Ironically, the least successful and most difficult task for companies is often not development of go-to-market strategy, but actually the execution of those plans.
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From the category archives:
Strategy
“We’ve established three key priorities: strategy, execution and culture. What’s most important is the interrelations between the three.” Given the formation of the your go-to-market strategy and its objectives, actions and resources, four question areas will arise.
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Once you’ve zeroed in on your target market, you need to get to know that ideal “bull’s eye” customer. Whether you’re in B2B or B2C, at the end of the day, the person who makes the purchase is a person. It is a human being with objectives, problems, challenges, fears, and opportunities, and you need to get to know what those are.
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According to former Navy Captain and major airline pilot, Scott Davies, before a commercial airliner is allowed to take off, it must file a flight plan documenting its intended destination, route, and other paramaters – your go-to-market strategy should be similarly planned out before “taking off.”
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If you don’t know where you’re going, it doesn’t much matter which direction you take the organization. Objectives are necessary in order to have a clear and clean cut view of where the organization is going.
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As you formulate and refine your value proposition, the best thing you can do for it is to simplify. There are few practical steps will help you get to the “pearl of great price” of your offering, and really let it shine.
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We tend to think of “mission” in the singular. “Your mission, should you choose to accept it…” and such. As a marketer, however, your mission is two-fold – you have both the corporate mission, and your product’s mission to consider.
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You can’t have it all. You can’t do it all, if you’re offering any kind of product or service to anybody. The simple reality is that everything in life requires trade-offs.
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