Your Go-to-Market Strategy is the foundation that defines how you’re going to compete with your product and win in the market. But all too often, companies jump right to defining their product or marketing tactics without a solid foundation of strategy. And even when a Product Manager or Product Marketer makes an attempt to define a Go-to-Market Strategy, too often, it’s created without solid evidence or without the depth necessary to make it compelling. And because different stakeholders have different ideas and definitions for a Go-to-Market Strategy, they are unlikely going to satisfy the expectations of all stakeholders. In this webinar, we’ll help you to create a clear understanding of what a Go-to-Market Strategy is and what Product Management and Product Marketing need to do to create a powerful Go-to-Market Strategy that will set their product apart from the competition. Key Takeaways from participating in this webinar: --Develop a common definition for a Go-to-Market Strategy that can be shared with your organization --Learn the seven elements that go into a complete Go-to-Market Strategy --Understand the essential steps to creating your Go-to-Market Strategy

1. Define a Powerful Go-to-Market
Strategy That Sets Your Product Apart
Tom Evans
CompellingPM
@compellingpm
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2. DFW Product Group
• DFW Product Group is the premier product management and
marketing association in the Dallas/Fort Worth metroplex
• 300+ active members
• 2013 - 2015 roadmap includes webinar series, networking
mixers, and ProductCamp DFW
• Website: http://dfwproductgroup.org/
• LinkedIn: https://www.linkedin.com/groups?gid=2796125
• Twitter: @DFWProductGroup
• Email: info@dfwproductgroup.org
• Actively seeking new members, volunteers, and sponsors
Copyright 2013 - 2015. The Lûcrum Group, Inc. 2

3. Special offer from CompellingPM at
the end of the webinar.
Copyright 2013 - 2015. The Lûcrum Group, Inc. 3

4. Define a Powerful Go-to-Market
Strategy That Sets Your Product Apart
Tom Evans
CompellingPM
@compellingpm
Copyright 2013 - 2015. The Lûcrum Group, Inc. 4

5. Poll Question 1
Does your company create a formal Go-to-
Market Strategy for each product?
a) Yes, all products have a Go-to-Market Strategy.
b) Sometimes we create Go-to-Market Strategy, but
this is not a standard.
c) No, we never create Go-to-Market Strategy.
d) What is a Go-to-Market Strategy?
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6. PM2 Levers of Control™
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Executional Levers
Product
•Define Whole Product
•Effective Requirements
Price
•Value-Based Pricing
Place (Channel)
•Sales Tools
•Sales Enablement
•Channel Programs
Promotions
•Product Marketing Tools &
Content
•Product Marketing Programs
Go-to-Market Strategy
Target Markets Positioning
Competitive
Strategies
Messaging
Platform
Alignment to
Business Drivers
Market Analysis
VOC Competitive Analysis Ecosystem Analysis

7. What is a Go-to-Market Strategy
• A Go-To-Market strategy is how a company
delivers their unique value proposition to their
target market and creates a competitive
advantage.
– How do you create value?
– How do you deliver the value?
– How do you capture the value?
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8. GTM Strategy Helps You Succeed
• Clearly communicate strategy and focuses
efforts & investments
• Guides all other PM2 strategies & decisions
• Reduces risks of failure and brand damage
• Establishes path for growth
• Improves time-to-market
• Enhances customer experience
• Increase your chances of market success!
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9. Poll Question 2
When do you typically create the Go-to-Market
Strategy?
a) Once the product is ready to launch.
b) During product development.
c) When planning the product.
d) When an executive asks for it.
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10. The Wrong Way to GTM
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Build Product
Define Channels
Define Price
Define
Promotions
Ready – Fire

11. Slightly Better Way to GTM
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Build Product
Define Target
Markets &
Positioning
Define Channels
Define Price
Define
Promotions
Ready – Aim - Fire

12. The Best Way to GTM
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Define Product
Define Target
Markets &
Market
Problems to
Solve
Define Channels
Define Price
Define
Promotions
Define
Positioning
Aim - Ready - Fire

