What challenge(s) do our clients face?

Moving to a new model affects your relationship with the market as well as your expertise, so building a good Go to marketing strategy implementation is only half the journey; All great success stories require effort.

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:

  1. Dealing with many different variables:

    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.

  2. GENERATING MOMENTUM: Commitment and change management are as critical for success as technical aspects

    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.

  3. PROTECTING CUSTOMER EXPERIENCE: Impacts to customers and clients require careful management

    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.

  4. MANAGING EXPECTATIONS – High pressure for results, even in the short term

    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.

How do we help?

We assist our customers in their transition to the new GTM model, not only in terms of project management, but also in everything related to change and how to do it.

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:

What are the benefits?

  • 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

How does it work?

We know that how you change is as important as what you do.

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:

  • Ways of sustainable planning:

    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.

  • A practical approach:

    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.)



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.

BMCS India BMCS India BMCS India BMCS India


BMCS India
BMCS India

Dhruv Patel is an engagement manager at BMCS and has been working since 2019 in the Argentinean office in the Supply Chain Practice.

Dhruv Patel

BMCS India

Aarush Gandhi is a Manager at BMCSwith significant experience in Supply Chain and Implementation having worked across both of BMCS practices.

Aarush Gandhi

BMCS India

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

Nikhil Singh

BMCS India

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

Keshav Sinha

BMCS India

Chaitanya Varma is a Financial Controller at BMCS and has been part of the Finance area since January 2011. Her experience includes financial analysis.

Chaitanya Varma

BMCS India

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

Rishi Sinha

BMCS India

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

Knish Raj

BMCS India

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.

Rajbir Kapoor