How do you balance speed and quality when launching and scaling your go-to-market strategy?

1. Define overall goals - Start with your overarching business goals. What problem are you solving? What value are you creating? - Translate these goals into specific GTM objectives. Aim for SMART goals: Specific, Measurable, Achievable, Relevant, and Time-bound. 2. Define Key Performance Indicators (KPIs) - For each GTM objective, identify metrics that will measure its success. - Use a mix of quantitative and qualitative metrics, such as market share, customer acquisition cost, customer lifetime value, and net promoter score 3. Track and Analyze Performance: - Regularly monitor your KPIs and adjust your GTM strategy as needed. - Use data-driven insights to optimize your campaigns and maximize your return on investment.

I've found helpful to understand where you are optimizing: Relevance, Resonance, or Reach? Starting with scale is a recipe for compromising audience and message (quality). Relevance: who is this for (you can't say the right thing to wrong person/company) Resonance: How can we resonate with our relevant audience? Reach: How can we scale? Each one reinforces the next.

Specificity is key here: General goals like "increase market share" are a starting point, but they need to be broken down into more specific targets. For instance, "increase market share by 15% in the mid-market segment within 12 months" is more actionable.

What I have found helpful is to start from the value your product/service provides and reverse engineer: How exactly will your product/service provide value? What are your differentiator? What is your ideal customer profile and their underserved needs? And don't forget: Think BIG, start small!

There is one big challenge with validating your assumptions by conducting market research, customer interviews, and surveys: you rely on external data. The alternative is to get real-world evidence data straight through your product. For example, Slack found out that once new clients sent 2,000 team messages and involved 20+ users there was a much higher chance that these customers stayed with them (and even expanded their usage). They also found out that the event of the CRM integration was another leading indicator for feature success and retention. Hubspot's leading indicators for retention during onboarding of new clients: 5 features used out of the 25 features within 60 days.

Validating your assumptions is crucial to reducing risk and ensuring your product or service hits the market successfully. 1. Identify Key Assumptions: - Critical assumptions of your GTM strategy could be assumptions about your target market, product value proposition, pricing strategy, marketing channels, or sales tactics. - Focus on assumptions with the highest potential impact on your success. 2. Choose Validation Methods: - Customer interviews: understand customer needs, pain points, and preferences. - Surveys: gather quantitative data from a large sample of potential customers. - Landing pages and pre-order: test interest and willingness to pay. - Minimum Viable Product (MVP): test core functionalities and gather user feedback

🔍 Before diving into your strategy, challenge your assumptions. Relying solely on presumptions without backing them with data can lead to misdirected efforts. Regular validation through market research, customer interviews, or experiments is vital. This approach helps in uncovering real customer needs and preferences, avoiding pitfalls of investing in solutions that might not resonate with your target audience.

When balancing speed and quality in GTM launch and scaling, I find it useful to prioritise quality in the planning to ensure you are doing the right things, but validate assumptions such as channel strategy with quick experiments. I've learned that investing time in finding the right key assumptions about your market, their pain points, etc. pays off. But when you're trying to validate the best channel, format or message to reach a new market, don't try to do everything at once. Do short experiments instead. This will give you those quick wins and allow you to improve your methods at the same time.

Más calle y menos escritorio. EL PowerPoint y el Excel todo lo pueden razón por la cual es necesario validar las hipótesis en campo Indicadores, supuestos, tamaños de mercado se tienen que validar.

Testing your solution and gathering feedback is absolute key. However, it is important to find common themes in the data. If you have 20 customer with 20 different expectations of your solution, what will you do? Find the similarities in the data with which you can really enhance your solution and provide value to your ideal customer profile without being distracted

Once assumptions are validated, testing your solution with real or potential customers is crucial. This step ensures your solution effectively solves their problems and meets expectations. Depending on your development stage, various methods like prototypes, demos, beta versions, MVPs, or pilots can be employed. For example, using Segmentable, we identified the most relevant user segment for our software tool's beta testing. This targeted approach allowed us to gather specific feedback on usability and satisfaction, crucial for refining the product and go-to-market strategy. Collecting and analyzing this feedback helps improve the solution, ensuring it not only addresses customer needs but also adds value.

