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The GTM OS System That 3,000 Companies Run On · GTM Made Simple

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  All right, I'm going to show you how to run on GTM OS. And I'm going to do this with an iPad over
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  here. So I can actually set up the whole thing that we walked SEOs through, how they should run
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  on GMOs. And I'm going to walk through six specific things. This is going to take some time.
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  This is going to require you to dig in and see what it looks like. But at the end of it, you're
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  going to find out that you know exactly how your organization can run on GTM OS, meaning running
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  something that you know it's repeatable, running something where you know how to make decisions,
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  running something that has a process, running with clarity, alignment, and trust among your teams. You
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  remember, all of our research shows that 70% or more of your go to market leaders are saying that
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  man only fat clarity on what to do. Only if I understood if we are aligned, only if I know how
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  to do these things. Not necessarily looking for certainty, but clarity. And that's the big idea. So
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  I'm going to walk through all of it. So there's a lot of it. And you can get all of this information
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  on run on GMOs. Com so I'm just going to jump into it. So let's say you are in the most well-known,
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  which is the go to market planning phase, and maybe it is Q1, maybe it is Q2, maybe it is Q3,
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  maybe it is Q4. It really doesn't matter if you are in any of the quarters trying to figure out
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  what to do, where to go. This is important because this is about why most go to market plans fail,
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  and one of the biggest reasons they fail in companies is because, well, the pipeline that you
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  might be looking at might be all over the place, might be shifted. Maybe one segment is starting to
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  to be wobbly and you're like, man, we need to go into a different vertical altogether. Maybe
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  another is over performing. And so all of a sudden you have this one rep who sells in one particular
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  segment that never had been done before, but now, because nothing else is working good, you're like,
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  let's put all of our time energy resources into this one area, or look at the
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  macroeconomic picture might be shifted. Maybe new competitor has come in and you are starting to
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  figure out what is my plan look like. And that is 98% of the cases. What we see with go to market, we
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  have thousands of companies who have gone through the GMOs, and this is typically a reason why that
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  happens and what the issue is, what they end up doing and what you might be doing is getting into
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  a planning phase. And none of these things are actually to show up in your planning. You know
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  what happens in planning? People come together, talk about the numbers, talk about these big ideas.
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  And everybody has this incredible spreadsheet and a deck that nobody ever looks the very next day,
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  even not even on the flight, all the preparation that you and your team has done to get to that
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  planning phase is gone because nobody believes in it. There's an excitement for a moment. There's
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  clarity for a second in at the end of it, everyone is looking at and going and doing their own thing
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  to protect their own jobs and department, because they do not have the ultimate clarity. You all may
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  have clicked as a group and started to trust each other a little bit more for the efforts you're
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  putting in, but from a business strategy perspective, it's still a pretend and show and
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  tell kind of thing. And what we see is that the mistake most CEOs are actually making is treating
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  go to market planning as an annual event. And if you talk to any GMOs, I wrote a whole book on go
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  to market called move! GTM is an ongoing process. Brian Halligan was the CEO of HubSpot. Explain it
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  the best way he said. Think about it like a product. It's an ongoing thing. You might think
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  like, well, I think I know what go to market is. I bet you don't fully understand because it took me
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  writing a book on it, building two companies over $100 billion and still trying to figure out what
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  go to market is. Right now. I have become a student. And here's a very quick refresher for you. Go to
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  market is not a strategy. It's not a planning process. It's not once a year or once a quarter
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  thing every day. You're actually making go to market decisions, focusing on investing in
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  marketing or sales. That's a go to market decision. How many times have you done that today? Opening
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  an office in me or staying in North America? That's a new go to market decision. Putting money
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  in this segment or that segment, that's a go to market decision. Launching a campaign or buying a
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  company or creating a new department or investing in this new thing. These are all good marketing
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  decisions. So therefore it cannot be an annual event. It's too late. It's too slow to grow. If you
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  actually treat your go to market as an annual event. So what it is is that if you truly feel
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  responsible, if at the end of the day you feel too slow and the complexities are going too fast,
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  that's the reason, because you as a CEO and executive team is treating go to market as just
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  something that you have to do it once a year, once a quarter to bring teams together and you have a
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  team idea and not a business idea, if that makes sense. All right. This is the big idea. Again, you
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  can go to run on gmos.com. Because it might be hard to kind of look at every single element of
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  it. But I'm going to walk through all of these things. We go through this with hundreds of
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  clients, and we have now hundreds of certified partners who do this with their three plus
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  clients, each one of them. So about 3000 companies are running on GMOs, and we walk them through to
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  five valleys, three peas, 15 problems, alignment, plotting your entire go to market strategy on a
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  slide in order to figure out what should you focus in the next 90 days? I'm going to show this
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  in a rapid fire way, because this is where your business is failing and the reason you might be
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  feeling that it's slow is because you haven't done this part, and this might require you to have
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  somebody facilitate the process, because most of us are not good at this. So you can look at the
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  certified partners. You have hundreds of them that you can choose from to help. Or you can use this
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  as a refresher and watch this video with your team and try to do it. All right. So let's walk
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  into the first one, the first question. And there again there are only six steps really five steps.
