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Entry Point 1 is thrilled to be a GTM Certified Partner with GTM Partners. GTM Partners simplifies #GTMstrategy through its comprehensive GTM Operating System, and IMHO has some of the most innovative thinking in #gtm today. Entry Point 1 scales #startups and transforms #scaleups through #FractionalCMO and GTM #Advisory services. Our goal is to bring you the best #frameworks and best execution #ecosystem to help you crush your 2024 goals. Ready? Let's go! 🚀 Thank you Sangram Vajre, Bryan Brown, Lindsay Cordell, Sarah Allen-Short, Karthiga Ratnam and the GTM Partners Team. Also, I'd like to thank Entry Point 1's amazing GTM OS partners - together we build out the revenue team to provide you with comprehensive gtm expertise - Revenue Reimagined, GrowthStory, SaaS Lumen, Revenue Retention Advisors LLC, and Arcadia Entry Point 1 #gtm #marketing #sales #revenue #revenueoperations, #enablement #customersuccess 👋 If you’re a Founder, CEO, CRO or CFO who needs help scaling your company, here’s how I can help: 🚩Book a 𝗳𝗿𝗲𝗲 strategy call  click the “Let’s work together” link in my profile. 🤝 Follow me for more on Fractional CMOs, GTM strategy, Applied AI, and most importantly, successfully transitioning from sales heroics to marketing-enabled revenue growth.

GTM Alliance 10 JULY 2024 2 MIN READ Ready, set, go-to-market Rich King #GTMALLIANCE #RICHARDKING #GTM #ProductLaunch We all know that launching a product is a major milestone, but what truly sets successful companies apart is their ability to nail a repeatable go-to-market (GTM) process. It’s not just about a single successful launch; it’s about creating a system that ensures every launch is as effective as the first. So, let’s dive into some tips that’ll help you build a rock-solid and repeatable GTM process. Conduct thorough market research The foundation of any successful GTM strategy is a deep understanding of your market. Regularly conduct market research to keep up-to-date with industry trends, customer needs, and competitive landscapes.Documenting these findings systematically helps you build a knowledge base that can be referenced for future launches. Set clear objectives Before diving into any launch, establish clear, measurable objectives.What are you hoping to achieve? Whether it’s a certain number of sales, market penetration, or user adoption rates, having specific goals helps align your team’s efforts and measure success the right way. Create consistent messaging Crafting a compelling message that resonates with your target audience is crucial. Develop a messaging framework that clearly articulates your product’s value proposition, addressing the pain points of your audience.Consistency in messaging across all channels ensures a unified brand voice and a stronger impact. Do detailed launch planning A detailed launch plan is essential for coordination and execution. Outline all the steps involved, assign responsibilities, and set deadlines. Include pre-launch, launch, and post-launch activities to cover all bases.This planning phase is critical to avoid last-minute scrambles and ensure a smooth rollout. Gather feedback and iterate Post-launch, get feedback from your team and customers. Analyzing what worked and what didn’t provides valuable insights for future launches.Iterating your process based on this feedback helps refine and improve your GTM strategy over time. Putting it all together Creating a repeatable GTM process requires dedication and a willingness to learn and adapt. Start by implementing these tips and gradually build a system tailored to your business needs. Remember, the key to a successful GTM process is not just execution but continuous improvement.To get started, grab your exclusive go-to-market template here. This comprehensive tool guides you through each phase of your GTM strategy, ensuring you cover all the critical steps. Our mission is to help organizations and leaders drive company-wide alignment and unity around go-to-market strategy.

