go-to-market - Blog - Global Risk Community2024-03-29T12:05:27Zhttps://globalriskcommunity.com/profiles/blogs/feed/tag/go-to-market4-Phase Customer-centric Segmentationhttps://globalriskcommunity.com/profiles/blogs/customer-centric-segmentation2022-01-11T11:49:56.000Z2022-01-11T11:49:56.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><div class="entry"><p><span style="font-size:12pt;">Editor's Note: <em> If you are interested in becoming an expert on Strategy Development, take a look at Flevy's Strategy Development Frameworks offering. This is a curated collection of best practice frameworks based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. By learning and applying these concepts, you can stay ahead of the curve. <a href="https://flevy.com/browse/stream/strategy-development">Full details here.</a></em></span></p><p><span style="font-size:12pt;">* * * *</span></p></div><div class="entry"><p><span style="font-size:12pt;"><a href="{{#staticFileLink}}10000176067,original{{/staticFileLink}}"><img class="align-right" src="{{#staticFileLink}}10000176067,RESIZE_400x{{/staticFileLink}}" alt="10000176067?profile=RESIZE_400x" width="363" height="242" /></a>Rising competition and introduction of new ways of capturing large amounts of customer data has necessitated advancement in capabilities of organizations to foresee and fulfill customer needs and wants.</span></p><p><span style="font-size:12pt;">Ever more B2C concerns are going all-out to Design Customer-centric organizations. Organizations pursuing Customer-centricity depend on some type of Market Segmentation. Market Segmentations assist in understanding the customer more intimately.</span></p><p><span style="font-size:12pt;">This understanding has to be based on solid data. Even though the collection of customer data is at its highest of all time, organizations are still finding it difficult to apply the insights being offered by <a href="https://flevy.com/business-toolkit/customer-segmentation">Customer Segmentation</a> to propel Change and enhance Performance. This is the Customer Data Paradox. With more customer data, it has ironically become more difficult to derive useful insights from the data.</span></p><p><span style="font-size:12pt;">Data-driven enterprises are sensing that their Segmentation endeavors have been unable to provide anything near the extent of benefit they should. Cause for such failure is development of Segmentations founded on contradictory Business Purpose; purposes that are not widely comprehended or communicated or cannot be immediately acted upon.</span></p><p><span style="font-size:12pt;">Segmentation is indispensable to the process of dealing with the intricacies of constantly evolving and dividing customer clusters and their diverse demands. Need for developing a company-wide <a href="https://flevy.com/business-toolkit/target-operating-model">Operating Model</a> that is able to transform this extensive data into valuable information so as to enable improved Go-to-Market decisions is essential.</span></p><p><span style="font-size:12pt;">This intricate Segmentation process can be handled more effectively by following the 4-phase approach to Customer-centric Segmentation:</span></p><ol><li><span style="font-size:12pt;"><strong>Delineate Purpose</strong></span></li><li><span style="font-size:12pt;"><strong>Plan around Purpose</strong></span></li><li><span style="font-size:12pt;"><strong>Functionalize Segmentation</strong></span></li><li><span style="font-size:12pt;"><strong>Control Implementation</strong></span></li></ol><p><span style="font-size:12pt;"><strong> <a href="https://flevy.com/browse/flevypro/customer-centric-segmentation-6035"><img class="aligncenter size-full wp-image-10278" src="https://flevy.com/blog/wp-content/uploads/2022/01/Revised-Slide-Deck-image-Customer-centric-Segmentation.png" alt="" width="784" height="589" /></a></strong></span></p><p><span style="font-size:12pt;">Segmentation offers clarity and insights regarding customer behavior, tendencies, and proclivities.</span></p><p><span style="font-size:12pt;">Customer Segmentation also amplifies the chances of effectiveness of Marketing and <a href="https://flevy.com/business-toolkit/customer-experience">Customer Experience</a> management campaigns, and impelling Brand Positioning and Product Development.<strong> </strong></span></p><p><span style="font-size:12pt;">Let us look at the 4 phases in detail.