CEO GUIDE TO NEW MARKET ENTRY

1. 2020
Vincent Oluoch Odhiambo,
Managing Partner
SCA-PARTNERS
CEO’S PRACTICAL GUIDE TO NEW MARKET ENTRY

2. 1 | Go-To-Market Plan
Purpose of this Guide
This guide has been prepared to provide foreign businesses and entrepreneurs with information
on available business partner particularly in sub Saharan Africa and go-to-Market plan
template.
The Guide has been prepared by SCA-Partners and is currently available in soft copy.
For more information please contact: info@sca-partners.com.
About SCA-Partners – www.sca-partners.com
SCA-Partners is a firm based in Kenya and a specialist in sub Saharan Africa corporate
partnering, corporate finance and market entry services for private and public sector clients.
What SCA-Partners does
The building of successful relationships, between businesses as well as between public and
private sector, is at the heart of what we do. We engage directly, from concept through drawing
up programmes to implementation, to enable our clients to grow their activities and achieve
their objectives, without either substantial increased overhead or acquisition, while ensuring
appropriate levels of control
How SCA-Partners Works
SCA-Partners believe the road map for successful relationships needs to be systematic, clearly
defined, focused, proactive and, above all, clearly-understood on all sides. Typically this process
involves:
 Identifying potential partners compatible with our client’s requirements.
 Assisting our clients to become familiar rapidly with the current strategic priorities of
prospective partners.
 Facilitating access to senior decision-makers.
 Enabling our client to understand the needs of its prospective partners and vice versa
 Assisting in the preparation and presentation of proposals, and responding to requests
for proposals.
 Driving forward the information-exchanging, negotiating and closing process.

3. 2 | Go-To-Market Plan
SCA-Partners services include
 Business partnering
 Joint Venture
 New Market Entry
 Capital Raising
Business Partners from Sub Saharan Africa
Would you like to:
 Find a partner for your joint venture?
 Find a business partner?
 Export something to the Sub Saharan Africa market?
 Find distributor or representative in sub Saharan Africa?
 Find a partner for innovation and product development?
 Find long lasting technology for your production?
 Get a technologically skilled partner to join you in local tenders?
 Find some other kind of long term business relationship with Sub Saharan Africa?
New Market Entry
Entrants to a new market often look for alliances, joint ventures or partnerships to maximise the
chances of success and minimise risk associated with new market entry. Successful diversification
into new markets involves market research and careful risk management, often in association
with the partnerships and alliances in which we specialise.
Our New Market Entry Services includes:
 Market research
 Identifying and arranging introductions
 Recommendations and support with presenting the business case to take account of local
market and industry sensitivities
 Identifying and planning for forthcoming public tenders and majors trade shows
 Managing the response to public tenders and full-service execution as part of our client’s
team

4. 3 | Go-To-Market Plan
About the Author
Vincent Oluoch Odhiambo
BBA (Accounting) University of Eastern Africa Baraton
BBA (Finance) University of Eastern Africa Baraton
The Founder of SCA-Partners
Vincent is a multi-skilled Business Person with an outstanding breadth and depth of business
skills. He has operated and advised at senior levels in various business industries and functions.
Vincent has demonstrated leadership in industries that include Private Equity & Venture
Capital, Corporate Finance, Immigration, Real Estate, Business Internationalisation, Cross-
border e-commerce, Business Restructuring and Turnaround Management and Business
Management, in Kenya as well as other parts of Sub-Sahara Africa.
He has played a consulting role to many senior business executives and his strong business and
financial analysis skills has enabled business executives to make complex and important
investment, business restructuring and economic development decisions.

5. 4 | Go-To-Market Plan
Table of Contents
Purpose of the Guide……………………………………………..1
Information about SCA-Partners………………………………..1
New Market Entry………………………………………………..2
Author’s Profile…………………………………………………..3
Introduction………………………………………………………5
Part One:
Discovery, Data Gathering and Analysis………………………...7
Part Two:
Go-to-Market Strategy…………………………………………...8

6. 5 | Go-To-Market Plan
Introduction
With the right partner your business can reach sub Saharan Africa markets faster and with better
results. It is always up to you to select the best partner for your business and project. This is an
important decision and should be weighed carefully. Should you need help with this decision;
SCA-Partners can assist you. This guide is designed to assist foreign companies looking to expand
into new markets, sell new products (services), or do both.
The go-to-market (GTM) plan is a subset of the marketing plan and addresses how to execute on
a specific growth strategy. Every company, regardless of size, should have a marketing plan. A
go-to-market plan is only needed if you are looking to expand into new markets, sell new
products (services), or do both.
Not all growth strategies require you build a go-to-market plan. To get started, let’s review four
growth strategy approaches:
 Penetrate - Sell more of your existing product/service to the existing market. This is the
lowest risk approach to growth as you know your market and how your product/service
delivers value. Marketing strategy and marketing plan required.
 Expand – Sell your existing product/service to a new market. To be successful with this
strategy, you need to understand the new market. Marketing strategy, marketing plan and
GTM required.
 Innovate – Sell a new product/service to your existing market. To be successful with this
strategy, you need to understand the pains, gains and value delivered of new offer. Marketing
strategy, marketing plan and GTM required.
 Aggressive – Sell new products/services into new markets. This is the highest risk and
requires the most effort to be successful. To be successful with this strategy, you need to
understand the new market and how the new offer delivers value to this market. Marketing
strategy, marketing plan and GTM required.

