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Go-To-Market Strategy: Hapter
Go-To-Market Strategy: Hapter
Go-To-Market Strategy
How this chapter is organized
Introduction 99
Examples of how sellers connect with their customers 100
Developing a successful go-to-market strategy 102
Types of selling channels 102
Selecting the right selling channels 104
Customer needs and preferences influence channel selection 104
The efficiency–effectiveness trade-off 105
Should a high-touch or a low-touch channel be used to execute the
sales strategy? 108
Managing “hybrid” channels 111
The role of the sales force in connecting with customers 112
Should the company use a direct or an indirect sales force? 112
When to use an indirect sales force 113
Advantages of selling directly 116
Six go-to-market strategy insights 118
Your go-to-market strategy can be a source of competitive advantage 118
We live in a multi-channel world 119
The role of the sales force is changing 120
A sales strategy change may be necessary if star performers are
holding the company hostage 121
Technology is changing the channel structure 121
Go-to-market strategy should be reassessed at least every two years 123
INTRODUCTION
Chapter 3 presented a framework for determining a firm’s sales strategy,
including the right product and service offering and sales process for each
type of customer. Next, the firm must decide which sales and marketing
channels are best suited to deliver this sales strategy. This is the firm’s go-
to-market strategy, as illustrated in Figure 4.1.
Go-to-market broadly refers to how a firm serves its customers with a
combination of sales, financing, logistics, and service. In this book and
chapter we take a narrower view, focusing on how different parts of the
firm’s sales process such as prospecting, qualification, and closing are
performed. Successful firms make go-to-market choices that enable effi-
cient yet effective connections with their customers and prospects. Many
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