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  The sixth is an outcome of it. So I'm going to walk through each one of them a little bit of
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  detail but not too detailed, where you're like, I'm not solving that problem together at the same
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  time. So let's get into the first one, which is the five values of death. Now this is very important.
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  You have to know which value of that you are in. What do I mean by that? Well here are the five
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  values. And again our book and research. Everything really got deep into this where maybe you have a
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  great product that you have created, but you can mark it and you might be saying it's a marketing
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  issue now. Well, in reality what you have is that you have launched a great product, but you haven't
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  been able to create enough demand for it. And that is a problem. That is why you are in this valley
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  of debt. Maybe you agree to create great brand. Think about HubSpot having tons of inbound coming
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  in, but you are not able to generate sales. Well, then you are going to have a market but can't
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  sell. Maybe you can sell, but you can deliver, which means your customers are buying. But the team is
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  struggling to figure out how to deliver it. Ever had someone where a salesperson has sold an
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  enterprise deal, and then your product team is going back and trying to create features? Well,
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  I've been there and I've seen that happen. But you do what you do. You sell what you sell, you hunt
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  what you can. And a lot of times you are in that mode all the time. This is where most companies, by
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  the way, go to die because you overpromise and under deliver, and that doesn't sustain a great
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  company. The other part is you can deliver but can't renew. This is very important for you to
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  understand if you can deliver, but you cannot renew, which means you're not able to keep the
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  client going, which means they are not renewing. Well, that is a big problem that you're going to
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  have. This is where most companies have an ROI problem. I'm going to walk into that in a second.
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  And then finally you can renew but can't expand. This is where you go from what I call problem
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  market fit to product, market fit to platform, market fit. The three pieces we're going to walk
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  through that too. But those are the five values of debt. Any of these five values. Most companies all
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  of our research shows that you are in one if not two, if not three valleys of death. And that's okay.
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  The issue is not what value that you are. The issue is that you do not know which value of that
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  you are in, and that is what stops you from growing your business. So what I'm going to help
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  you do figure out is that you need to take all the stuff I'm going to try to clean up, so you
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  maybe even take a screenshot of it if you want, or if you can go to run on dotcom, but you need to
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  figure it out which value of that you're in. 123, four, five and pick and start working on it.
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  Because as a CEO, your job is to pick one of these actively costly growth engines. Right now, that's
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  stopping your business from growing. And as you can see, this is not talking about your marketing
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  problem or sales problem or sales problem. What it's talking about is that, hey, where is your go
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  to market problem? All right. That's number one. Step number two. Now, this is my favorite. This is
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  the heart of this whole process of go to market, is to figure out what stage of the business
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  you're in. Are you in a problem? Market fit a product market fit of platform, market fit? Let me
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  a quick story. I had a CEO who was a client of ours a long time ago and a few years ago where
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  they built a $20 million business and they were not able to get great valuation. They got over
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  $100 million in valuation. So just five x it's a SaaS business. He was expecting ten x. There was
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  another competitor who was about 5 million in revenue, and their valuation was about half a
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  billion. And he was really mad. He said, Singham, how is that possible? I have 20 million and I only
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  have five x valuation. That company has similar segments, similar market, similar product, but yet
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  they have 5 million revenue and have half $1 billion valuation. How does that work? And I was
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  like, well, here's the problem. You think you're in 20 millions. You think you're in problem product
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  market fit, right. You said, of course, I'm like, well, no, you're not in product market fit. You actually
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  are in a problem market fit. And he's like, well how so? I'm like, well is the market big enough? You
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  obviously have solved that problem. That market is there for your product. But every single time you
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  sell this you have to customize it. Yep. You have to hire people. Yep. You have to develop more
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  product solutions. Yep. You have to have customization for it. Yeah. Well that puts you back
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  into the problem market fit. Whereas that $5 million company they don't have to add a single
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  new person no matter how many products they sell, because they have a product that is repeatable
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  for the same segment, there are only two industries and they're dominating it. So the
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  growth engine for the investment that the investing committee is going to make into that
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  particular product is going to help it grow ten x more than you, because even you with 20 million in
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  revenue, every time you get a new client, you have more investments that need to be done. So he got
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  the point. And this is the point most founders most use. Mis revenue is not mix. What drives your
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  business? What drives your business is how you can grow profitably. And in order to grow go
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  profitably, you have to know what stage of the business you're in. So probably market fit is
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  literally a place where there's a big enough market and you have a problem that you can solve.
