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AGILITY. It’s the number one advantage of having marketing, sales, and customer success operations aligned and in sync. In this article, we’ll outline why it makes sense to integrate go to market planning and execution and show 7 examples of how this approach can work.
How does integrating go-to-market strategy with execution enable a RevOps approach?
In order for your GTM strategy to be successful, the same set of assumptions that were made during the planning phase must remain true throughout the execution phase. However, everyone knows it seldom works out that way. Volatility stemming from changes both internal and external to your company have major impacts on GTM execution.
Given this inherent volatility, GTM strategy, perhaps more than product and service, differentiates a company from its competition. Forward-thinking companies constantly tweak and innovate on their GTM strategy, which allows them to pivot in response to market changes and stay on track for revenue goals.
As a result, innovative companies have abandoned 12-18 month planning cycles in favor of quarterly planning. By integrating the planning aspects with the execution aspects of your GTM, you enable your teams to respond quickly and effectively to market changes.
Below are examples of 7 common business challenges, a description of the situation, and the RevOps Solution.
1. Mergers & Acquisitions
A current customer gets acquired by an opportunity in your pipeline
- Conduct what-if planning
- Determine changes to sales and CS account ownership and targets
- Sales and CS respond to the customer's needs accordingly
2. Going out of business
A company in your target accounts goes out of business
- Factor the loss of projected revenue into GTM plan
- Find alternative ways to meet original projections
- Give quota relief to the account owner
3. Competition
An existing competitor changes their product such that it poses a new challenge to your offering.
- Sales, marketing and CS teams gather intel on differentiators from this competitor
- Strategy and product teams align on how to adjust the GTM to meet this new competition
4. New Whitespace
An unmet buyer need develops due to changes in government regulations of a specific industry
- Analyze capacity across revenue teams
- Use resulting analysis to determine where to shift resources - such as through using existing teams vs creating new teams
5. Organizational Structure
Your company receives funding which results in growth of the sales team from 10 reps to 50 reps. As a result, you now need to create 40 new sales territories.
- Strategy team begins to re-carve territories, assigning some as to-be-hired (TBH)
- Sales managers begin hiring
- Sales managers assign temporary coverage to TBH territories
6. GTM Segmentation
Your GTM model has separate accounts for paid and freemium subscriptions. When an account goes over those usage limits, they move segments.
- CS team monitors account usage and discovered overages
- CS assigns account managers in real-time, rather than waiting until the next planning cycle
7. Human Resources
Resignations and promotions impact your team’s ability to provide continuity throughout the buyer journey
- Coordinated planning across sales and CS enables teaming arrangements that support customers' needs despite resource changes
- Effective dating of start/end dates can help automate coverage transitions and ensure continuity of service
Ultimately, the success of the approach detailed above requires real-time orchestration of resources. In practice, this means having systems that are able to coordinate the collection, processing, and distribution of information in a holistic manner.
How can Fullcast help?
Even the best thought out strategy can fail if you don’t have the tools you need to get the job done. Fullcast’s platform allows you to quickly and easily get the information you need to integrate planning and execution and support your sales reps and managers. The net outcome is increased productivity and predictability.
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