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You Don't Have a Sales Problem. You Have a GTM Problem. · GTM Made Simple

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  What are the two big questions that I get every single time is what is go to market and
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  who owns it? So today I'm going to literally share what the real problem is, why I'm even talking
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  about this thing, what makes me an expert in talking about go to market, and then a framework
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  that will literally help you figure out how to solve your biggest go to market challenges, and
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  what you can do as a result of that. All right. So let's start with the problem. Most CEOs think they
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  got a marketing problem or a sales problem, even a customer success or a product problem. What that
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  means is let's say you don't have enough leads. What would you do? You would just go ahead and
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  marketing person to run ads or create more campaigns or events and try to get more leads. And
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  then let's say you have a pipeline problem. What would you do? You and I have done this where you
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  just hired a salesperson, account executives, SDRs, whatever to drive more pipeline. Let's see what
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  customers are not not churning. And you know, you're not having your customers to stay with you
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  for long periods of time. What you might do is literally hire a customer success person to. To
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  run that motion to see if you can keep your customers well, can I tell you what has happened
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  to me as a brand? Marketing at part of we got acquired by Salesforce. That was a really big
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  moment where I've been from a $10 million company to a $10 billion company, and then building
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  terminus, where we went from 0 to 1 million in the first year, five in the second year, 15 to the
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  third, and then got acquired by private equity. I've learned that I was looking at the business
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  the wrong way, and you might be doing that, which is why I'm here to tell you that you don't have a
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  marketing problem, you don't have a sales problem, you really do not have a customer success or even
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  a product problem. What you have is a go to market problem. So now let me define what go to
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  market is, because I happen to have written a Wall Street Journal best seller book called move. You
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  can check it on Amazon. I'm not trying to sell you the book. I want to sell you the concept because
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  it can literally save your business. So here's what go to market is and market is. And I'm going
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  to define in three areas that most people totally miss it. Number one go to market is a
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  transformational process. And we interviewed over 100 CEOs from Sequoia from private equity. This
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  is not something that I've come up with myself. Obviously I've my own lived experience to be
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  interviewed over 100 people, like hundreds of CEOs and executives all over the world who literally
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  come down to like, how do you define go to market? So it's three areas. One is it's a
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  transformational process, which means that it's not an overnight thing. It's not something that
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  you go to an off site and do a strategy session. It's literally a process and it transforms your
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  business. So let me give you an example. Let's say you want to invest in marketing or sales. That's a
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  go to market decision. Let's say you want to open an office in India or stay in North America.
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  That's a go to market decision. Let's say you want to invest more in your product or actually buy
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  something or buy a company. That's a go to market decision. All these things are go to market
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  decisions. So when you think about it, it's a transformational Process. When I interviewed lots
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  of CEOs, I remember interviewing Brian Halligan, who is the CEO of HubSpot. At that time, he said,
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  every day he makes 100 go to market decisions. So I want you to think about go to market as a
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  broader concept than just launching a product or launching a campaign. That's not what go to market.
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  It's the number one. It's a transformational process. Number two, it is to bring your high
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  performing teams together on clarity of what you need to do. Our research shows that
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  68% of the company people, the high performing teams that you have, they say if you have clarity
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  on where you're going and what your bets you're going to make, they'll actually run through walls
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  for you. But they just don't have the clarity. And it is your job as a CEO to bring that clarity to
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  it. So it's bringing high performing go to market teams together, and the high performing go to
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  market team is not just marketing or sales. It includes your product team, your customer success,
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  your. All of these are high performing go to market teams. It's broader than just marketing
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  yourself. And number three is that you have to think about your customer experience from a
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  flawless customer experience perspective. So for example, if if somebody is having a bad day as a
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  customer, they don't call a customer success line. They actually think your brand is bad. So nobody
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  in the company should be saying, well, I got this problem with this customer and just go on and
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  just pass it the buck to somebody. No, no, no, your company should own that problem. Whoever gets the
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  call, they actually walk with the customer until the problem is solved. That is how you run. Go to
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  market. So remember go to market is the business. And if you can think about it that way, through
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  the lens of a transformation process, a high performing team and creating a flawless customer
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  experience, you're actually building the right go to market team. So that's the first question like
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  what is go to market? That is what go to market really is. And most teams the question becomes,
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  well, who owns it. Now as I said, how do you make all these decisions? The only person who can
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  actually make these decisions are and is typically the CEO. The CEO gets to make the go to
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  market decision because ultimately you are responsible for taking your business forward. So
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  you gotta own it. And every interview you ever did, the CEOs, without even flinching, said they own it.
