The Progress Advantage’s Post

2 Years ago, I set out to be more helpful. Being a devoted fan of technology companies at every stage, I set out to help companies at all sizes get better. I’ve always believed in the power of momentum, and that tactics inform strategy — not the other way around. The sooner you identify winning behaviors, the sooner you can double down on them, start to build momentum, and move faster toward your goals. I’m launching The Progress Advantage (https://lnkd.in/gRXS2xzr) as a place to share my thoughts and experience on this new era of GTM, for anyone who is interested. Sometimes these will be the product of some mid-flight plane thoughts. Other times, they’ll be tactical guides to implementing GTM strategies. Either way, these resources will always be free and ungated — meant for sharing, and learning together, and starting conversations. Thank you to all the founders and operators who put their trust in me and have given me the opportunity to do my life's work! And for those founders who need a bit of consultative help along the way, I’m happy to chat further about your specific needs — or to help dig into what’s keeping you from your next phase of growth.  Follow The Progress Advantage , we are just getting started! #alwaysbehelping

The non-obvious root-cause behind GTM programs failing. You've been taught the issues are • "lack of alignment" and • "executives not getting it" and • "chasing leads rather than ABM-ing" ...but these are actually just consequences, not the root cause. Teams aren't doing the right things. Why? They're not running aligned programs, plays. Why? Because they have plans that suck, can't be executed. Why? Because they have the wrong understanding about how GTM works and thus create useless plans. Yeah, it's a mindset issue. Lack of alignment and the other usual suspects on the list... they ain't the root cause, peeps. It comes from not understanding that: client acquisition is not the sum of activities, but rather processes in motion. SOLUTION (Carousels 4-5): 1. map buyer journey stages 2. figure out the goal of each stage 3. figure out how you'll measure progress 4. create cross-team programs that guide buyers downstream 5. then from this aligned GTM plan, create deptartment-level plans Yeah there's more to it, so I'll take you into how we set this up and create a single motion that would work for 97% of you reading this... and scale it into the tens of millions $ ARR: https://lnkd.in/gnDJ4u8P ps.: This training is part 2 of last week's "The Single GTM Motion that Scales to $50M" class. If you sign up, you get the recording of part 1.

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.

Account-Based GTM: A Modernized Framework

Account-Based GTM: A Modernized Framework

Your GTM strategy is not a one-and-done project! It's a strategy that needs attention, care, and constant tweaking. If it starts collecting dust and not working anymore, here are a few things you can do to improve it: 1️⃣ Use a continuous feedback loop to adjust your strategy based on customer and market research. The market and B2B buyers are evolving, and so should your GTM strategy. 2️⃣ Make quick decisions to gain a competitive advantage. For example, adjust product capabilities or features, change pricing strategies in response to competitors, or enhance your marketing strategy based on your ideal customer profile's buying decisions. 3️⃣ Align with your GTM team so that marketing, sales, product, and customer service are all on board and execute the updated GTM strategy. Siloed work among teams can lead to inefficiencies. 4️⃣ Refine your GTM strategy as you go. Identify and double down on the sources that generate pipeline effectively, which will further help optimize your GTM strategy. Remember, your GTM strategy isn't just about launching your product. It's also an ongoing process of marketing it after its launch.

GTM 96: The Three Pillars of a Modern Go-To-Market Strategy Every Revenue Leader Should Know with Kelly Hopping

How to build your GTM strategy from scratch

Account-Based GTM: A Modernized Framework

GTM 96: The Three Pillars of a Modern Go-To-Market Strategy Every Revenue Leader Should Know with Kelly Hopping