MARKETING & SALES

Go-to-Market STRATEGY

Definition or revision of the service model strategy that allows an organization to effectively and profitably serve various consumer segments across its target markets.

What challenge(s) do our clients face?

Building a sales strategy is a challenging task requiring a careful balance between delivering what each customer needs and controlling the costs required to fulfill those needs.

In order to overcome this challenge, a company must deeply understand the dynamics of its market, the specific needs of each kind of customer and the internal capabilities it has to serve the market in an efficient way. All are key variables that should be aligned in order to create a high-performance sales model.

And whilst many organizations may have found an effective sales model at one time, it is unfortunately no guarantee for the future. With changing market trends and evolving customer needs, many factors can impact a company’s sales strategy, making them key turning points for undertaking a Go-to-Market review:

External factors:

  • New market dynamics that impacts consumer habits and customer needs in terms of service level etc.
  • Entry of new competitors or substitutes
  • Poor performance in specific categories, regions and/or sales channels
  • Changes in regulatory or legal environment
  • New trends such as digitalization or new categories.

Internal factors:

  • Lack of understanding of the market dynamics in terms of categories, regional distribution and channels
  • Limited knowledge of the customer needs in terms of services, portfolio, commercial conditions and service level
  • Failure to adequately serve regional variations in a market
  • Unclear roles & responsibilities along the value chain

When it comes to overcoming these issues, a Go-to-Market project is the opportunity to build a successful commercial strategy. Its objective is to establish a business model that serves the market in an efficient, effective and profitable way that serves both your company’s strategy and the needs of its clients.

How do we help?

We support our clients in the design or revision of their Go-to-Market strategy, either revamping your whole commercial strategy or focusing on specific channels or categories as required.

Our methodology provides a complete and structured way of guaranteeing that the GTM strategy meets the key needs of the sales strategy. It includes:

  • A holistic view of the market, taking into consideration its dynamics in terms of categories, regions and sales channels and how our clients can differentiate their commercial approach inside the competitive environment.
  • A unique market segmentation designed to help with defining the strategic objectives for each group of customers that will be served, alongside the company’s value proposition for each of them
  • A tailored commercial model for each market segment, taking business decisions such as channel mix, portfolio focus, commercial structure and service level to meet each segment’s needs.

Given that the redesign of a GTM is a transformational experience that impacts the whole company, we ensure the full engagement of all areas and not only the commercial team. By mapping impacts, needs and opportunities from all areas early on and ensuring ongoing communication, cross-leadership touchpoints and multifunctional workshops, we ensure that the project meets all stakeholders’ objectives and will conclude with a successful implementation.

One learning from our track record of 400+ successful projects and implementations across the world, is that each company has a unique combination of market dynamics, product portfolio and channel landscape. Therefore, understanding the specific context a company faces when designing its GTM is the key factor in building a differentiated sales strategy for the long term.

What are the benefits?

Our clients can expect several benefits when structuring their GTM , including some of the below examples:

  • Increased revenue and sales volume – through increased coverage and penetration of products in the market
  • Increased profitability – through reduced marketing and sales costs
  • Increased delivery model efficiency– through lower friction service model’s adherence to market needs along the entire value chain
  • Increased alignment with customer needs – through improved understanding of client’s profile, their requirements and the value your products have for them
  • Boosted brand image – through trade actions, merchandising, loyalty programs etc.
  • Improved product distribution – through increased product availability and an optimized distribution network
  • Increased market share – through innovation, stronger relationship with clients, M&A etc. bringing more relevance in the market
  • Improved marketing mix control – through better use of resources for each product, channel, communication plan etc.
  • Increased service level – through ensuring that it is appropriate to the customer segment and that the internal org. structure is designed to deliver it.

How does it work?

For our team, each GTM project brings a brand new challenge and enthusiasm for solving a new problem. You can rely on our experienced professionals to bring their knowledge, benchmarks and best practices from other industries to your specific needs, whilst always understanding and respecting the reality of your market to build implementable strategies.