<strong> </strong></span></p><h3><span style="font-size:12pt;"><strong>Delineate Purpose</strong></span></h3><p><span style="font-size:12pt;">Clearly defining and understanding the Purpose of Segmentation is necessary to set the base for the type of Segmentation effort that is required to be undertaken—i.e., Strategic or Tactical or both.</span></p><p><span style="font-size:12pt;">Strategic Segmentation is applied for all-embracing, enterprise-wide purposes. Tactical Segmentation is adopted for a far more precise purpose.</span></p><p><span style="font-size:12pt;">Goal is to guarantee that Segmentation results in distinct processes and actions that augment Performance.</span></p><h3><span style="font-size:12pt;"><strong>Plan around Purpose</strong></span></h3><p><span style="font-size:12pt;">Segmentation research needs to be meticulously planned to manifest the Purpose decided, and to make certain that the outcomes are insightful, practicable, and discernable.</span></p><p><span style="font-size:12pt;">Segmentation research has to encompass several dimensions such as behaviors, outlooks, demographics, channel use, inclinations, and profitability.<strong> </strong></span></p><h3><span style="font-size:12pt;"><strong>Functionalize Segmentation</strong></span></h3><p><span style="font-size:12pt;">This phase involves determining changes that will take place in the decision processes and communicating them to the concerned business partners so as to deliberate on and devise adjusted metrics that reflect the new capabilities.</span></p><h3><span style="font-size:12pt;"><strong>Control Implementation</strong></span></h3><p><span style="font-size:12pt;">Means for administering change—directed and customized communications arranged to stimulate understanding, interaction, and approval—are required to be utilized completely.</span></p><p><span style="font-size:12pt;">Interested in learning more about Customer-centric Segmentation? You can download <a href="https://flevy.com/browse/flevypro/customer-centric-segmentation-6035">an editable PowerPoint on <strong>Customer-centric Segmentation</strong> here</a><u> </u>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>. </span></p><div class="entry"><h3><span style="font-size:12pt;"><strong>Want to Achieve Excellence in Strategy Development?</strong></span></h3><p><span style="font-size:12pt;">Gain the knowledge and develop the expertise to become an expert in Strategy Development. Our frameworks are based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. <a href="https://flevy.com/browse/stream/strategy-development">Click here for full details.</a></span></p><p><span style="font-size:12pt;">"Strategy without Tactics is the slowest route to victory. Tactics without Strategy is the noise before defeat." - Sun Tzu </span></p><p><span style="font-size:12pt;">For effective Strategy Development and Strategic Planning, we must master both Strategy and Tactics. Our frameworks cover all phases of Strategy, from Strategy Design and Formulation to Strategy Deployment and Execution; as well as all levels of Strategy, from Corporate Strategy to Business Strategy to "Tactical" Strategy. Many of these methodologies are authored by global strategy consulting firms and have been successfully implemented at their Fortune 100 client organizations. </span></p><p><span style="font-size:12pt;">These frameworks include Porter's Five Forces, BCG Growth-Share Matrix, Greiner's Growth Model, Capabilities-driven Strategy (CDS), Business Model Innovation (BMI), Value Chain Analysis (VCA), Endgame Niche Strategies, Value Patterns, Integrated Strategy Model for Value Creation, Scenario Planning, to name a few.</span></p><p><span style="font-size:12pt;"><a href="https://flevy.com/browse/stream/strategy-development">Learn about our <strong>Strategy Development Best Practice Frameworks</strong> here.</a> </span></p></div><h3><span style="font-size:12pt;"><strong>Do You Find Value in This Framework?</strong></span></h3><p><span style="font-size:12pt;">You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:</span></p><blockquote><p><span style="font-size:12pt;">“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”</span></p><p><span style="font-size:12pt;">– Bill Branson, Founder at Strategic Business Architects</span></p></blockquote><blockquote><p><span style="font-size:12pt;">“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”</span></p><p><span style="font-size:12pt;">– David Coloma, Consulting Area Manager at Cynertia Consulting</span></p></blockquote><blockquote><p><span style="font-size:12pt;">“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”</span></p><p><span style="font-size:12pt;">– Roderick Cameron, Founding Partner at SGFE Ltd</span></p></blockquote></div><div class="entry"><span style="font-size:12pt;"> </span></div></div>Taking the Go-to-Market Platform Design Route to Gain Competitive Advantagehttps://globalriskcommunity.com/profiles/blogs/taking-the-go-to-market-platform-design-route-to-gain-competitive2019-12-20T06:30:00.000Z2019-12-20T06:30:00.