Your GTM tams are not aligned and you’re leaving massive amounts of money on the table! If you are a GTM leader this should scare the 💩 out of you! And from what I’ve seen, most GTM organizations are not well aligned and it’s causing teams to: ✅ Flail in the field ✅ Burn out ✅ Quit ✅ Get put on PIPs ✅ And flat out miss their numbers... and yours! Do you want to work on your alignment? You’ll hear big claims like: “...for unlocking exponential growth” or “...for achieving sustained success”, you’ll need to do the following... blah blah blah Yea... starting to sound too complex to me and I hate complex! Let’s break it down into four simple areas: 1️⃣ Unified Vision & Goals: When marketing, sales, solutions consulting/engineering, and customer success share a common vision and goals, every effort is directed towards delighting customers and driving revenue. 2️⃣ Seamless Collaboration: May sound simple, but doing this in practice is hard. At its simplest, making sure GTM representation works with product and vice versa. 3️⃣ Data-Driven Decisions: Alignment ensures seamless data flow across departments, leading to better insights, smarter strategies, and more effective campaigns. No more guesswork—just precise, targeted actions! 4️⃣ Enhanced Customer Experience: A cohesive GTM strategy ensures a consistent and engaging experience at every customer touchpoint. Happy customers become loyal advocates. Frankly your number one goal should be to always delight your customers! The benefits are clear—higher conversion rates, faster sales cycles, reduced costs, and making more sales. Aligning your GTM strategy isn't just beneficial – it's essential – but not easy to do in practice! Let's work together to create exceptional customer experiences! How have you aligned or thinking of aligning your GTM teams? Share your experiences and insights in the comments below 👇 or DM me to discuss your situation. Rooting for you! -------------------------------------------------------------------- I'm Aaron Fromm and I’m dedicated to helping GTM teams perform at their highest levels. Follow me for real strategies that work. #GoToMarket #SalesAndMarketing #SalesEngineering #CustomerSuccess #Leadership

The Smartest Human in GTM Award (if there was one) would no doubt go to: 🐶 Jacco. He’s the (Dutch)man behind the concept of the Bowtie and the analogy of go-to-market being much like a factory. The more GTM frameworks I observe from the inside, the more the dots connect between manufacturing, process optimization and…: getting companies to buy expensive cloud-stuff. It’s his framework that led me to the Better GTM structure (in carousel). I built it on top of his Bowtie model. Here's why it matters: If you put on a hard-ass manufacturing mindset… and let your inner process-freak come alive, you’ll see how much sense it makes to 1. define what should happen in each blue box 2. define the exit criteria: what makes a buyer go from one box to the next 3. define the measuring points between the blue boxes Once you’ve done that for the whole GTM motion, you then dissect it by the main avenues or sources: - inbound source - cold outbound source - partnership or referral source At this point, it’ll be impossible to unsee the obvious: 1. where your bottleneck is 2. your outbound probably sucks bad Once you’ve identified the bottleneck, you can get to work right there and fix that constraint. When you succeed at fixing that, good news: there will be another constraint/bottleneck! And so on… 𝗖𝗼𝗺𝗺𝗼𝗻 𝗼𝗯𝗷𝗲𝗰𝘁𝗶𝗼𝗻 𝘁𝗼 𝘁𝗵𝗲 𝗺𝗼𝗱𝗲𝗹 A common objection: .................. ---- 😱 𝘙𝘢𝘯 𝘰𝘶𝘵 𝘰𝘧 𝘴𝘱𝘢𝘤𝘦, 𝘤𝘰𝘯𝘵'𝘥 𝘰𝘯 𝘚𝘶𝘣𝘴𝘵𝘢𝘤𝘬: ---- https://lnkd.in/dTiWXF3j »» This is an excerpt from my Substack Newsletter, which typically goes into greater detail about things I talk about on Linkedin. If you feel you could use more depth than what you get here, subscribe to my Substack on the above link.

Has GTM fully shifted into its Helpful Era? You've likely heard the buzz that best practices around GTM strategies have shifted — that they’re no longer about a single moment of conversion or a one-time transaction. It begs the question: Should they have ever been? Understanding how we got here is important — and why this shift away from the former GTM model is happening. This much is certain: the rules have shifted, and every company needs a new commercial approach rooted in thoughtful and genuine long-term value creation — one that feels like you are running a marathon in the customer’s shoes. #alwaysbehelping Read more here: https://lnkd.in/eY2hQPmM