13. When to Define GTM
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Approval to fund
business planning
Approval to fund
development
Product ready
for field testing
Product and
organization ready
On-going
marketing ready
New version or
retire completely
Marketing Plan End of Life PlanLaunch Plan
Beta Plan
Market Strategy Document
Roadmap Document
Product Description Document
Market Needs Document
Business Case Document
PM + Engineering (Agile,Hybrid,Waterfall)
PlanConceive Qualify
Run Beta/Pilot
program
Finish launch
plan
Release product,
gather feedback
Finish marketing
plan
Discover
opportunities
Develop Launch Maximize
Validate product/
market fit
Create roadmap
and strategy
Finish business
plans
Solidify
develop plans
Finish beta plan Support sales
Communicate
EOL
Retire
Plan sunset
or replacement
Perform
post mortem
Deliver final
documents
Plan EOL and
next release
Develop preliminary
documents
Perform post
mortem
Test messaging
and positioning
Final
feature list
Run/monitor
marketing
Phases and
Activities
Exit Criteria
Marketing
Product
Product
Management
EXECUTIONSTRATEGY
The OPP framework is completely customizable and
flexible, making it easily adopted by any company
regardless of size, maturity, or development methodology.
Development – Agile, Hybrid,Waterfall
Documentation – None, Lightweight, Formal
Maturity – Startup, Small/Medium, Enterprise
Optimal Product Process™
(OPP)
Optimal Product Process Methodology © 280 Group, 2011-2014
Source: Conceive to Retire from AIPMM Product Management Body of Knowledge®
(ProdBOK®
)
Optimizing Product Management™

14. What’s Included in the GTM Strategy
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Strategies for Your 4Ps
Product Strategy Pricing Strategy Channel Strategy Promotional Strategy
Go-to-Market Strategy
Target Markets Positioning
Competitive
Strategies
Messaging
Platform
Alignment to
Business Drivers

15. Building Your GTM Strategy
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16. Needs, Wants, Demands
• Need - is state of felt deprivation of some
basic satisfaction.
• Wants – are desires for a specific satisfier of
these deeper needs.
• Demands – are wants for specific products
that are backed up by an ability and
willingness to buy them.
Source: Kotler – Marketing Management
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17. Levers to Influence The Market
• We don’t create “Needs”.
• We influence “Wants” & “Demands” with our
Go-to-Market Strategy
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Strategies for Your 4Ps
Product Strategy Pricing Strategy Channel Strategy Promotional Strategy
Go-to-Market Strategy
Target Markets Positioning
Competitive
Strategies
Messaging
Platform
Alignment to
Business Drivers

18. Target Markets
• Select most attractive market segments
– Alignment with corporate strategy
– Has biggest and most urgent pain
– Gaps in the market
– Core competencies best support
– Ability to reach
– Leverages strengths
– Least competition
– Largest market size
• Roll-out plan
– Order to enter each market segment
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19. Strategy Drives Marketing Mix
• Unique for each target market
• Starts with positioning
• Create competitive advantages
• Marketing objectives and strategy changes
through product lifecycle
19Copyright 2013 - 2015. The Lûcrum Group, Inc.

20. Key Strategy Decisions
• Positioning –designing the company’s offer so
that it occupies a distinct and valued place in
the target customer’s minds. (Kotler)
• Competitive Advantage - developing a
combination of attributes that allows a
company to distinguish itself and outperform
its competitors.
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21. It’s About Being Valuably Different!
• Competitive strategy is about being different. It
means deliberately choosing to perform activities
differently or to perform different activities than
rivals to deliver a unique mix of value. (Michael E.
Porter)
• The essence of strategy lies in creating
tomorrow's competitive advantages faster than
competitors mimic the ones you possess today.
(Gary Hamel & C. K. Prahalad)
Copyright © 2012 - 2015, The Lûcrum Group Inc, All
21