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p>The routes to market that Consumer Packaged Goods (CPG) companies use to sell and service their trade account is essentially critical.<a href="http://flevy.com/blog/wp-content/uploads/2019/04/picture-1-Go-to-Market-225x300.jpeg" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2019/04/picture-1-Go-to-Market-225x300.jpeg?profile=RESIZE_710x" width="225" class="align-right" alt="picture-1-Go-to-Market-225x300.jpeg?profile=RESIZE_710x" /></a> It determines their sales volume, their ability to deliver the proper levels of customer service in a cost-effective manner, and their success at securing scarce retail shelf space for their products.</p><p>Yet, only a few CPG companies have a comprehensive conceptual framework for optimizing their routes to market.</p><h3><strong>Diving into a Go-to-Market (GTM) Strategy</strong></h3><p>The <a href="https://flevy.com/business-toolkit/product-go-to-market-strategy">Go-to-Market Strategy</a> develops during the introduction of new products or services. The end goal is to enhance overall customer experience by delivering a unique value proposition to customers and achieve competitive advantage.</p><p>From a Go-to-Market Strategy, companies must have a proven <a href="https://flevy.com/browse/flevypro/go-to-market-platform-design-3744">GTM Platform</a> to design profitable <a href="https://flevy.com/business-toolkit/product-go-to-market-strategy">Go-to-Market (GTM) Models</a>. The platform will enable managers to identify and analyze the key activities and tasks required to best serve their customer segments.</p><p>A consistent and comprehensive platform for rethinking GTM Model across the customer base must be established. It must be capable of producing a clear vision of desire route-to-market outcomes. It must have a comprehensive understanding of the roles and functions of the employees staffing the routes.</p><p>It must have a systematic approach to GTM Model analysis, design, implementation, and management.</p><h3><strong>The <a href="https://flevy.com/browse/flevypro/go-to-market-platform-design-3744">4 Core Pillars of a Go-to-Market Platform</a></strong></h3><p><a href="https://flevy.com/browse/flevypro/go-to-market-platform-design-3744" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2019/04/slide-1-Go-to-Market-Platform-1024x768.png?profile=RESIZE_710x" width="750" class="align-full" alt="slide-1-Go-to-Market-Platform-1024x768.png?profile=RESIZE_710x" /></a></p><ol><li><strong>Market-driven</strong>. An effective <a href="https://flevy.com/browse/flevypro/go-to-market-platform-design-3744">GTM Platform</a> must be market-driven. When this is market-driven, GTM Model designers are forced to identify and define their company’s <a href="https://www.mckinsey.com/industries/semiconductors/our-insights/beyond-the-core-identifying-new-segments-for-growth-through-value-chain-partners">customer segments</a>.</li></ol><ol start="2"><li><strong>Coheren</strong>t. A coherent GTM Platform supports the achievement of corporate goals. Coherence in the customer service framework ensures that the GTM Model achieves this direction. A GTM Platform must receive the support it needs to operate successfully.</li></ol><ol start="3"><li><strong>Balanced</strong>. An effective GTM Platform must enable identification and balancing of competing priorities in the design and operation of GTM Models. When this happens, proper trade-offs among priorities are determined and an optimal GTM Model is built. Proper balancing of competing priorities sets the GTM Platform on the stable and efficient ground.</li></ol><ol start="4"><li><strong>Flexible</strong>. Managers need flexibility when it comes to GTM Model. A high-quality design platform enables CPG companies to better manage an increasingly diverse customer base with differentiated GTM Models. GTM Platforms must be flexible enough to be adapted in response to changing strategic goals and competitive threats.