go-to-market business plan template

GO-TO-MARKET

READINESSA Best-in-Class, Integrated Go-to-Market Approach For B2B Product And Service Providers Focused On New Customer Acquisition And Loyalty-based Retention/Expansion.

Joseph Schwartz

914-414-9935 | [email protected]

www.businessatscale.com

Copyright (C) 2013-2015 Business@Scale LLC 1

Scalability

Operational consistency & repeatability

Measurement at every level

Clarity

Role clarity

Value aligned

Segment focused

Voice of the customer

Agility

Lightweight processes

Integrated revenue teams (sales & marketing)

Leadership

SMART governance

Accountability

Efficient Execution

Maximized pipeline velocity & yield

BEST-IN-CLASS MARKETERS KNOW THAT

EFFICIENT GROWTH REQUIRES:

Value-driven marketing “DNA.”


Overarching Goal: Customer Buying Cycle

Alignment

Unknown

Prospects

Visitors

Known

Contact

Qualified Lead

Opportunity Closed

Value Realization

Support

Sales Process

First impressions:• Simple• Intuitive• Transparent

Guide to the right solution. Build excitement about what we offer.

Showcase the value our solutions can deliver. Drive selection of solution.

Deliver the promised value. Reinforce selection of solution. Expand our presence.


Common Challenges

Align Sales, Product, Marketing and Services

Maximize Win Rates, Sales Velocity and Yield

Mitigate Challenges of an Inexperienced Team

to a common set of corp. & LOB business goals & KPIs

shorten sales cycles while extracting the highest possible value

get the most out of every person, asset, or program

Optimize Go-To-Market

to ensure that our offers are targeted to the right customers

Demonstrate Transparency

to track performance, cost and activities


Negative Business Consequences

Product

• Over-committed, priorities not aligned to customer value paths

Sales

• Inconsistent process, lack of proper training and tools, resources not allocated to maximize yield

Marketing

• Lacking basic infrastructure, assets, skills and capabilities to support GTM


Elements of the Approach

• Go-to-Market Readiness Assessment1

• Integrated Planning and Operating Model2

• Value Framework3


Starting Point: The Go-to-Market

Readiness Assessment

Need: Build

Foundation

Capabilities

Need: Change

the Way We

Function

Identify gaps in foundational go-to-

market capabilities and maturity.


Integrated Demand Gen Performance

Analysis

Stage 90 Day

Conversion

%

Inquiry 36%

MQL 10%

SQL 58%

Oppty. 57 %

2013 Q1 Numbers

Lead Source Targets Created Inquiry % MQL % SQL %Oppty. Closed

Opps Created / Lead Source Program Cost CPL

Events 1230 444 36% 57 13% 2 4% 1 $82,920.00 $178,277.24 $3,127.67

LDR Inbound 92 218 237% 29 13% 12 41% 8 $213,600.00 $51,946.65 $1,791.26

LDR Outbound 3857 632 16% 34 5% 6 18% 3 $264,000.00 $51,946.65 $1,527.84

Website 314 660 210% 52 8% 6 12% 3 $394,200.00 $87,071.61 $1,674.45

Webinar 305 174 57% 45 26% 0% $79,571.61 $1,768.26

Totals 5798 2128 37% 217 10% 26 12% 15 0 $954,720.00 $448,813.77 $2,068.27

LDRs acting as BDRs,

comp not aligned to

volume or quality, just

revenue

CPL of $2k is

unsustainable, 85% of

2013 budget already

committed to current

model

Lead management

system, lead database,

business rules and lead

flows

Substantial cleanup and

realignment needed, est.

TTF 3-4 quarters at

current investment levels


An Integrated GTM Operating Model

Addresses Key Challenges

Collaboration Platform

Planning

GTM Goals & Plan

Execution

Integrated Marketing Plan

Reporting

Results Dashboard &

Balanced Scorecard

Leadership & Accountability :Line of Business Owners and

Marketing Leaders

Focused & Fast Execution:Integrated Marketing Team

Initiative Based Model

Process and Task

Orientation/Mgt.:Process Manager

WW Marketing Representatives

Named individual for: AR/PR, Field Mktg, Online Marketing

LoB Marketing Representatives

Named individual for: Product, Solutions, Technical

Weekly cadence, monthly status


Integrated Planning ModelCollaborative effort with distinct goals in four key phases

