What challenge(s) do our clients face?
The transition to the new model will affect your professionals and your relationship with the market, so a good GTM design is only half of the journey; all the winning success stories require solid implementation.
A GTM design defines the service model that serves the market in an efficient and profitable way, serving both the company’s strategy and the needs of its clients and consumers.
However, a new model often represents a profound change to the company’s processes and its organizational structure, affecting a wide spectrum of professionals, clients, customers and distribution partners.
From our experience, 4 main challenges may (co)exist:
1. DEALING WITH MULTIFACTOR INTERDEPENDENCIES: A new GTM model has many enablers as well as blockers and these must be considered in a tailored manner
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
A GTM project is not just a commercial area project. It impacts the whole company (manufacturing, logistics, marketing, IT, HR, legal, and many other areas) and therefore requires involvement from all those areas.
In many cases, professionals across divisions will be highly impacted by the project and will feel insecure as a result, especially when there are adjustments to the organizational structure. This context can lead to impacts in performance, generate a negative atmosphere, create resistance to the project or lead to key professionals leaving the company and so a robust change management plan is crucial for success.
3. PROTECTING CUSTOMER EXPERIENCE: Impacts to customers and clients require careful management
Preserving and enhancing your relationship with customers and partners during this time of change will be critical for the success of the new model.
If you are changing the way you reach your clients and your customers, you will have to deal with changes across the whole distribution network. This might involve client migration across channels and sales accounts, negotiating with distributors, changes for sales representatives and many other impacts that must be planned and conducted in an extremely careful manner.
Furthermore, digital transformation often forms part of a new GTM strategy, and also requires expertise and proper monitoring to be launched without disruption.
4. MANAGING EXPECTATIONS – High pressure for results, even in the short term
Each organization is unique and so are the expectations that may arise in a transformation of this nature. When the environment and business context carry high pressure for qualitative and quantitative results in the short term it becomes even more important to be clear on the impacts and potential results, managing expectations from design to implementation.
While planning the implementation, an evaluation of trade-offs between the level of risk, financial returns and contingency measures must be detailed in a very transparent way so that conscious choices can be made. The ability to monitor these choices and its risks along the implementation, checking the reality of the business and always referring back to the results that can be achieved is a core capability that must be embed in any GTM implementation team.
How do we help?
We help our clients guarantee a smooth transition to the new GTM model, supporting not only in project management but in every aspect related to the change and how to turn the new model into reality.
To help our clients face these complex challenges, Integration has specialized over the years not only in GTM design, but also in GTM implementation, aiming to guarantee a suitable and robust transition to the new model.
We divide our offer into 5 main fronts:
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 understand that HOW you conduct a transformation is as important as WHAT you are doing.
The right approach must balance preparation and speed and will vary depending on the context, your culture and the project’s goals. From client to client, no two approaches will be exactly the same. However, our approach is likely to land somewhere between these two extremes:
- Robust planning approach: focus on detailed planning to guarantee quality and comprehensive transformation
- Recommended when your company is facing a deep transformation and wants to be more cautious about the new launch
- Integration will spend the initial weeks guaranteeing a robust plan involving all of the impacted areas, before putting in place a strong governance to begin the implementation
- Practical approach: Focus on speed and testing solutions in the field to bring faster short-term results
- Recommended when there is high pressure for short term results and/or clear GTM levers that can be implemented quickly
- Solutions are implemented and then refined, with less time spent on strategy and planning and with quick wins and isolated initiatives prioritized
Regardless of the chosen approach, Integration will support using our methodologies of planning, governance and change management.
The way we do this is the way Integration works in all its projects: A real hands-on approach, engaging side by side with you to build trust, involve your teams, exchange experiences and finally reach a model that is adherent to your reality and so actually works.
We aim to work all the way from the leadership team to your field sales employees, to ensure (i) the most suitable rollout strategy is selected (e.g. phased by regions or channels, with or without pilots) and (ii) the right support initiatives are implemented (e.g. regional roadshows, proofs of concepts, KPI monitoring, preparation for launch, leadership preparation, business case refinement, etc).
A well-known brand in the civil construction sector in Brazil was aiming to expand; however, the market dynamics and regional differences meant that they saw ahead a significant implementation challenge in rolling out a consistent commercial framework.
They asked Integration for our support in redesigning their Go-to-Market strategy and conducting strategic roadshows with commercial leaders from each region, in order to detail the most adequate commercial structure in terms of client allocation across segments and to plan delicate negotiations with sales representatives, clients and distributors.
Integration provided extended support through the implementation phase and helped define and put in place a two-year phased implementation plan, with 5 regional go lives for the new structure and client segmentation.
We worked alongside the client right until the first regional go-live, conducting all the necessary roadshows to tackle their local realities, detailing and managing the communication and execution plan for both clients and internal professionals and working side by side with a multifunctional project team and regional leaders.
Altogether, the project required deep organizational changes across all regions of Brazil’s broad geography, hiring and training over 80 new professionals, a new commercial policy definition and the creation of a commercial department focused on a new segment.
After a very challenging first year of implementation due to the high impact on processes, structure and company culture, the results surpassed the estimated business case in the second year with more than 30% growth after years of flat revenue, putting the company on track to double in size within 5 years. The decision to tackle a new segment also proved lucrative as its sales grew to represent 20% of overall revenues in just 2 years.
A global health and personal care company had redesigned their GTM strategy. However, they faced the difficult task of actually implementing it, given that the new design included:
- a significant transformation to the indirect network
- the creation of 4 different category clusters (each with its own GTM strategy)
- moving the GTM approach from region only to a region – channel – category cube
- deep changes in commercial structure, channels and portfolio
- high impacts to clients and professionals
In addition, the company had an extremely complex multinational organizational structure which made alignment and decision making even harder. The regional demands considering Brazil’s broad geography were also a challenge to be faced.
Integration supported throughout the implementation phase with three important highlights from our approach.
- Firstly, Integration supported with the creation of a governance guided by a “Control Tower” which was then turned into a GTM area responsible for managing sell-in & sell-out results, communication for impacted channels and clients, routines, measurement of broken down results, revenue and discount management – all with clear KPIs and dashboards.
- Secondly, we went on roadshows from region to region with the client’s teams in order to validate the indirect network and portfolio movements with local leaders who knew the market reality.
- Thirdly, our close stakeholder management approach was key for guaranteeing alignment and communication between local and international stakeholders, as well as training and preparing the internal team to be responsible for managing the Go-to-Market moving forwards.
The project led to strong results, including a market share increase in 80% of categories and more than 20% growth in key categories. The new GTM area was in particular a success; creating the strong governance required to oversee processes, routines, KPIs and revenue management controls.
OUR INDUSTRY EXPERIENCE
Our GTM methodology is one of our most applied solutions and over the years Integration has conducted more than 400 projects with clients across many sectors including Consumer Goods (especially Personal Care and Food & Beverage), Pharmaceuticals & Healthcare, Industrial (especially Construction, Chemicals) etc.
These projects were conducted across different geographies including Brazil, Canada, USA, Mexico, Argentina, Italy, Denmark, Central America and Caribbean etc. which has helped us to develop our understanding of local market dynamics.
We have supported international companies as well as national players, including companies such as Red Bull, Microsoft, Gerdau, BRF, Pepsico, Kraft Heinz, Votorantim and Itaú.