</li></ol><p>Analyzing and designing a GTM Model is very rewarding but it is a complex task. Multiple stakeholders are involved. Experiences of thousands of customers can be affected. Strategic goals, operational capabilities, and other variables must be considered. And lastly, investment in time and resources must be substantial.</p><p>However, companies can surpass this if they have a good handle of the 4 Pillars of the Go-to-Market Platform Design. Learning the features and framework of the 4 Pillars of the GTM Platform can provide companies the necessary tools towards designing an effective and robust Go-to-Market Model.</p><p>Interested in gaining more understanding of <a href="https://flevy.com/browse/flevypro/go-to-market-platform-design-3744">Go-to-Market Platform Design</a>? You can learn more and <a href="https://flevy.com/browse/flevypro/go-to-market-platform-design-3744">download an editable PowerPoint about <strong>Go-to-Market Platform Design</strong> here</a> on the Flevy documents marketplace.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>How to Secure the Promised Revenue Synergies After Signing a Merger Deal?https://globalriskcommunity.com/profiles/blogs/how-to-secure-the-promised-revenue-synergies-after-signing-a2019-10-02T10:30:00.000Z2019-10-02T10:30:00.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><img src="{{#staticFileLink}}8028304271,original{{/staticFileLink}}" alt="8028304271?profile=original" width="595" /></p><p>Stiff market competition, expansion into new territories, product portfolio extension, and gaining new capabilities are the prime reasons why more and more organizations are seriously looking into the prospects of—and carrying out—Mergers and Acquisitions. However, only a few M&As achieve their desired revenue objectives.</p><p>Revenue Synergies are a decisive factor in closing such deals. However, identifying precisely where these Revenue Synergies lie and then capturing them isn’t as easy as it sounds.</p><p>A <a href="https://www.mckinsey.com/mgi/our-research" target="_blank">McKinsey study</a> comprising of 200 M&A executives from 10 different sectors revealed that all the respective organizations of the respondents remained short of achieving their Revenue Synergy targets (~23% short of the target on average). <a href="https://flevy.com/browse/flevypro/post-merger-integration-pmi-revenue-synergies-3953" target="_blank">Securing Revenue Synergies</a> is a long-term game. The companies that succeed in securing Revenue Synergies achieve the target in or around 5 years.</p><p>Leaders aspiring to achieve Revenue Synergies should first clarify the objectives from and the schedule of the revenue synergies, lay out the organizational priorities and go-to-market strategies, remove obstacles from realizing value, and gain across the board readiness and commitment for the initiative. Organizations that are most successful in securing revenue synergies pay close attention to these 7 guiding principles during the Post-merger Integration process:</p><ol><li><strong>Source of Synergies</strong></li><li><strong>Leadership Ownership</strong></li><li><strong>Customer Insight-driven Opportunities</strong></li><li><strong>Salesperson Driven Strategy</strong></li><li><strong>Ambitious Targets and Incentives</strong></li><li><strong>Sufficient Support</strong></li><li><strong>Performance Management</strong></li></ol><div class="slate-resizable-image-embed slate-image-embed__resize-full-width"><a href="http://flevy.com/browse/flevypro/post-merger-integration-pmi-revenue-synergies-3953" target="_blank"><img src="https://media.licdn.com/dms/image/C4E12AQF9UUSxPmvg5Q/article-inline_image-shrink_1500_2232/0?e=1575504000&v=beta&t=kbTupkQzdZpc6iH1IreOUJEpmBa94C5ZPG5J7Apjb64" alt="No alt text provided for this image" /></a></div><p>These <a href="https://flevy.com/browse/flevypro/post-merger-integration-pmi-revenue-synergies-3953" target="_blank">7 guiding principles to capturing Revenue Synergies</a> are critical for effective integration of two firms after a merger and unlocking potential benefits from the deal. Let’s discuss the first 3 principles in detail now.