Planning Integrated Strategy

Definition & Alignment

Execution Development and Implementation of Functional Plans

Reporting Record and

Analyze Results

Optimization Refine and

Update Marketing Plans

INPUTS

•Business goals

•Audience Segment

•Market Opportunity

Assessment

•Selling Strategy

•Competitive Landscape

•GTM Execution Matrix

•Key Messages

•Asset Inventory

•Key Industry Events

•Business Goals, KPIs

•SLAs

•Proposed Budgets

OUTPUTS

•Go-to-Market Summary

Document

•Key Marketing Strategies

and Projects

•Marketing Goals and KPIs

•SLA Definitions Matrix

•Approved Budget

INPUTS

•Integrated Marketing Plan

OUTPUTS

•Plan updates based on

changes in business

requirements

•Plan optimization & refinement

based on performance

INPUTS

•Go-to-Market Summary

Document

•Key Marketing Strategies and

Projects

•Approved Budget

OUTPUTS

•Functional Plans

-Key Marketing Activities

-Operational Metrics

-Metric Targets

INPUTS

•Key Marketing Activities

•Operational Metrics

•Metric Targets

•Issues, resolutions

•Actions

•Budget Asks

•Budget % spend by category

and Product Line (Actual vs.

Forecast)

•Functional metrics

•Highlights

OUTPUTS

•Integrated Marketing Plan

•ELT Deck

• Marketing Balanced Scorecard

•QBR


Planning Milestone SummaryActivity/Deliverable

LOB Services

Draft Business Plan sent to WW MarketingX X X X X X X X

100% 100% 100% 100% 100% 100% 100% 100%

Final GTM inputs of the Business Plan X X X X X X X X

100% 100% 100% 100% 100% 100% 100% 100%

Draft IDG, Global Comm, Field Marketing PlansX X X X X X X X

100% 100% 100% 100% 100% 100% 100% 100%

Working Draft Integrated Marketing Plan (IMP) X X X X X X X X

100% 100% 100% 100% 100% 100% 100% 100%

Working Draft of Results Dashboard X X X X X X X X

100% 100% 100% 100% 100% 100% 100% 100%

FINAL Integrated Marketing Plan X X X X X X X X

100% 100% 100% 100% 100% 100% 100% 100%

KPI Maps X X X X X X X X

Executive Summary BriefingsX X X X X X X X

100% 100% 100% 100% 100% 100% 100% 100%

Comments

1. LOB

2. Services

2 31 4 5 6 7 8


Value Framework

Key value drivers

Before and After Scenarios• Key threats and opportunities

• Develop the need

• Elevate the urgency

Enablers• Product and service offerings

• Metrics

• Proof points

Clearly defensible

Unique, comparative & holistic

differentiation

Value Menu

Value Cards

Defensible

Differentiators

OUTCOMES

Basis for customer

conversation

Understanding of

needs and priority

Vision and guidance

Product and service

Proof and confidence

Why your solution?

Value Paths, Business Scenarios, Business & Technical Use Cases

DELIVERABLES


Customer Value Flow


Solution Value Chain AlignmentAligning Sales & Marketing With The Product Development Process


Measurable ResultsAlign Sales, Product, Marketing and Services

Alignment between metrics-driven LOB portfolio plans and global integrated go-to-market plan,

supported by product plan and capabilities, aligned to corp. growth targets and initiatives.

Demonstrate Transparency

All functions aligned to planned targets with annual, quarterly and monthly planning and

execution cadence using balanced score cards and operational dashboards.

Optimize Go-To-Market

Account segmentation to align GTM resources to focus on where the largest spend exists for our

solutions. Low touch and online marketing drive transactional model for mid-market and emerging

accounts.

Maximize Win Rates, Sales Velocity and Yield

Named account marketing and selling, delivery of solutions through buyer-focused value paths as

delivered by product use cases; value selling and deal making based on defensible ROI identified

during discovery. Measured by pipeline yield and win-rate growth.

Mitigate Challenges of an Inexperienced Team

Cross-functional initiative-based operating model, value based sales training and ongoing

education, specialists integrated with go-to-market teams. Team score carding for ongoing

measurement and continuous improvement.