22. Key GTM Strategic Objectives
• Create awareness, get first customers
• Where are you getting customers?
– Maximize market share
• Attack competitors
• New markets/users
• Increase usage
– Defend market share
• Against competitors
• Defend a position
• Harvest product for maximum profitability
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23. Poll Question 3
Who typically owns the Positioning decision in
your organization?
a) Product Management.
b) Product Marketing.
c) Product Management & Product Marketing.
d) Senior Executives.
e) Never thought about it.
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24. GTM Process
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Source: http://www.strategyhub.net/2011/01/framework-of-week-45-strategic.html

25. Foundations of GTM
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Market Analysis
VOC Competitive Analysis Ecosystem Analysis
Go-to-Market Strategy

26. Key Drivers for GTM
• Customers
– Intimate Understanding of Target Markets
• Company
– Mission, Strategy, Strengths, Weaknesses
• Competitors
– Strategy, Strengths, Weaknesses
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27. Understanding of Target Markets
• Who they are
– Personas
• Why they buy
– Problems they want to solve
• How they buy
– What is their buying process
– Where do they look
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June 11 Webinar
http://compellingpm.com/developing-a-deep-understanding-of-your-target-markets-
the-starting-point-for-great-product-management-marketing/

28. Market Ecosystem Dynamics
• Macro Forces
• Industry Forces
– Customers
– Company
– Competitors
– Suppliers
– Partners
• Create Understanding:
– Opportunities & Threats
– Strengths & Weaknesses
28
Economic
Social
TechnologicalEnvirnomental
Legal
Political
Partners
Competition
Suppliers
Company
Customers
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29. Competitive Analysis
• Top 3 to 5 Competitors (Strongest)
– Strategy
– Products
– Financials
• Evaluate
– Strengths & Weaknesses
– Likely Moves
29Copyright 2013 - 2015. The Lûcrum Group, Inc.

30. Poll Question 4
Which is the most important driver in creating
your Go-to-Market Strategy?
a) Clear understanding of your target markets.
b) Aligning with your corporate strategy and
strengths.
c) Knowing how to compete against your
competitors.
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31. GTM Summary
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32. PM2 Levers of Control™
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Executional Levers
Product
•Define Whole Product
•Effective Requirements
Price
•Value-Based Pricing
Place (Channel)
•Sales Tools
•Sales Enablement
•Channel Programs
Promotions
•Product Marketing Tools &
Content
•Product Marketing Programs
Go-to-Market Strategy
Target Markets Positioning
Competitive
Strategies
Messaging
Platform
Alignment to
Business Drivers
Market Analysis
VOC Competitive Analysis Ecosystem Analysis

33. Go-to-Market Webinar Series
http://compellingpm.com/go-to-market-webinar-series-with-dfw-product-group/
Webinar Title Date
The Strategic Role of Product Management & Product Marketing in Driving Product
Revenue & Success
Apr 23
Developing a Deep Understanding of Your Target Markets – The Starting Point for Great
Product Marketing
June 11
Define a Powerful Go-to-Market Strategy That Sets Your Product Apart June 25
Great Requirements Form the Foundation for Successful Products July
Profitable Products Sell Value: Why Value-Based Pricing Wins August
From Messaging Nightmare to Messaging Delight: How to Create a Powerful Messaging
Platform
Sept
Create Effective Sales & Marketing Tools That Actually Get Used By Sales & Prospects Oct
Nothing Happens Until Someone Sells Something: Enabling Your Sales Channel to Success Nov
Driving the Marketing and Sales Funnel to Close Deals: What Product Marketers Must
Know and Do
Dec
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34. Next Webinar
• Great Requirements Form the
Foundation for Successful Products
July XX, 2015
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http://compellingpm.com/go-to-market-webinar-series-with-dfw-product-group/

35. Upcoming Austin PM2 Training
• Optimal Product Management & Product Marketing
– Sep 21 – 23
– Dec 7- 9
• AIPMM Certifications – Certified Product Manager
(CPM)
– Feb 16 – 17
More dates/locations - www.280group.com
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36. Free 1 Hour PM/PMM Consult
• First ten to submit information on form
• http://compellingpm.com/freeonehour/
• Please include background on topic or issue
• Must include company info (no Gmail)
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37. Thank You!
Tom Evans
CompellingPM
tevans@compellingpm.com
@compellingpm
www.compellingpm.com
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