What are the most important GTM Metrics to share in a board meeting? A topic Dave Kellogg and I discussed on SaaS Talk with the Metrics Brothers.. The catalyst was the ICONIQ Growth "Essential GTM Board Slides" Below are my ideas for the GTM Board Slides and Metrics: 1️⃣ GTM Scorecard 👉 New ARR - 5 rolling quarters of history and next quarter forecast 👉 Expansion ARR - 5 rolling quarters of history and next quarter forecast 👉 Net New ARR - 5 rolling quarters of history and next quarter forecast 👉 Net Revenue Retention - 5 rolling quarters of history and next quarter forecast 👉 New + Expansion ARR/FTE - 5 rolling quarters of history 2️⃣ Key Wins and Losses - 2 slides 👉 New Logo wins - include name, ACV, Product, Source and top competitors 👉 New Logo losses (name, value, product, competitor, reason) 👉 Expansion wins (name, value, Product, Source) 👉 Expansion losses (name, value, product, competitor, reason) 👉 Churn - (name, value, product, competitor, reason) 👉 Downsell - (name, value, product, competitor, reason) 3️⃣ Key Opportunities and Risks - 2 slides 👉 New Logos (name, value, product, competitors, stage) 👉 Expansion Opps (name, value, product, competitors, stage) 👉 Retention Risks (name, value, product, risk reason, timing) 👉 Downsell Risks (name, value, product, risk reason, timing) 4️⃣ Pipeline Performance 👉 Pipeline Waterfall Chart (Previous Quarter) - Starting Pipeline - New Pipeline Generated (+) - Pipeline pulled in from future (+) - Pipeline increase from increased deal size (+) - Pipeline decrease won deals (-) - Pipeline decrease from slipped deals (-) - Pipeline decrease from lost deals (-) - Ending Pipeline 5️⃣ Pipeline Generation 👉 Pipeline Generated by Source (previous 5 quarters and forecast) - Inbound Marketing (actual versus goal) - Outbound SDRs (actual versus goal) - Outbound AEs (actual versus goal) - Partners (actual versus goal) - Sources specific to you (ABX, Referrals, etc) 👉 Pipeline Costs and Returns (rolling 5 quarters) - Cost per Opportunity (by high level source if possible) - Cost per $ qualified pipeline (by high level source if possible) - Cost per $ Closed-Won (by high level source if possible) 6️⃣ Pipeline Conversion 👉 Pipeline Coverage Ratio (Total and By High Level Source) 👉 Pipeline Conversion of key steps in Funnel (Leads --> Closed-Won) 7️⃣ Retention and Churn 👉 Gross Revenue Retention - Total and by Segment rolling 5 quarters 👉 Net Revenue Retention - Total and by Segment rolling 5 quarters 8️⃣ Sales Capacity and Productivity 👉 Capacity vs Bookings vs Goal (rolling 5/9 quarters + next) 👉 GTM Headcount (rolling 5/9 quarters + next) 👉 New ARR/FTE and Retained ARR/FTE 🙋♂️ Additions? #b2bsaas #metrics

No one taught you solid GTM fundamentals It's no wonder your pipeline looks so sad right now Everyone defaults to more volume of leads. The math totally makes sense. But .... Have you revisited your segmentation and messaging? Defining your market segments can't be an afterthought. It's the most mission-critical task for revenue. Companies look generic in the market, because they're thinking generic. Here’s how to do it right: 1) Define Clear Objectives: - Why are you segmenting the market? - New logos? - Marketing efficiency? - New product launch? 2) Use Multiple Segmentation Criteria: - Demographic - Psychographic - Geographic - Behavioral - Firmographic This is a true complete picture. 3) Conduct Thorough Research to Understand: - Characteristics - Preferences - Behaviors Short on time? Use Perplexity. (seriously, 75 minutes yesterday I blew the doors off a business model) 4) Ensure Segments are Measurable and Profitable: - You can only do this when you have segments ;) 5) Test and Iterate: - Experiment on your segments and follow data. - Then, adapt or double down. Avoid these mistakes: 1) Overly Generic Segmentation: - You can't describe a segment in less than 10 words. - That's not granular enough if you can. 2) Ignoring Data and Insights: - Very few companies use data correctly. - Go take a class or hire someone to help. 3) Lack of Alignment with Business Goals: - Is this aligned with your GTM motion? - Retention is different from new logos. 4) Neglecting to Reassess Segments: - The market changes faster than ever. - This is not a set-it-and-forget-it exercise. If you really understand your market, your messaging becomes easy breezy. When your messaging is easy breezy, it's easier to buy from you. Is 75 minutes spent worth a healthier pipeline?