7. 6 | Go-To-Market Plan
What is a Go-To-Market Plan?
A Go-To-Market plan is a strategic action plan specifically focused on the steps needed to move in a
new direction. This could be entering a new market, launching a new product, or re-launching a
company after a merger or carve-out. It is similar to a marketing plan and covers some of the same
areas, but is much narrower in scope. The GTM plan is about a specific product or market, whereas
the marketing plan is about a specific business.
Template to Build a Go-To-Market Plan
For purposes of this document, a product refers to product, service, offering, or brand. This is a
generic outline and can be adapted to any industry (there is no one size fits all). As noted with the
marketing plan article, think quality over quantity when it comes to length.
Keep in mind that it is a tool and shared across the company. It should not require so much effort
that it is avoided and/or not implemented. Lastly, it should be agile and updated as feedback is
received.

8. 7 | Go-To-Market Plan
PART ONE: DISCOVERY, DATA GATHERING AND ANALYSIS
a. Product Definition
1. Market Problem Identification – What problem(s) are solved?
2. Market Problem Validation – Explain and validate how the product feature set solves
problem(s).
b. Strategic Objectives – What are you hoping to achieve in 6 months? 1 year? 2 years?
c. Market and Client Identification
1. Market Definition – Who are the target markets? What is the size of the target markets
(numbers, reachability and buying power)?
2. Client Segmentation - What cluster or similar groups with similar behaviors exist within
the target markets?
3. Client/Market Insights – What research from market supports the objectives?
d. Market and Competitive Intelligence
1. Market Trend Identification – How will trends impact launch and product viability?
2. Competition/Competitive landscape – Who is the main competition and how will they
react to your market entry or launch?
e. Distribution Options – What selling and distribution options are available?
f. Beta/Market Test - How will you test the product and gather feedback on this new venture?

9. 8 | Go-To-Market Plan
PART TWO: GO-TO-MARKET STRATEGY
a. Business Case – Why are you doing this and what do you hope to gain?
b. Market Strategy - This is the rationale of how your company plans to engage customers,
deliver value, create strong relationships and attain the strategic objectives.
1. Value Proposition – What is the value of the offering and why would someone buy from
you vs. a competitor?
2. Positioning – How do you want the market to view the offering among other choices?
3. Messaging – What are the top three pains solved or gains delivered?
4. Sales and Support Model – How will you sell and support the product?
5. Buyer Journey (stages in decision process) – What are the behaviors that are undertaken
by a customer pre and post purchase?
6. Buyer Personas – What are the characteristics and behaviors of users of the product?
7. Use Cases – How will the product be used?
c. Pricing – What pricing strategy should be used? Introductory discounts to encourage trial?
d. Sales and Sales Support (B2B example)
1. Tools – What types of collateral, demo and presentations are needed?
2. Client Acquisition and Channel Mix – What is the right approach? Direct sales? Value
added resellers?
3. Training Support – How will the selling channel be trained and supported?
e. Service Support
1. CRM – What tool should be used for building and managing customer relationships?
2. Training Support – Will customers need training?
3. Client Engagement and Retention – How will relationships be nurtured, evaluated and
strengthened?
4. Satisfaction Measurement – What tools are needed to track satisfaction and loyalty?

10. 9 | Go-To-Market Plan
f. Product Roadmap
1. Development Queue Support – How will requests for improvements or added features be
communicated, evaluated and tracked?
2. Market Feedback System – How will the future plans be communicated to customers?
g. External marketing programs
1. Branding – How will you create and consistently deliver on the promise of the brand?
2. Demand/Lead Generation – How will we generate demand and leads?
3. Content – How do we deliver engaging, valuable content? (Blog, video, whitepaper, e-
book, article)
4. Web site – Main site or micro-site? How will this impact the current site?
5. Events
h. PR and Advertising – What are the objectives and resources for external communications?
i. Internal Marketing - How will employees be kept up-to-date on the new venture?
j. Budget and Resources KPIs/Metrics - What key performance indicators will measure
success? What milestones need to be met? What resources are available to support the GTM
plan?
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