To address the challenges a company faces when building a GTM, our methodology usually includes the following 6 phases:

SERVICE MODEL DESIGN GTM PROJECT 1 The main focus in this step is to understand in depth the reality and dynamics of the market in which the company is present. It involves developing a clear view of the market size, the competitive landscape, the regional and category opportunities and the value chain structure. MARKET ASSESSMENT 3 This key phase involves identification of groups of customers with similar needs based on qualitative (personas / journeys) and quantitative (spending / age) characteristics, enabling the definition of targeted and effective consumer-centric strategies (considering portfolio, service level etc.). SEGMENTATION 6 Finally, we understand the impacts of all the definitions taken throughout the project and consider different scenarios to project revenue and profit. FINANCIAL SIMULATION 2 Here it is important we understand the current company's strategy and internal capabilities, going through every step of the sales process and identifying opportunities for improvement. A key element is also performing a cost to serve analysis, to identify the opportunities in terms of profitability inside the company’s GTM. INTERNAL CAPABILITIES ASSESSMENT 4 Based on the segmentation, we define the most appropriate service model to fit our customers’ needs, ensuring differentiation and unique selling points are clear. This involves assessing how the company will organize its value chain to reach each segment, the sales capabilities that are required, the services that will be marketed, etc. SERVICE MODEL DEFINITION 5 Definition of the ideal management model (R&Rs, routines, KPIs etc.) and commercial structure to attend each segment, taking into consideration the different sales team profiles that are required to serve the market. GOVERNANCE & STRUCTURE FOUNDATION X Y A B E D C

Along this journey, our way of working involves your professionals at each step, considering two main objectives: (i) to respect and leverage your deep industry knowledge for the creation of the most suitable recommendation, and (ii) to guarantee a natural transfer of knowledge and capabilities throughout the project so that your professionals are able to carry on the GTM with full autonomy at the end of the project.

SUCCESS STORIES

CHALLENGE

A leading global Consumer Beauty company with high performance in Direct Modern Trade channels sought to improve its performance in Indirect Traditional Trade. While the specific characteristics of each local market were nuanced and different, the client sought to roll out best management practices for its wholesale partners globally.

APPROACH

Integration supported the client in developing a Distributor Management methodology, including frameworks for distributor assessment, selection and management. Integration oversaw the practical application of the methodology in 12 countries (ranging from Pakistan to Peru), running training sessions and adapting guidance appropriately to local needs.

RESULT

As a consequence of the successful implementation, distributor sales have outpaced growth of those in modern trade by 5 percentage points, while simultaneously reducing days of inventory by an average of 16%.

CHALLENGE

A leading US energy drinks company had declining market share due to aggressive market competition. Despite being well-established in terms of both geographical footprint and brand image, they asked for Integration’s help to identify revenue opportunities and guarantee sustainable organic growth via a new Go-to-Market strategy.

APPROACH

We developed a three phase approach: (1) Firstly, we analysed the market, especially the competition, and visited more than fifty distributors to identify revenue opportunities. (2) This formed the basis of a channel segmentation, designed to manage the right balance between going direct and indirect in each region, considering both current (convenience stores, supermarkets, etc) and new (catering, military bases, airport, etc) channels for the company. (3) We then quantified and prioritized the opportunities in terms of numeric distribution, volume per outlet and market share, for each region and channel.

RESULT

Together with the client’s team we agreed on a new Go-to-Market strategy for the US with the appropriate service level per segment, reshaping the distributor network and the sales & trade marketing department in order to deliver the new strategy efficiently. Due to an increase in sales of more than 30%, the client was able to stabilize and protect their leading market share.

CHALLENGE

A global cement producer had experienced a general market downturn over a number of years and was having difficulty in reorganizing its commercial operations to prepare the company for the future. This was leading to loss of market share, inefficiency in commercial service, clients with profitability below average and a drop in the service level provided to its customers.

APPROACH

Alongside the client, Integration led a project to restructure their commercial strategy and segment the market in order to identify the main performance gaps. This involved structuring workstreams to take action for solving the profitability problem in some clients, designing a menu of service models to meet each market segment’s reality and restructuring the sales area.

RESULT

The project enabled the company to have a clear map of the main regional opportunities along with the capability to capture them through a new sales area and service model. This generated an improvement of 20% in terms of distribution and ~30% in terms of revenue.

OUR INDUSTRY EXPERIENCE

Our GTM methodology is one of our most applied solutions and over the years Integration has delivered more than 400 projects for clients in industries ranging from Consumer Goods (e.g. Personal Care and Food and Beverages), to Pharmaceuticals and Industrial products (e.g. Construction materials, Chemicals and Fertilizers). This experience is worldwide, encompassing geographies such as Brazil, Canada, USA, Russia, Mexico, Argentina, Italy, Denmark, Central America and the Caribbean amongst others. We have supported international companies with GTM projects that can be regional as well as national.

