PHASE 2: ACCOUNT SEGMENTATION Understand which accounts in your market are going to generate the most revenue over the shortest period.   Quantifying the potential, propensity to buy, and willingness-to-pay for each account will increase your sales and marketing ROI. This is done by aligning your best resources with your best accounts. With accurate account segmentation, the executive leadership team will be able to provide intelligent strategic guidance to the… Read More »PHASE 2: ACCOUNT SEGMENTATION

PHASE 1: MARKET SEGMENTATION Divide the broad target market into subsets of buyers who have common needs, priorities and solution options.   Identifying markets where you will have a competitive advantage will fuel the growth of your business. With Market Segmentation, only the markets that are attractive to meet your corporate strategic objectives with be the focus of our collective efforts. Mature, low-growth markets where products have little opportunity for… Read More »PHASE 1: MARKET SEGMENTATION

PHASE 10: GO-TO-MARKET RESOURCE MANAGEMENT Allocates your go-to-market resources to execute the strategic plan. Strategic execution starts with the C-Level leadership team. This means the leadership team must be equipped to accomplish the tasks at hand. With the right skill set and budget allocation, resources are allocated properly. This leads to reduced budget waste and increased probability to make your number. RAPID DIAGNOSTIC 1. You have defined your go-to-market leadership… Read More »PHASE 10: GO-TO-MARKET RESOURCE MANAGEMENT

PHASE 9: GO-TO-MARKET EXECUTION PLANNING Defines the tactical priorities needed to achieve the strategic plan. Though the two are interrelated, many companies confuse tactics with strategy. Tactics involve doing things right. Strategy involves doing the right things. The tactic-based approach of years past is dangerous. Being efficient at tactics means companies fall into one of two buckets: they either thrive or die quickly. Their fate is sealed by strategy. On… Read More »PHASE 9: GO-TO-MARKET EXECUTION PLANNING

PHASE 8: ROUTES TO MARKET Sufficiently cover your markets. Select and optimize your sales channels. Price and package your products correctly.     Covering your addressable market entirely will result in more revenue opportunities. As traditional routes to market are being replaced with innovative ways to reach customers, the executive leadership team must adjust plans on a regular basis. Packaging and Pricing should scale and adjust to the unique needs… Read More »PHASE 8: ROUTES TO MARKET

PHASE 7: CROSS-FUNCTIONAL INTERLOCK Maintains alignment of your functional strategies to assure all groups are working together toward the same objective.     Market leading organizations not only have functional strategies, but they actively align them with each other. They maintain a regular communication cadence and actively adjust their strategies to reflect the current and future needs of the market. This leads to increased transparency between groups and increased revenue.… Read More »PHASE 7: CROSS-FUNCTIONAL INTERLOCK

PHASE 6: DEVELOPMENT Documents the direction of the company from the philosophical vision to the market-facing brand. Development is an input into Planning and is maintained through Strategic Interlock.     A sound go-to-market strategy provides clarity of direction to your employees and to the market you serve. A clear vision of the future dictates strategic decision-making. Values that define how each individual should behave will have a positive impact… Read More »PHASE 6: DEVELOPMENT

PHASE 5: PLANNING Strategic Planning enables leadership to make strategic decisions. Strategic Planning dictates the development of the Corporate Strategy and focuses the direction of the company. Planning typically falls into two cadences: First, the traditional annual planning cadence focuses on time-bound initiatives such as semester- or year-end. This type of planning drives initiatives such as Comp & Quota Design and Territory Design. Second, agile planning is a continuous process… Read More »PHASE 5: PLANNING

PHASE 4: DISTRIBUTION AND UTILIZATION Distribution and communication of insights throughout the organization so they can be converted into innovation requirements and new go-to-market approaches. Ideas are only as good as their execution. Insights collected and prioritized must be converted into products and solutions that solve the real problems of the users. Companies that put a process in place to develop innovation are the companies that are the market leaders.… Read More »PHASE 4: DISTRIBUTION AND UTILIZATION

PHASE 3: ANALYSIS AND REPORTING Process to analyze the insights collected from the market. Insights alone are not enough for success. This is only the beginning. They must be analyzed. This provides management with the tools to prioritize ideas into the ones that are feasible and will provide a return on investment. RAPID DIAGNOSTIC 1. A prioritization standard has been developed and applied to all insights collected. 2. A team… Read More »PHASE 3: ANALYSIS AND REPORTING