</p><h3><strong>1. Source of Synergies</strong></h3><p>The inability of the leadership of the acquiring company to spot major sources of revenue that integration brings in results in losing significant pools of opportunity and failure of M&As. Realizing Revenue Synergies demands a thorough methodology to ascertain and qualify revenue prospects along markets and channels, Go-to-Market Strategies, and developing commercial capabilities. This entails:</p><ul><li>Evaluating customers and markets, selling offerings of the combined firms utilizing existing and additional channels, and adequately training and rewarding the sales teams.</li><li>Coming up with innovative new products and bundles utilizing combined R&D capabilities.</li><li>Sharing best practices and commercial capabilities that mergers offer.</li></ul><h3><strong>2. Leadership Ownership</strong></h3><p>Organizations that accomplish their Revenue Synergy objectives guarantee that their top management and employees commit themselves fully to the initiative from the onset. They identify potential value pockets from the integration, examine the assumptions about securing value, and get them endorsed by the senior management and front-line staff. The potential Revenue Strategies are regularly evaluated by inter-departmental experts.</p><h3><strong>3. Customer Insight-driven Opportunities</strong></h3><p>Accurate estimation of Revenue Synergies demands top-level estimates—assumptions on market share gain, revenue enhancement, or improved penetration—alongside comprehensive bottom-up customer insights, and evaluation of customer relationships. Other important elements to consider include analyzing the offerings being offered to customers, discerning other potential products and services required by the customers, and assessing the ability of the sales team and brands in terms of the potential they offer to the clients.</p><p>Interested in learning more about the other <a href="https://www.mckinsey.com/mgi/our-research" target="_blank">guiding principles of securing PMI revenue synergies</a>? You can download <a href="https://flevy.com/browse/flevypro/post-merger-integration-pmi-revenue-synergies-3953" target="_blank"><u>an editable PowerPoint on </u><strong><u>Post-merger Integration (PMI): Securing Revenue Synergies</u></strong><u> here</u></a> on the <a href="https://flevy.com/browse" target="_blank">Flevy documents marketplace</a>.</p><h3><strong>Are you a Management Consultant?</strong></h3><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks" target="_blank">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting" target="_blank">consulting training guides</a> from the <a href="http://flevy.com/pro/library" target="_blank">FlevyPro library</a>.</p></div>Zero to $50M – A Roadmap of the Key Stages, and How to Win at Each Stagehttps://globalriskcommunity.com/profiles/blogs/zero-to-50m-a-roadmap-of-the-key-stages-and-how-to-win-at-each2018-03-19T03:01:27.000Z2018-03-19T03:01:27.000ZEnrique Raul Suarezhttps://globalriskcommunity.com/members/EnriqueRaulSuarez<div><p></p><p></p><h1 class="entry-title" style="text-align:center;"><a href="{{#staticFileLink}}8028273285,original{{/staticFileLink}}"><img width="380" src="{{#staticFileLink}}8028273285,original{{/staticFileLink}}" class="align-center" alt="8028273285?profile=original" /></a></h1><h1 class="entry-title" style="text-align:center;">Zero to $50M – A Roadmap of the Key Stages, and How to Win at Each Stage</h1><div class="meta"></div><div class="meta" style="text-align:left;"></div><div class="meta" style="text-align:left;"><h2 style="text-align:center;">By David Skok</h2><p style="text-align:center;">ForEntrepreneurs</p><p style="text-align:center;"></p><h2>There are seven key stages in a startup’s evolution from $0m to $50m in revenue. Understanding where you are in that evolution, and how to act at each stage is critical for success, as what is appropriate at one stage is not appropriate at another stage.</h2><h2>In my talk at <a href="https://www.saastrannual.com/" target="_blank">SaaStr 2018</a>, I will lay out the roadmap, and detail the keys to success at each stage.</h2><h2>The talk is aimed at technical/product founders plus their sales, marketing & product executives who are responsible for the go-to-market strategy for their company.</h2><h2>You can download the PP presentation in the below link:</h2><p><a href="{{#staticFileLink}}8028273298,original{{/staticFileLink}}" target="_blank">zeroto50mupdated2-180205163357.pdf</a></p><p></p></div><div class="meta" style="text-align:left;"></div><div class="meta" style="text-align:left;"></div><div class="meta" style="text-align:left;"></div><div class="meta" style="text-align:left;"></div><div class="meta" style="text-align:left;"></div></div>