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Want to grow your business? Start with a Go-To-Market (GTM) strategy. A GTM strategy is your roadmap for launching products, reaching your audience, and driving revenue. Companies with a clear GTM plan are 40% more likely to hit revenue goals and 3x more likely to exceed customer acquisition targets.
Here’s what you need to know to create a winning GTM strategy:
A GTM strategy isn’t just about launching - it’s about scaling, retaining customers, and staying competitive. Let’s dive into the steps to make it work for your business.
Before shaping your go-to-market (GTM) strategy, it's crucial to deeply understand your target audience and evaluate the competition. This step lays the groundwork for every decision you'll make moving forward.
An Ideal Customer Profile (ICP) pinpoints the types of companies that are most likely to become high-value customers. It’s essentially a detailed description of the firmographic, behavioral, and environmental traits of accounts that align best with your product or service. Research shows that companies with a well-defined ICP can see win rates improve by up to 68%. Additionally, aligning sales and marketing around a clear ICP can boost customer retention by 36% and increase sales win rates by 38%.
To develop your ICP, start by analyzing your customer data. Look for patterns in wins and losses, and focus on key factors like company size, job titles, pain points, technology stack, and business type. For example:
As Mathilde Collin, co-founder and CEO of Front, reflected:
"We did not think about ICP. I wish we did earlier on. It's one of my biggest mistakes."
– Mathilde Collin
Your ICP template should cover essentials like industry, company size, pain points, job roles, and preferred communication channels. Keep in mind that an ICP focuses on the organization as a whole, whereas buyer personas zoom in on the individuals within those organizations.
Once you've outlined your ICP, the next step is market segmentation. This involves breaking your potential audience into smaller, manageable groups based on shared characteristics like demographics, behaviors, geography, or psychographics. Proper segmentation allows you to customize your products, marketing, and messaging to resonate with each group, improving engagement and conversion rates.
You can identify segments within your customer base by factors like company size, industry, or region. For example, in financial services and SaaS, common segmentation criteria might include:
Each segment should be distinct and large enough to justify tailored messaging and specific channel strategies.
Understanding your competitors and market demand is essential for uncovering opportunities and setting realistic benchmarks. Start by identifying both direct competitors (those offering similar products to the same audience) and indirect competitors (those serving a different audience with comparable solutions). Conduct a SWOT analysis for each competitor to evaluate their strengths and weaknesses.
A thorough competitive analysis should include details like target markets, product differentiators, market share, pricing, and overall strategies. For instance, a marketing startup specializing in SEO for dentists found that two competitors were outperforming them in customer satisfaction and market presence. By refining their approach and narrowing their focus to a specific region, they were able to make meaningful progress.
Gather data through a mix of primary research (like surveys and interviews) and secondary research (like industry reports and publications). Pay close attention to market trends by analyzing data for patterns and shifts within your industry. This will help you make informed decisions and stay ahead of the curve. Staying updated on these trends - and factoring in external influences - ensures your GTM strategy remains adaptable and effective.
As the U.S. Small Business Administration aptly puts it:
"Market research blends consumer behavior and economic trends to confirm and improve your business idea."
– U.S. Small Business Administration
This comprehensive market analysis sets the stage for crafting a compelling value proposition in the next step.
Your value proposition is the heart of your pitch - it’s how you show potential customers why your solution is the best fit for their needs. As Aaron Levie, CEO of Box, famously said:
"Nobody cares about your product. They care about their problem and how you solve it."
This is especially true when you're dealing with decision-makers who need to see measurable results before committing.
At its core, a value proposition should address the specific challenges your target audience faces. For financial and SaaS businesses, these challenges often fall into four main categories: financial (cost concerns), productivity (efficiency issues), process (workflow problems), and support (service gaps). To uncover these pain points, start by gathering direct feedback. Use in-app surveys, check reviews on platforms like G2, Capterra, and Gartner, and tap into the insights of your customer-facing teams.
For example, Slack identified that fragmented team communication was a major productivity hurdle. Their solution? A unified, real-time messaging platform that streamlined collaboration. Similarly, Binary Stream Software tackled customer frustrations with complicated pricing by introducing a simpler, tiered model in 2024, which helped reduce churn rates significantly.
Don’t stop at surface-level feedback. Dive into customer behavior data to uncover pain points that might not be immediately obvious. Once you’ve pinpointed the issues, quantify how your solution addresses them - whether it’s saving time, reducing costs, or improving outcomes.
For financial and SaaS businesses, ROI isn’t just a buzzword - it’s a necessity. Decision-makers need to see how your solution will justify its cost.
