An effective go-to-market strategy allocates resources across product development, marketing, and sales to deliver expected revenue growth. But how do you diagnose and fix a go-to-market strategy that is not producing results?
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In recent weeks, I’ve talked to several CEOs who tout their AI-enhanced products as game-changers. However, the reality is that customers are suffering from AI-overload. To reach them, pitch concrete benefits not utopian promises.
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Go-To-Market strategy is fundamentally about resource allocation, with decisions revolving around product features, target market, marketing spend, and sales force hiring. At its core, the choice of target market drives these resource allocations.
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The first and biggest mistake a CEO can make in embarking on a new Go-To-Market project is to delegate it to someone else. This is one hot potato that should never be passed!
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For enterprise software CEOs, ramping the go-to-market team can be a harrowing experience. Premature ramp is a pitfall where software execs expand their sales force too quickly, resulting in poor lead generation, prolonged sales cycles, and stunted growth.
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