🚀 Testing your solution with real or potential customers is a critical step. This phase is about ensuring that your solution not only addresses the customers’ problems but also delivers value and meets expectations. Utilize prototypes, MVPs, or pilots as tools to gather valuable feedback. This feedback is a goldmine for refining your go-to-market strategy, ensuring it resonates well with your target market.

Testing a feature or add-on as a beta version with existing customers can be challenging, depending on the product, service, or vertical. With design partners, there tends to be more agreeability and openness to feedback. However, when dealing with existing customers, it is crucial to ensure that the new beta version does not adversely affect their current deployment. Testing the beta version within a controlled environment configuration or a replicated environment before implementing it in the customer's actual system is a measure not to be taken lightly. It proactively addresses discrepancies between the complexity of the customer's environment and the assumptions made during product development.

Testeo o piloteo. Desarrollar espacios en los cuales se pueda desarrollar lo planteado estratégicamente con el objetivo de: - Mejorar - Validar hipótesis - Aprender - revisar las capacidades necesarias para escalar rapida y rentablemente

These are generally steps to iterate and optimize your go-to-market strategy: 1. Feedback loop: establish a process for collecting and analyzing customer feedback on your GTM strategy. 2. Choose the right tools: leverage data analytics, A/B testing, and user surveys to gain actionable insights. 3. Continuous learning: stay updated on industry trends and experiment with new GTM approaches. 4. Collaboration is key: break down silos and ensure cross-functional teams work together for optimal results. 5. Measure and adapt: track key metrics and adjust your GTM strategy based on data and feedback.

Continuous feedback collection and customer surveys should be a fixed part of your customer engagement methodology. This will ensure that you anticipate market trends, customer needs and solution usage feedback. Ultimately, your goal should be to not have only customers, but raving fans (which will also increase your brand reputation)

Iterating and optimizing your go-to-market strategy is a continuous cycle of learning and refinement. It's crucial to adapt both your solution and strategy based on ongoing feedback and market data. Regularly monitoring and analyzing performance against set goals and metrics is key. For example, in a project where we launched a new app, post-launch feedback indicated a need for additional features. Using Segmentable, we analyzed user behavior to understand these needs better. Based on this, we iterated the app's features and marketing approach, which significantly improved user engagement and satisfaction.

Embracing experimentation and feedback has been key to refining my approach, with tools like GrowthHackers and UserVoice facilitating continuous learning and strategy fine-tuning. Usability testing through UsabilityHub has provided essential insights into user experience. Monitoring tools like Mixpanel helps me stay informed on user behavior, guiding my decisions. A/B testing validates my choices, ensuring effective iterations. Agile retrospectives encourage reflection and growth, while growth-hacking techniques push rapid optimization. This blend of methodologies and tools keeps my strategy agile, balancing speed with quality in a dynamic market landscape.

♻️ Continual iteration and optimization are the heartbeats of a successful go-to-market strategy. This process is all about learning from customer feedback and market data, constantly refining your solution and strategy. Keeping a close eye on how your efforts measure against your set goals and metrics allows for timely adjustments, enhancing both the speed and quality of your strategy’s execution.

Some of the best B2B marketing activities don't scale well, for different reasons. Google Ads, for example - is really limited by relevant search volume. If not that many people are looking for what it is you do - that's a limit to scale. In LinkedIn Ads, you can reach a lot more of your TAM - but you're still limited by your TAM. Ultimately though, when most B2B marketers are running performance marketing campaigns - leadgen mostly - the biggest limit to scale is the performance plateau. At some point, performance marketing alone brings in diminishing returns if you're not also investing in brand advertising.

To scale smartly, prioritize: 1. Identifying high-impact channels, partners, and markets. 2. Investing in scalable infrastructure, resources, and processes. 3. Balancing growth with operational efficiency and customer satisfaction. 4. Continuously monitoring performance and adapting strategies accordingly. 5. Maintaining flexibility to customize approaches based on evolving needs and market dynamics.

📈 Scaling involves more than just growth; it's about growing wisely. Identifying the right channels, partners, and market segments are crucial for effective scaling. It’s about maintaining a delicate balance between growth and efficiency, ensuring the quality of your solution isn’t sacrificed in the pursuit of expansion. This approach demands careful planning and resource management, focusing on sustainable growth.

