Renewal cadences ● At Risk/Red Account Program ● Upsell Sales Motion Customer Lifetime Value ● Optimize employee effort & programs to highest value segments 6. Customer Expansion Strategies for driving expansion in your current customer base

Multi Axis Pricing ● Packages ● Add on Features ● Seats & Usage ● Clouds Path to NRR Solving more problems for existing customers is the path forward. Step 1: Have you identified the next thing your existing customers would gladly pay you more to do for them? How can you increase willingness to pay? Step 2: Build packages / pricing that moves buyers to want to do and spend more with you Step 3: As you go from product to platform work to expand the number of Axes in your pricing model

7. Revenue Operations

Single Source of Truth ● Owns the data conversations Unified Data & Systems ● Standardized & shared Workflow & Automation ● Data completeness Revenue Operations Org Chart Design ● Ops by team vs centralized - (incentives, reporting structure, needs of business) 7. Revenue Operations The analytical information needed to power and hold your teams accountable

@sangramvajre Companies must learn to go from tactical DEPARTMENT OPS to Strategic REVENUE OPS in order to achieve efficient growth at scale Growth Transformation Problem Market fit Product market fit Platform market fit GTM MATURITY Ad-hoc Department level data & decision making Aligned Shared understanding of the data & aligned decision making across sales & marketing with dedicated Ops per department Centralized Coordinated decision making across GTM teams Rev Ops Leader Shared systems, processes & data RevOps

RevOps Your path to efficiency & predictability Owners of • Process • Data • Systems • Tech Stack • Metrics Strategy • How do we create repeatable processes? • How do we make sure our customer data is as clean as possible to determine what’s working for which segments and why? • How do we make our systems work the way they’re supposed to so we can create more predictable and reliable outcomes? • What metrics should we use to measure our success in the market? • Build coalition to unite GTM through data and execution Owners of • Process • Data • Systems • Tech Stack • Metrics Rev Ops Supports Sales Marketing CS Product Finance

© 2022 Go To Market Partners, LLC. All rights reserved. Rev Ops LEADER Ops Mgr CRM & Systems BI & Analytics Deal Desk CFO / COO / CEO Enablement Organization Tightly aligned CS Ops Sales Ops Analyst Developer Fin Ops Mktg Ops Product Ops Deal Desk Commissions Admin PM Data Ops RevOps Mature Org Chart Example

8. Leadership & Management

Clarity. Alignment. Team (C.A.T.) ● Why are we doing what we are doing? ● How are we going to do it? ● Who is going to do what? Leadership Rhythm ● Cadence and planning ● Goals & Accountability ● Meetings Approach GTM Dashboard(s) ● Calculate the potential revenue scenarios Employee Success ● People Ramps ● Enablement Ramps 8. Leadership & Management The care and coaching required to motivate, educate and enable your people

© 2022 Go To Market Partners, LLC. All rights reserved. Remote work challenges Employee Wellness The Great Resignation Silent quitting The Talent Gap © 2022 Go To Market Partners, LLC. All rights reserved. How great leaders are responding

Pre Covid Talent Retention Transformation Talent retention has become a top priority for leadership teams Creating a culture where employees can be deeply engaged with their work and the company mission is a top priority for leaders Covid changed the ways companies must compete for top talent © 2022 Go To Market Partners, LLC. All rights reserved. Buyer intent traffic for software by category. Source: G2

Putting the O.S. into Practice

© 2022 Go To Market Partners, LLC. All rights reserved. GTM Operating System Market Investment Map Pipeline Velocity Customer Time-to-Value Customer Expansion Revenue Operations Leadership & Management Brand & Demand Total Relevant Market TAM, TRM & ICP Scoring & Account & Contact Data Highest/Most Valued Products Distinct GTM(s) and Type(s) Revenue Modeling Pricing & Packaging POV & Brand Awareness Messaging & Positioning GTM Activation (Inbound & Outbound) Sales Capacity Planning Marketing & Sales Plays Sales Process Onboarding & Customer Success Plays Adoption, Usage & Advocacy Customer ROI Customer Cohorts Account Management Plays Customer Lifetime Value Single Source of Truth Unified Data & Systems Workflow & Automation Clarity. Alignment. Team. GTM Leadership Rhythm

GTM O.S. and Hubspot’s Next MOVE strategy How Hubspot went from $15m to $265m to $1B and now $1.7 Billion → Marketers (SMB) → Agencies → up market to MM → Inbound → Marketing Automation → CMS → CRM → Service → Outbound sales (400 reps) → Agency Channel & Partners → Enablement → Free Trial to deal → POV: Inbound Marketing → Inbound-Led (2007) → Community-Led (Inbound 2012) → Outbound-Led → Streamlined onboarding → Self-serve (content hub) → Education, templates, tools → App to Point Solution → Multi-Product → Platform (hubs) → 4 Axis pricing → Simple funnel → Multi GTM Types → Multi Product → Global → Predictable → International → Sales & C.S. → Enterprise (non high tech) → From unfocused to clarity → Visionary / Category Creators → Employee Engagement (bnc)

© 2022 Go To Market Partners, LLC. All rights reserved. You’re probably wondering - Where do I start with all this? - What if we’ve already done some of the work? - Who do I have to convince in my company? - How can you guys help me?

GTM Research ● Competitive Analysis ● Category Strategy ● Product Strategy ● Market Trends ● Economic Impact Study GTM Advisory ● Frameworks ● Workshops ● Working Sessions ● Team Alignment ● Strategy, Planning, & Execution GTM Technology ● GTM Vendor Perspectives ● Real life tech stack stories ● Use case driven evaluation ● Tech by stage of business We help solve your Go-to-Market problems.

Learn More Schedule a Session Analyst Led Working Session ● 45 minute session ● Bring your top GTM issue ● Invite members of your team ● Learn how we can support your Go-to-Market team

Technology Partners Who Are Challenging The Status Quo And Driving Efficient Growth