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  They know it. The CEOs know that they won't go to market. So as promised. That's the problem. You
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  don't have a marketing, sales or customer success. You have a go to market problem. And now I want to
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  tell you who owns it, which is the CEO, and give you a framework. This framework we call it go to
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  market operating system. It's really eight questions. And when we interviewed across the
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  board what we found out that every company, every company, when I was part up at Salesforce Building
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  Terminus and all the interviews that we've ever done, every single CEO and the executive team have
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  clarity around these eight questions. I'm very careful of the words I'm using, and I didn't say
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  certainty. They have clarity around these eight questions, so I want you to write it down because
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  it's so important. The number one is where can you grow the most. Think about the
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  intentionality around that question. It's not where can we grow? It's actually where can we grow
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  the most meaning, whereas the most profit, we're the most better customers, the customers that can
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  stay with us. So you see a lot of times we look at marketing, sales, customer success, there's
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  different problems, different departments. But the companies who do really well, who build high
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  performing teams, who think about go to market as that transformation to process. They actually
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  think about where can we grow the most, not just grow, grow the most. The number two, you need to
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  have clarity around which products create the highest customer value, not just which products
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  are we going to launch? A lot of times companies go and launch multiple different products and see
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  what sticks. Know the definition and the high performing team working together is to define
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  which products team create the highest customer value more than anything else. Number three is
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  what is your differentiated point of view? Now again, remember the intentionality in these
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  questions. It is not just a point of view. So if you go and look at your website and your
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  competitor's website and it has the same exact words, which is very easy to find out. You can look
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  at it then. You do not have a differentiated point of view. You have a point of view, but a lot of
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  people actually are using the same point of view. You need to have a differentiated point of view,
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  and we can go through examples in several videos that we're going to cover on each one of these
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  questions. The number four is which go to market motions are going to drag your revenue faster. Our
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  research shows there are six different go to market motions. And each one of these go to market
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  motions may not be right for you. Some companies are able to do, let's say, inbound. They create a
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  ton of content. Think about HubSpot for an example. They created a whole army of 100,000 people who
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  follow inbound, active, spoken in inbound ten years in a row. And and it's just a great community. So
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  inbound is the way that you have driven business. You think about Salesforce on the very opposite
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  spectrum of it. They create an outbound engine. I remember they had floors of salespeople. When I
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  was with Salesforce in San Francisco, all they were doing was called, so they had an outbound you
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  might have a partner led motion, you may have a community led, you may have events lead. So all
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  these different are different. Go to market motions. You have to pick which one, if not two, go
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  to market motions which will drive the revenue faster. That's like literally the question number
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  four. Question number five is what's your ROI in the mind of your customer, not yours.
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  So for example, when we would do work with advisory work with a lot of CEOs, we'll ask them
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  like, well, what is your customer thing? And they will say, well how customer might think that our
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  product is amazing. And then we go and look at G2 reviews or some other reviews to see. Well, this is
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  what your customers say. The value for them is not your product. It's actually the time they save. The
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  value for product is not the features you have. It's actually that they're able to do these
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  things easily. So what is the ROI in your customer's mind has to be very, very
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  clear. Number seven which go to market metrics actually show the health of your business. So I
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  remember very clearly at terminus we used to look at IRR annual recurring revenue and say the
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  faster we grow. The better the business is, right. And you might be at a place where you're looking
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  at new logos, new business as the way to grow. But did you know that if you have NRI, which has net
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  revenue retention over 120%, you actually can grow double your revenue? As a matter of fact, in
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  3.8 years without adding a single new customer. Now, when I was
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  building our businesses, we didn't think about retention as the number one. Or even if you
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  thought about retention, we definitely didn't think about expansion within it. So now, as a CEO,
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  as a business owner, as an executive team, you guys have to think about how do we grow our business
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  more effectively and efficiently all at the same time. So what are the metrics? Another metric
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  that's really popping up right now is what is your revenue per employee. So what are the metrics?
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  Are they need to be business metrics. Go to market metrics, not marketing dashboard and sales
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  dashboard, but actually go to market dashboard. You literally can go to run on Gamescom and you will
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  see all this dashboard. You can download it. You can see all those things. We have written so much
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  about it. There's literally over 100,000 people follow us on that research. So go ahead and do
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  that. Number eight, which is ultimately where everything the leadership literally rises and
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  falls on this idea of, do you have clarity, alignment and trust as an executive team?
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  So when you run, go to market and we run it as an executive team, when CEO owns it, when you're not
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  pointing fingers at marketing, sales or customer success, then their problems would literally say,
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  we have a go to market problems that brings people together and it creates clarity, it creates
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  alignment, and it's great trust to know more about it. Just go to run on GMOs and let's get moving,
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  because every business needs to learn how to run on GMOs. So now that you know how you define go to
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  market, now you know who owns go to market. Now you have a framework. The eight question go to market
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  operating system to solve your greatest go to market challenges. Let's get moving.