Start by breaking down all associated costs, such as subscription fees, implementation, and training. Then, estimate the potential savings or revenue your solution could generate. This could include factors like increased efficiency, reduced manual work, or improved customer retention. To make your case even stronger, use the standard ROI formula - (Net Profit / Cost of Investment) x 100 - and provide both best- and worst-case scenarios. This helps prospects feel confident in your projections.
Take this example: A SaaS company invested $250,000 in a personalized onboarding program and projected equivalent revenue gains over five years. By tracking metrics like net revenue retention and using financial tools such as Net Present Value and Internal Rate of Return, they validated their investment. Choosing a realistic timeframe, typically 12 to 24 months, ensures you account for both implementation and any necessary adjustments.
When you can clearly show ROI, your solution’s value becomes undeniable.
In a crowded market, blending in isn’t an option. To stand out, focus on what makes your solution different - whether it’s unique features, outstanding customer service, or tailored solutions for specific industries. Highlight aspects like simplicity, integration, or scalability, especially if they address customer pain points directly. For instance, Trello emphasizes collaboration, while Dropbox focuses on security and synchronization.
Storytelling can make your value proposition stick. Share concise, relatable stories that illustrate how your solution solves real-world problems. Remember, nearly half of consumers (46%) are willing to pay more for brands they trust and believe in. To refine your message, gather feedback through surveys, interviews, and focus groups. Personalization also goes a long way - tailor your pitch to align with each client’s goals, and consider building a user community to strengthen relationships.
Visora’s GTM consulting expertise has helped financial and SaaS businesses fine-tune their value propositions, driving deeper customer engagement and long-term growth.
A strong value proposition lays the foundation for selecting the right sales and marketing strategies.
Selecting the right channels to connect with your ideal customers is crucial. These channels should reflect the distinct advantages outlined in your value proposition. Let’s dive into how partnerships, digital-hybrid approaches, and account-based marketing (ABM) can shape a strong sales strategy.
Strategic partnerships not only expand your reach but also boost your credibility. For industries like financial services and SaaS, these partnerships provide access to established customer bases while strengthening trust through association.
The best partnerships align with your customers’ existing workflows. For instance, a financial services company might collaborate with well-known financial planning software providers to enhance credibility. Similarly, SaaS companies often succeed by integrating with tools their customers already rely on, such as popular CRM systems or accounting platforms.
There are two main types of partnerships to consider:
The right choice depends on your resources and the level of control you want over the customer experience. When evaluating potential partners, focus on businesses that serve your target audience but don’t directly compete with your product or service. The partnership should genuinely benefit your customers. Start small - one or two partnerships are easier to manage effectively than juggling too many at once.
The way B2B buyers interact with vendors has shifted dramatically. In 2020, 60% of brand-consumer interactions occurred online, up from 42% in 2019. And this trend isn’t slowing down - 80% of business buyers expect to do even more online post-pandemic.
Hybrid models bring the best of both worlds - digital efficiency and in-person relationship-building. Consider the example of a Fortune 500 financial-services company that used a hybrid approach during the pandemic. By combining remote and in-person engagement, they increased customer meetings by 20% while confirming that over half of sales activities were better suited for remote interactions.
The choice between digital and hybrid often hinges on deal size and complexity. Research shows that 71% of buyers are comfortable making purchases of $50,000 or more through remote channels, with 27% willing to spend $500,000 or more.
Also, consider your team’s strengths. Digital models demand expertise in content creation, marketing automation, and data analysis. Hybrid models require sales professionals skilled at moving seamlessly between digital and face-to-face interactions.
ABM focuses on targeting high-value accounts, and the results speak volumes. A staggering 94% of marketers use ABM in some form, with 60% of companies reporting at least a 10% revenue boost within the first year. Done well, ABM can deliver over a 50% increase in revenue and strengthen client relationships by more than 70%.
Start with account selection. Use your ideal customer profile (ICP) to identify companies with significant revenue potential. Look for signs that these businesses are ready to buy - like hiring in relevant departments, expanding into new markets, or engaging with your content.
Personalization is the cornerstone of ABM. As Nick Mason, CEO & Founder at Turtl, explains:
"Personalisation is the difference between ABM working or not working. But the personalisation has to be meaningful. It really comes down to who you're going after, in terms of the type of business sector they're in, the type of person you're looking for, and that will help you determine which tactics to use".
Tailor your content to address each account’s specific challenges. This could mean creating custom landing pages, personalized email campaigns, or even sending direct mail - 46% of marketers include direct mail in their ABM strategies to engage key accounts.