WORK SAMPLESExamples from Foundation Capabilities Development

Planning / Execution

Marketing Operations Dashboard Example


Sample Foundation Initiative Work Streams

WorkstreamQ2 Q3 Q4

Apr May Jun Jul Aug Sep Oct Nov Dec

1 Account Segmentation

2 Customer Profiling

3 Messaging and Content

4 Value Framework

5 Content Universe Refresh

6 Global Communications Framework

7 Marketing Planning / Execution Framework

8 Integrated Demand Gen Framework

9 Cust. Sat. Measurement

6/30/13

TBD

6/1/13

6/15/13

5/30/13

TBD

TBD

TBD

6/30/13


Sample Work Stream Tracker: Value Framework

Project Manager Workstream LeadOverall

StatusStart Date End Date

xxxxxxxx SVP, Marketing 5/13/13 6/15/13

Inputs:

Mission:

Crate value-oriented messaging framework for Operative corp.-level and LOB level. Define value drivers,

value menus, defensible differentiators, customer initiatives, value paths and use cases. Align to

segmentation model and buyer landscape.

Outputs:

• Value models/value path definitions

• Buyer landscapes

• Value aligned business use cases

• Account segmentation model

• High level account segmentation alignment with

solution maps

• Value drivers

• Value menus

• Defensible differentiators

• Customer initiatives

• Value paths and use cases

Key Dependencies:

• Account segmentation model

• Buyer landscapes

• High level customer profiles

• LOB GTM business plans


Sample Work Stream Tracker: Content Universe

Project Manager Workstream LeadOverall

StatusStart Date End Date

xxxxxxxx Global Comm Manager 4/17/13 6/30/13

Inputs:

Mission:

Create inventory of all marketing content across all channels, e.g.., Web, Social, customer facing, sales

enablement, etc. Align to buyer landscape, customer initiatives and value paths, buyer cycle, sales cycle,

OMI messenger, etc. and manage to freshness and completeness. Include RACI to ensure ownership,

accountability, etc.

Outputs:

• Inventory audit

• Buyer landscape

• Customer initiatives and value paths

• Buyer cycle

• Sales cycle

• Content development plan aligned to the

business

• Revised strategic content framework aligned to

customer lifecycle and value paths

Key Dependencies:

• Prioritization of input from content universe stakeholders

• Value Path Definitions

• High level customer profiles


Sample Marketing Results DashboardFY15

(Baseline)

FY15 (Goal)

Q1

Target

Q1

Actual

Q2

Target

Q2

Actual

Q3

Target

Q3

Actual

Q4

Target

Q4

Actual

Integrated Demand Gen

Web: # Visitors by page 0 0 0 0 0 0 0 0 0 0

Web: % of visitors who viewed an offer 0 0 0 0 0 0 0 0 0 0

SEO: % Visibility Score 0 0 0 0 0 0 0 0 0 0

Social: traffic back to BMC.com from

social0 0 0 0 0 0 0 0 0 0

Social conversation (mentions) 0 0 0 0 0 0 0 0 0 0

Social Click Engagement ( Clicks to

URLs)0 0 0 0 0 0 0 0 0 0

Social: Share of Voice 0 0 0 0 0 0 0 0 0 0

Contact Engagement: % overall DB

response to offer0 0 0 0 0 0 0 0 0 0

Social: Community Visitors 0 0 0 0 0 0 0 0 0 0

Social: New Content on Blog 0 0 0 0 0 0 0 0 0 0

Customer References

References influenced w/ Customer Connect 0 0 0 0 0 0 0 0 0 0

Unique customer quotes in Press Releases 0 0 0 0 0 0 0 0 0 0

Customers participating in webinars 0 0 0 0 0 0 0 0 0 0

Market Awareness

Positive position from Tier 1 analyst

reports0 0 0 0 0 0 0 0 0 0

# Forrester published customer case

studies0 0 0 0 0 0 0 0 0 0

% of coverage (16% to 19%) penetration

within Tier 1 analyst reports0 0 0 0 0 0 0 0 0 0

Promotion of client wins & successes

w/analysts0 0 0 0 0 0 0 0 0 0

Proactive customer references to analysts 0 0 0 0 0 0 0 0 0 0


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