TALK TO US

Alice Maschera

Alice Maschera is a manager within Integration's UK operation. Alice is a specialist in the field of Marketing and Sales having supported numerous Consumer Goods and Retail companies in their market entry and commercial strategy. A graduate from the University of Cambridge, Alice is well-rounded and experienced across many of Integration's methodologies and service areas.

André Valente

André is a director at Integration and leader within the Marketing & Sales practice. Working across sectors, he is a senior specialist advising especially on the revision of Go-to-Market Models, Market Entry Strategy to new markets, Strategy and Innovation Processes and Marketing and Trade Processes. Before Integration, André worked as a Business Developer at Sandvik, [...]

Andrea Aun

Andrea is a Founding Partner at Integration and is recognized as an important female leader among Brazilian executives, participating in the LIDEM (Group of Leading Entrepreneurial Women) Executive Committee. She is an expert within the field of Marketing & Sales and Retail and has led over 100 projects in these areas. She continues to be [...]

Augusto Ribeiro

Augusto Ribeiro is a Managing Partner at Integration and has been working since 2003 in the Marketing & Sales practice. Augusto built a solid international experience, leading and implementing strategic Marketing & Sales projects in industries ranging from Consumer Goods through Construction & Property Development to the Financial Industry, especially in the Private Equity sector.

Carlos Lima

Carlos is the President of Integration and a Founding Partner. Carlos has worked with leading international companies across the globe as a consultant for the last 30 years and has developed a particular specialization in Marketing and Sales. He is considered an expert in the Consumer Goods sector and on the topics of Commercial and [...]

Daniel Rodrigues

Daniel is a Director within our Marketing & Sales practice and leader of Integration’s TechLab. Over the course of over 10 years with Integration, Daniel has helped clients from diverse industries and countries with digital and commercial challenges ranging from Go-to-Market Strategy to Commercial Due Diligence. Through his extensive business experience Daniel ensures that our [...]

Gary Singer

Gary Singer is a Managing Partner at Integration. He brings more than 25 years of experience helping companies in diverse industries improve top- and bottom-line results through new Sales and Marketing Strategies. Gary holds an MBA in Marketing & Statistics from the University of Chicago and a bachelor's degree in Quantitative Business Analysis from Pennsylvania [...]

Guido Solari

Guido is the leader of our Buenos Aires and Santiago office and is a director within our Marketing & Sales practice. Having worked with Integration since 2006, he has completed a wealth of projects across Latin America, the United States, Canada and Europe with clients spanning many sectors, including Retail, Consumer Goods, Government, Healthcare and [...]

Ian Matiussi

Ian joined Integration in 2010 and now with over a decade of experience, he is a Manager in our Marketing & Sales practice. Comfortable with a wide range of topics in this area, he is especially known for his expertise in strategic marketing initiatives such as Market Scans, Go-to-Market and Commercial Policy. His track record includes sectors [...]

Luis Bernal

Luis 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 from IPADE. He has accumulated international consulting experience whilst working across the United States, Mexico, Caribbean and Central America, Colombia and Brazil in industries such [...]

Ricardo Bello

Ricardo joined Integration in 2018 having worked in leadership positions within Logistics, Planning and Sales at Ambev and with investment management at Pátria. A senior manger in our Marketing & Sales practice, he has experience scoping, managing and implementing projects mainly related to topline growth, such as Go-to-Market models, Entry Strategy, Market Scan and Strategic [...]

Rodrigo Pasianotto

Rodrigo Pasianotto is a Director at Integration, with more than 15 years of consulting experience, especially in the field of Marketing and Sales Consulting. Rodrigo has supported our clients across a range of challenges focusing on Strategic Roadmap, Go-To-Market, Market Scan, Entry Strategy, Brand Positioning, among other methodologies. He holds an MBA from Haas School [...]

Roger Saltiel

Roger is a partner at Integration and has been working since 2002 in the Marketing & Sales practice. Considered an authority in the Indirect Channel and Partner Relationship Management (PRM), he is a member of the Associação Brasileira de Atacadistas e Distribuidores (ABAD) [Brazilian Association of Wholesalers and Distributors], working in the leadership of the [...]

Vinicius Olivo

Vinicius brings a broad and deep understanding of our Marketing & Sales solutions having joined Integration in 2011. He supported leading national and international organizations in Retail and Consumer Goods in building sustainable competitive advantage. His project experience ranges from Go-to-Market models, Market Scans, Customer Segmentation, Category Management and Perfect Store design.

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