GTM creates a service model that works to make the business efficient and effective, serving the company's strategy and the needs of its customers and people who use the
However, the new model often represents a major change in the company's processes and procedures. Design is relevant to a wide range of professionals, customers, buyers and distribution partners.
In our experience (total) there can be 4 main challenges:
The new GTM model has many operators and interactions that need to be considered by design.
A company’s culture, context, short and long term goals, regional or segment specificities, organizational structure, systems, processes etc. are just some of the numerous factors that will affect a strategy’s deployment in terms of speed, method, governance, communication and targets. Failing to consider these factors in a structured manner can lead to an unsuccessful rollout.
Practically, an implementation strategy must parse the business into smaller clusters to identify the external pressures and readiness for each area. For example, parts of the business might be facing extreme immediate pressure on results that requires a faster, sharper and, as a consequence, riskier turn-key implementation dynamic. These need to be closely managed alongside other GTM changes in the business that can hedge the impacts on results and protect the service to clients.
GTM projects are not just a business district. It affects the entire company (production, delivery, marketing, IT, HR, legal and many other areas) and therefore this time requires the cooperation of all areas.
Cross-departmental professionals are often affected by projects and therefore feel insecure, especially when restructuring the organization. This can affect performance, create a bad atmosphere, build resistance to work, or cause key professionals to leave the company, so management flexibility is key to success.
Maintaining and strengthening your relationships with customers and partners during this transition is critical to the success of the new model.
If you are going to change the way you approach customers and buyers, you will have to deal with changes in your distribution network. This can include moving customers across channels and accounts, negotiating with suppliers, switching suppliers and planning and executing many other related factors with great care.
In addition, digital transformation is often part of the new GTM strategy and requires expertise and proper maintenance to avoid disruptions.
Every organization is unique, as are the expectations that will arise when there is a change in this situation. When the environmental and economic context puts pressure for good results and good results in the short term, it is even more important to clarify impact and results and manage expectations from design to implementation.
The trade-offs between risk levels, financial rewards and conditions must be carefully considered when planning action to clarify options. The ability to monitor these options and their risks when implemented, review business reality, and always review results is the most important thing a GTM team should have.
Integration has for many years focused not only on GTM design, but also on GTM implementation, to provide a necessary and powerful change in the new model to help our customers solve these complex problems.
We divide our request into 5 main sections:
Reduced disruption to professionals, increasing commitment and engagement towards the new sales model
Reduced disruption with clients, consumers and distribution partners
Improved speed and preparation to launch the full model and capture market opportunities Refined top-level GTM strategy to meet the needs of each region or segment
Increased team alignment towards the objectives through comprehensive stakeholder engagement
Increased agility through faster and more informed decision making
The approach is to balance planning and speed and will vary based on location, your culture and the goals of the project. No two client-to-client paths are alike. However, our approach may fall between two extremes:
Focus on details and replace with quality and value
Recommended if your company is experiencing profound changes and wants to be more cautious when introducing new products.
Consolidation will provide a strong plan in all affected areas in the first few weeks before strong management begins.
focus on fast and scalable solutions to quickly achieve short-term results
Recommended when short-term results are high and/or the right GTM leverages can be used quickly Implement and adjust solutions
Reduce time spent on strategies and planning and make quick matching and separate plans.
Regardless of the approach chosen, it will support the implementation of our integration, planning, management and change management.
The way we do this is an integrated way of working in every aspect of its business: real collaboration, working with you to build trust, involving your team, exchanging information and eventually reaching a common standard. You're right, this is how it works.
Our goal is to ensure that (i) the most appropriate strategies are selected (eg by region or channel, with or without a pilot) and (ii) appropriate support is adhered to, from the management team to your sales team. . (For example
G. Regional presentations, proof of concept, KPI tracking, startup planning, leadership planning, business rationale etc.)
CHALLENGE
Build a brand to expand Brazil’s public construction mission; however, economic and regional differences mean they see significant difficulties in spreading the same business.
They seek collaboration to organize training sessions with business leaders from all regions to support us in rebuilding the way they do business and expand the best model business to disperse customers throughout distribution and organize communication with suppliers, customers and customers. distributors.
APPROACH
Build a brand and expand Brazil’s public sector activities; however, economic and regional differences mean they see great difficulties in advancing the same business.
Distributing customers and establishing relationships with suppliers throughout the distribution process, Customer communication.
RESULT
As a result, the project requires profound changes in all regions of Brazil’s vast territory, the recruitment and training of more than 80 new professionals, the development of new business methods, legal translation, and the creation of a business unit focused on new business.
After a very challenging first year of implementation due to significant impact on processes, standards and company culture, results exceeded the needs of the business in the second year, revenue increased by more than 30% after years of steady income and the company is on track to double in 5 years. The decision to explore new business has also proven profitable, with sales increasing to 20% of total revenue in just 2 years.
CHALLENGE
A global health and personal care company reinvented its GTM strategy. However, they faced a difficult task in terms of performance because the new design includes: each has its own GTM strategy)
APPROACH
Integration supports all stages of success and our approach has three main components.
RESULT
The program delivered great results, including 80% category job gains and more than 20% growth in key categories. The new GTM area is particularly successful; Build strong management skills needed to oversee processes, routines, KPIs, and revenue management.
Our GTM approach is one of our most advanced solutions, and over the years our partnership has expanded to include Materials Supplies (especially Personal Care and Food and Beverage), Medicine and Healthcare, Business (especially construction, pharmaceuticals. ) etc.
These activities are in Brazil, Canada, USA, Mexico, Argentina, Italy, Denmark, Central America and Caribbean etc. deeper understanding of the local economy. We support national and international companies such as
Red Bull, Microsoft, Gerdau, BRF, Pepsico, Kraft Heinz, Votorantim and Itaú.
Dhruv Patel is an engagement manager at BMCS and has been working since 2019 in the Argentinean office in the Supply Chain Practice.
Aarush Gandhi is a Manager at BMCSwith significant experience in Supply Chain and Implementation having worked across both of BMCS practices.
Nikhil Singh is a Director at BMCS and has been working since July 2011 in the practice of Marketing & Sales. Prior to BMCS, Jonathan was an Analyst
Keshav is a Manager in the Marketing & Sales practice. Originally from Columbia, Luis is an entrepreneur at heart, and has worked in several start-ups in Colombia, receiving his MBA
Chaitanya Varma is a Financial Controller at BMCS and has been part of the Finance area since January 2011. Her experience includes financial analysis.
Rishi Sinha is a Specialist on Supply Chain Strategy at BMCS, working since 2010 at the firm. He has over 20 years of experience in Supply Chain collaborating with companies
Knish is a Managing Partner and has overseen the Mexico City office since 2008. Prior to BMCS, Gerard accumulated 25 years of experience in executive positions at L’Oréal
Rajbir is a senior manager I within the Implementation practice at BMCS, and has been part of the team since July 2011. His experience includes leading transformational projects.