I spent 3 days in Atlanta last week, joining the largest event organized by GTM Partners. It was a blast with tons of learning. 3 themes came out. 1️⃣ PEOPLE over STACK. Many are frustrated with their stack ("We don't have a tech stack, we have a tech PILE" 😅).  But many conversations were about the PEOPLE. 💡 It's hard to get teams to adapt to a new GTM reality. It is more critical than ever to provide "CLARITY". Make sure your people know exactly what is expected of them. Acknowledge that some will NOT change. Help them find a place that is a better fit. 💡 Rename your MQLs/MQAs. Few sellers love their MQLs/MQAs. It is a self-fulfilling prophecy: sales don't work those leads -> they don't generate pipeline -> sales think they are bad leads.  A surprising number of marketers saw success by "rebranding" MQLs using different names, like "HQL" ("high quality leads"). 💡 Make sure your systems are fair. "People are loyal to systems that are loyal to them" ( Rachel Christopher ). For example, your sales SLA should exclude response time on late Friday afternoons and vacations. 💡 Don't automate your dashboards too soon. Ask your team to update their dashboards by hand first. It forces them to think about the numbers. 2️⃣ CEOs and boards now see Retention and Expansion as critical to hitting revenue goals. 💡 It changes the dynamic in GTM. Churn is not a CS problem. It is a business problem, owned by the CEO. CMOs are asked to help with the full customer lifecycle (eg. customer marketing). More CS orgs have moved under the CRO. Most CSMs (62%) now own a revenue number that includes expansions. 💡 Focus on CUSTOMER BUSINESS OUTCOMES "Expansions is not selling more products. It is helping your customers get their next business outcome " ( Karen Budell ). Your AMs need to be very good at identifying a SPECIFIC use case. Have a "menu" of use cases to pick from, based on persona + problem ( Julien Sauvage 🥖 ). 3️⃣ Signal-based Selling is on everyone's mind. 💡 Nobody believes in dark intent anymore. INTEREST is not INTENT (  Keith Pearce ). GTM leaders are looking for true buying signals. 💡 Too much signals = noise. Most teams DO NOT know what signals are meaningful. They bought many tools, and are still planning to buy more data, hoping something works out. 💡 Few have a set of sales plays to execute consistently on. BDRs are the final link of the chain to generate pipeline. But they are the least trained and enabled in the GTM org. MadKudu is an expert on all those things, so it was fun to trade notes on signals and plays that actually work today! THANK YOU Sangram Vajre , Karthiga Ratnam , Bryan Brown, and the team for this beautiful event, Anthony Kennada for the sweet interview, and Rachel Christopher for the GREAT TALK + hosting us at the Autodesk Construction Cloud office of Atlanta!    PS: quick tip - nothing beats a bunch of drummers wearing sci-fi costumes with flashing lights to wake attendees up!

As 2025 approaches, it’s time to rethink and evolve your GTM strategy to stay ahead of market shifts and changes in buyer behavior. We’ve got just the session to help you do that on RevCon! 🎉   Join four GTM leaders as they break down key lessons and share practical tips for creating a winning GTM plan for 2025.    Key Learnings: - Learn how changes in conditions and buyer behavior affect your GTM strategy. - Best practices for flexible, scalable GTM strategies. - Tips for seamless collaboration across sales, marketing, and product teams. - Insights from experts on essential elements for successful 2025 GTM plans. Confirm your free spot here! ➡ https://lnkd.in/dwvzcPka ⭐ Meet the panel: Sangram Vajre, Founder & CEO @ GTM Partners Co-Founder and CEO of GTM Partners, formerly with Salesforce and Terminus. Host of MOVE: A Go-To-Market podcast and bestselling author of MOVE. Kate M. Hahn MBA, Head of Growth Marketing @ Bazaarvoice Marketing leader utilizing data-driven strategies and cross-functional collaboration to drive revenue through integrated campaigns and sales enablement. Karin Stevens, EVP, Chief Marketing Officer @ Overhaul Oversees GTM strategies with 18 years in customer management and marketing. Experience across startups to Fortune 500s, from pre-revenue to $75M+. Mary Kay Evans, Chief GTM Officer at Alida GTM Leader with 20+ years in marketing, product, and revenue ops for SaaS and tech firms. Raised over $2B in funding with 11 exits and 1 IPO. Register here! ➡ https://lnkd.in/dwvzcPka