Alignment between sales and marketing teams is essential. Companies with aligned teams are three times more likely to hit their customer acquisition goals. Track metrics like engagement, conversion rates, and customer lifetime value to evaluate success. For instance, SAP’s ABM program, which aligned its sales and marketing efforts, generated $27 million in new marketing pipeline opportunities.
For financial and SaaS businesses, combining strategic partnerships, hybrid sales approaches, and targeted ABM campaigns can lay the groundwork for lasting growth. Your channel strategy should adapt as you gather data and learn what resonates with your audience. Remember, it’s not about being everywhere - it’s about being where your customers are most likely to engage and convert.
Once you've chosen your channels, the real work begins - execution. This is where successful go-to-market (GTM) strategies separate themselves from the rest. At this stage, teamwork across departments like sales, marketing, customer success, and product development is essential. Everyone needs to align toward shared goals to achieve measurable growth. This phase builds on your earlier research and decisions, turning strategy into action.
Flawless execution depends on smooth processes, clear communication, and accessible resources. Companies that execute their GTM strategies consistently across all customer touchpoints are 30% more likely to succeed.
Your sales team can't succeed without the right tools and resources - especially when navigating complex buying processes, which are common in industries like financial services and SaaS. Sales enablement goes beyond basic training; it's about equipping your team with everything they need to excel at every stage of the sales cycle.
Start by mapping out your sales workflows to identify where additional support is needed. Then, create easily accessible resources like battle cards with key talking points, strategies for handling objections, and insights on competitors. Update these regularly based on market feedback to ensure they stay relevant.
Content is a cornerstone of sales enablement. Develop materials tailored to your ideal customer profiles, such as case studies, ROI calculators, and demo scripts. For financial services, this might include compliance checklists or regulatory guides. SaaS companies often benefit from integration guides and security documents that address the concerns of IT decision-makers.
Ongoing training is equally important. Regular role-playing sessions can help your team prepare for challenging scenarios, while a feedback loop allows sales reps to share what works in the field. Use these insights to refine your enablement materials over time.
Technology can make this process much easier. Sales enablement platforms help organize content, track usage, and measure effectiveness. When sales reps can quickly find the right materials for each situation, they spend less time searching and more time selling.
Finally, integrate a robust CRM system to centralize customer data and insights, ensuring your sales team has everything they need at their fingertips.
A strong CRM system is the backbone of any GTM strategy, especially for industries like financial services and SaaS, where sales cycles are often lengthy and complex. The biggest advantage of a CRM is that it consolidates customer information into a single, reliable source.
Choose a CRM that meets your industry’s unique needs. Financial services companies often require features like compliance tracking and audit trails, while SaaS businesses benefit from tools that integrate with product usage data and subscription management systems.
To ensure your CRM remains effective, focus on data hygiene from the start. Standardize data entry with consistent naming conventions, required fields, and regular validation processes. Poor data quality can undermine even the best GTM strategies.
Automation is another key feature to leverage. Use it for tasks like lead rotation and deal creation to reduce administrative work, allowing your team to focus on selling.
Integrating your CRM with other tools can amplify its value. Connect it with marketing automation platforms, customer support systems, and financial software to create a unified view of each customer and eliminate data silos.
Finally, implement user access controls based on team roles. Not everyone needs access to every piece of data, and setting up permissions ensures both security and efficiency.
Once your processes and tools are in place, the next step is to monitor performance and make improvements. Metrics are essential for evaluating the success of your GTM efforts and identifying areas for growth. Focus on metrics that directly tie to revenue, such as Customer Acquisition Cost (CAC), which measures how effectively you convert marketing spend into new customers, and Customer Lifetime Value (LTV), which reflects the long-term value of those customers. A healthy LTV-to-CAC ratio is typically 3:1 or higher.
Dig deeper into your sales funnel to identify weak points. For example, a low lead-to-opportunity conversion rate might indicate poor lead qualification, while a low opportunity-to-close rate could suggest issues with your value proposition or sales approach.
Stick to 5–7 key metrics that align with your main objectives. Create dashboards to make these metrics visible to relevant teams, fostering accountability and alignment across departments.
Performance reviews should go beyond numbers. Combine quantitative data with qualitative feedback to get a complete picture. What do the metrics reveal about customer behavior? Are there recurring objections that sales reps struggle to address? Use this blend of insights to refine your approach.
Benchmark your metrics against competitors to understand where you stand in the market. This can help you make better decisions and set realistic goals.
Remember, executing a GTM strategy isn’t a one-and-done process. It requires constant monitoring and the flexibility to adapt as needed. Treat your GTM strategy as a living document - something that evolves as you gather feedback and analyze performance data.