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  A product market fit is where it's a repeatable business, and you know it's going to happen over
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  and over again. And platform market fit is where you can expand, where you can sell something more
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  to the same. But think about Salesforce. Going back to the company that I acquired by Salesforce, I
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  was over there and they had a marketing cloud. They had a sales cloud and a customer Success
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  cloud and a developer cloud. And so they were selling to the same client for types of different
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  products. And before you knew they were growing crazily. And that's what a platform market fit
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  looks like. So once you figure out what value of that is stopping you and your team from growing
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  and then to what stage of the business you're in comes in step number three, what is the problem
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  that's stopping you from growing? What is the one, two and three things? This is the part that most
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  CEOs just don't want to do. There are so many reasons why go to market breaks that you might
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  say there are hundreds of it. We have done the research. I will literally show there are only 15
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  go to market problems 15. This is not a 16th one, so stop burning calories trying to come up with a
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  new language, a new word. We have done the work for you. You literally need to sit down with your team
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  and saying, hey, what are my top go to market problems? Your team will tell you and let them do
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  it independently and then bring it all together. Sometimes they would say, well, our number one
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  problem is that business is relying on heroic sells. Okay, well that's a problem. Our team is not
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  aligned okay. That's a problem. Our churn is killing our business okay. That's a problem. And
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  you go through the process. Our research shows with thousands of companies having done this, most
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  companies have at least five if not seven of these 15 go to market problems. And that's okay.
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  Again, the issue is not having problems. Of course, every business is going to have problem. The issue
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  is not identifying the problem. So by putting it in this perspective, what you're doing is taking
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  away the emotion out of it and saying there's not a marketing team against sales team. You're
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  literally looking at business problems and how do we solve the business problem. So at this point,
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  what you can do is bring your team together and say one, two, 8123. Let's rank them and figure out
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  what it is. There will be a healthy debate, which is what you likely never had. You always had
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  individual people talk about issues, but never had a team talking about it from a business
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  perspective, like a healthy debate. So you're going to go through this process and say, what are the
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  one, two and three of this thing? And as you go through it, you're going to figure out how most of
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  the team feels. This is the big issue. Oh, I thought this was the big issue. But the reason you have
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  this issue is because of this issue. And very quickly, you're going to identify the 1 or 2
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  issues that you really need to solve. Which brings me to step number four. Have your team go through
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  a quick assessment. We do this a hundred times and never has it disappointed us. This is an
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  individual assessment which at this point, if you have figured out which valley of death you're in,
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  maybe one, maybe two, maybe three. If you figured out if you're in a problem product or platform
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  stage or where you are navigating it to be, if you have identified the top three go to market
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  challenges, that's stopping your growth. This is the place where you come in and say, validate that
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  to be true or not. So every dot represents somebody on your team having gone through this.
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  And let's say the red dot is you, the CEO, and everybody else is over here for every single
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  thing. So this is a screenshot of an assessment we did with a client. And it will show, oh, we're
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  pretty aligned here. We're not aligned as much here. Oh we are really not aligned over here. This
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  brings the right conversations. Now you know the problems why you're having and how to solve those
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  problems. Right. That's what's happening at this point. Some people are trying to do metrics, but
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  you're saying, well, we are a platform market fit. Why are we focused on this? This is what you need.
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  You need to solve these problems because without that you're just going around it. So lastly, what
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  you do is make sure that you are able to answer all the eight questions of GTM OS on one slide. We
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  call it the eight questions goes on the slide. This is making sure that every single thing that
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  you ever learned in it will be on this eight question demos. So as you go through this process
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  of figuring out what is valid, what is the three P's, what are the 15 problems, the assessment, and
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  you map your entire go to market operating system on a slide for your executive team to look at. You
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  are going to come up with what we call a 90 day projects. You would be saying, what is it? Do I need
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  to solve this process is going to give you the ultimate clarity for you and your team to focus
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  on. Oh, our ICP sucks. We need to fix it. It's not a marketing problem, it's a business problem. We need
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  to fix this as a group. We can be running around. Oh, our point of view works for this industry, but
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  not that industry. So let's fix it and let's focus on this one point of view. Let's not have three
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  different points of view. Oh, our issue is not pipeline it's sales enablement. And so we need to
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  hire somebody in sales enablement to solve for that problem. Oh we cannot get to this rev ops
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  infrastructure right now because if we don't solve the top three problems, this infrastructure
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  thing is not going to do anything for us. This is how you get your team to prioritize. This is
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  what's missing. This is what's going to grow your business. I'm so passionate about this. If every
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  company goes through this quarterly or every single time a new segment is launched, a new
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  product is launched, a new market. Is there all the reasons the macroeconomics are changing your
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  sales and marketing people are fighting. If you go through this process, there is no fighting. The
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  only fight left would be to fight for your business, to drive the business forward, to move
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  the business forward. We have our clients do this quarterly. Some of them do weekly, some of them do
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  it monthly. Some do it every single time they launch it. The point is, you have to look at go to
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  market strategy as not a one time thing, but an ongoing thing and bring it up every time you have
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  a new business decision to make and align your executive team because they want your team
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  demands to have clarity, alignment and trust. That's what grows business, not just on the AI
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  feature. Not just on the product launch, but clarity, alignment and trust. So with that, if it
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  makes sense, you can go to run comm and get all of the stuff right then and there. It will show you
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  how to think about it, how to launch it, how to make it better. And if you're ready, let's get
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  moving.