Does Your Go-to-Market Strategy Make Sense

By Michael Perla on Sep 10, 2015

Over the last few years, one of the most popular content assets on the Symmetrics Group website has been this our Go-to-Market Strategy Primer. It’s a topic that many companies struggle with, and it requires both quantitative justification and qualitative ‘color’ to be actionable.

When it comes to go-to-market related questions, we often hear the following:

  • Should I start up or expand my inside sales team?
  • Does my indirect sales channel actually cost less than my direct team?
  • How do our customers want to interact with us – through which channel, device, etc.?
  • Overall, how can I increase my sales productivity, while also lowering my cost of sales?

These questions and many more point to the challenges of developing a go-to-market strategy. These considerations are highly strategic and not easy to address, and they require some market research and customer input. A go to market strategy that is not informed by the voice of the customer or some market insight is incomplete. 

There is a lot of talk these days about the confluence of an omni-channel approach and driving an optimal customer experience. The former is all about integrating the various channels-to-market with any device or form factor, while the latter is about creating an integrative approach to managing all customer touchpoints in a way to optimize the customer experience. They are both part of the overall go-to-market model.

The go-to-market model, per our Whitepaper, centers on what products and services you choose to offer, through which channels, and to what customer segments. The model is undergirded by the customized value propositions you advance given how your customers want to buy. For example, the value proposition for an online channel that can be accessed via various devices is much different than the proposition that is utilized by a direct seller who jointly crafts a one-of-a-kind solution with the customer.

The quantitative justification mentioned above is all about ensuring that the channel economics make sense – does the product or service fit the channel? You wouldn’t sell paper clips using an expensive direct sales force nor would you sell customized system integration services via a website. The economics need to make sense given some sort of cost, volume, and profit equation.

The qualitative color is all about getting feedback from your prospective and current customers on how they would like to buy and engage with you. Do they want a ‘partner’ to help them solve complex problems and introduce new, innovative solutions, or do they want a simple and efficient way to re-order MRO (maintenance, repair, operations) type supplies?

You can also potentially ‘shape’ how the customer engages with you (e.g., Delta airlines has a fee for booking a ticket via the phone vs. online) by way of rewards and dis-incentives, but that’s a deeper topic for another blog post.

In closing, a key question you should ask is how you are viewed by your customers on the continuum of undifferentiated vendor to strategic partner, and is it a perspective you can change? If not, do you embrace it and design your go-to-market model accordingly?

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Michael Perla

Written by Michael Perla

Michael Perla is a strategic leader and co-author of Symmetrics Group’s book "7 Steps to Sales Force Transformation." Michael specializes in providing actionable insights to marketing and sales organizations to help them increase pipelines, win ratios and productivity. Having sold and led projects with the Global 50 to Fortune 1000 companies, Michael provides the analytical rigor of a financial analyst with the holistic skills of a strategist to help Symmetrics Group clients improve marketing or sales performance. He has worked as a sales overlay, head of sales operations, and head of strategic marketing planning, in addition to a sales effectiveness consultant. In his spare time, he enjoys working out, reading, and watching his kids play sports.

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