Use this feedback loop to refine your ideal customer profile, tweak your value proposition, and optimize your channel mix. The goal isn’t to get everything perfect from the start but to build a system that improves over time through consistent measurement and adjustment.
Crafting a go-to-market (GTM) strategy that fits your business goals and market position is key to long-term success. By thoroughly analyzing your market, shaping a strong value proposition, choosing the right channels, and executing with precision, you create a foundation that supports sustainable growth.
The numbers speak for themselves: companies with clear GTM strategies are 30% more likely to succeed, and SaaS businesses with well-planned approaches grow 20–30% faster. These results highlight the value of strategic planning paired with consistent execution.
Take inspiration from companies that have excelled with tailored GTM strategies. For instance, Notion expanded its user base from 1 million in 2019 to 30 million by 2023 by focusing on community engagement and offering a versatile product. Similarly, Pipedrive reached unicorn status and built a 100,000-strong customer base by addressing specific sales challenges through its GTM approach. These examples show how a well-adapted strategy can drive incredible results.
To stay ahead, your GTM strategy must evolve. Markets change, customer behaviors shift, and new opportunities arise. Companies that remain flexible and integrate feedback into their strategies are better positioned for long-term success. As Sven Hamburg, Chief Strategy Officer at Funnel, emphasizes:
"Coming up with, and continuously evolving, your GTM strategy is important, but it's not sufficient. Communication is equally - if not more - important. Anyone who's expected to contribute to executing your GTM strategy needs to understand it and buy into it."
A data-driven approach is crucial. Businesses that use data to guide their marketing efforts are 6% more profitable than their competitors. This means tracking performance metrics, analyzing customer feedback, and making informed adjustments to your strategy.
For industries like financial services and SaaS, the stakes are even higher. These sectors face complex sales cycles, demanding buyers, and fierce competition. A strong GTM strategy acts as a competitive edge, helping you connect with the right customers at the right time.
Start by evaluating your current market position, and then work through each step systematically. The aim isn’t to achieve perfection immediately but to create a system that evolves and improves over time through measurement and refinement.
To take your GTM strategy to the next level, consider partnering with Visora. Their expertise in financial and SaaS GTM consulting can help you seamlessly integrate these steps into a data-driven approach. Learn more at Visora.
Whether launching a new product, breaking into a new market, or accelerating existing growth, a custom GTM strategy is your roadmap to success. Companies that invest in this strategic foundation today are setting themselves up to lead their markets in the future.
Creating a solid Ideal Customer Profile (ICP) is a critical step in building a winning Go-To-Market (GTM) strategy. Start by pinpointing the key traits of your target customers. Focus on specifics like their industry, company size, annual revenue, and location. These details help you zero in on the customers who are most likely to see value in your product or service. The result? Quicker sales cycles and more loyal customers.
Once you’ve outlined the basics, take it a step further. Dive into your customers’ pain points, gather feedback through interviews, and study their buying habits. Make it a habit to revisit and refine your ICP regularly to keep up with changing market trends and customer needs. This ongoing process ensures your marketing and sales efforts stay on track, boosting your chances of steady, long-term growth.
To gauge how well your Go-To-Market (GTM) strategy is working, focus on tracking these key metrics: Customer Acquisition Cost (CAC), Customer Lifetime Value (LTV), Monthly Recurring Revenue (MRR), and conversion rates. These numbers offer a snapshot of how effectively your strategy is delivering results.
Analyzing these metrics on a regular basis can uncover areas that need attention. For instance, if your CAC is higher than your LTV, it might indicate inefficiencies in your acquisition strategy, suggesting it’s time to reassess your marketing channels or campaigns. Keeping a close eye on these numbers helps ensure your GTM strategy stays on course and adapts to evolving market conditions.
Choosing between a digital and hybrid sales model comes down to a few important considerations. Start by examining your target audience. If your customers lean toward online interactions, a digital model might suit them best. On the other hand, if they value a mix of personal connection and online convenience, a hybrid approach could provide the balance they’re looking for.
Think about the complexity of your product or service, too. Simpler offerings often work well with a digital model, as it can streamline the buying process. For more intricate solutions, a hybrid model allows for personalized demonstrations or consultations, which can help establish trust and ensure clarity. Finally, assess your available resources. Hybrid models often demand more investment in both technology and skilled personnel to manage the blend of in-person and digital interactions effectively.
Matching your sales model to your audience’s preferences, the nature of your product, and your resources can help you build a strategy that supports long-term growth.
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