Scaling your go-to-market strategy smartly means strategic expansion, focusing on the right channels, partners, markets, and segments. It's crucial to ensure you have the capacity and resources to deliver your solution at scale without sacrificing quality or customer satisfaction. For example, using Segmentable, we identified optimal markets and segments for scaling a tech service, ensuring our operational capabilities matched the expansion. Smart scaling balances growth with efficiency, and standardization with customization, to achieve sustainable growth without overextending your resources or compromising on quality.

Scaling means documenting what worked, getting a blueprint in place is what I experienced to be efficient and successful. One that you can easily localize/customize for other markets.

Learning from others is key in launching and scaling your go-to-market strategy. Utilizing insights and experiences from those who have already navigated this path can be incredibly beneficial. Engage with resources like case studies, industry blogs, books, and podcasts to gather diverse perspectives and strategies. For example, exploring sector-specific podcasts provided us with valuable insights in a recent project. Additionally, networking with peers, mentors, and experts offers practical advice and feedback. Connecting with experienced professionals in your field can help refine your approach and avoid common pitfalls, accelerating your strategy development while enhancing its quality and effectiveness.

It's crucial to equally prioritize learning directly from customers and industry peers. To effectively learn from customers, engage in regular feedback loops. Utilize surveys, interviews, and focus groups to gather insights about their experiences, pain points, and expectations. Additionally, consider implementing tools like Net Promoter Score (NPS) surveys to measure customer satisfaction and loyalty, which are vital indicators of market fit and product reception. Simultaneously, leverage peer learning by joining industry forums, attending conferences, and participating in professional networks.

Alguna vez escuche esta frase de un jefe. "Si la rueda esta inventada para que desgastas en inventarla" Blogs especializados Linked In Salir al mercado Son al gunas estrategias importantes

🌍 Drawing lessons from others’ experiences is invaluable. By studying case studies, engaging in industry blogs, or networking with peers, you gain insights into best practices and common pitfalls. This learning can significantly inform your strategy, helping you balance speed and quality efficiently. Leveraging others' experiences and expertise can provide a shortcut to success, avoiding common mistakes and adopting proven strategies.

I appreciate the thought to learn from others. Yet, so many people try to go it alone. You do not need to reinvent the wheel, it is already there. Working together with other like-minded brands is game changing.

>> Do fewer things, better. Before: Social media posts, ads strategy, newsletter, SEO, podcast, personal brand, atomization of content (create long-form once, syndicate elsewhere), cold outbound, events, etc etc. To do this well, you need an army of talent, software, passwords, and project management; along with the meetings, miscommunication, and honest human error that comes along with it. After: You're much more selective about the channel, audience, and messaging you pick. You test looking to commit, not testing for testing's sake. As you get things to work full-funnel, you double down. It's not fancy, but it works. All you need is focus and "stick-to-it-ness". >> Simplicity scales, complexity fails.

Leverage technology to make your GTM efforts efficient and let measurement be an important pillar of your strategy. Rely more on customer data than expert opinion when experimenting with a channel and build in means to iterate fast. Besides that, spend enough time building your customer narrative. Prepare detailed documents on them to standardise our messaging across all channels.

Just get started > perfection is the excuse of procrastination. The 6 points above are all important but be careful not to go to slow or deep into any of them.

I believe a skilled GTM strategy consultant can be a valuable asset in driving business growth. Clearly outline your goals and challenges and seek recommendations from trusted connections, and explore platforms like LinkedIn to find the best fit. Ensure their values and approach align with your buisness culture and goals, and that the communication flow is effective overall. Choose an expert GTM strategy consultant who can adapt to your specific needs and challenges, deliver growth and scale by building and optimizing your strategy/approach/workflow.

For GTM Strategy to work I believe agile is your answer! Key Ingredients: > Cross-functional teams: A mix of marketing, sales, and product experts. > Clear goals: Define what you want to achieve and track your progress. > Iterative development: Divide your GTM into consumable pieces of work. > Daily stand-ups: Light cavalry, daily check-ins to keep you on track. > Retrospective: Learn from your experiences to make your process better. Benefits: > Faster time to market: The product or service reaches faster. > Happier customers: Those that can move with changing needs and preferences. > Stronger teams: Collaboration and empowerment. > Reduced risk: Limit the risk of failure by breaking down the project into smaller consumable pieces. WIN!