Creating a Go-To-Market Strategy with John deLorimier
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Creating a Go-To-Market Strategy with John deLorimier


Woman: Welcome to the SBI podcast offering CEO’s, sales and marketing leaders ideas to make the number Greg: Welcome SBI podcast listeners and video podcast viewers my name is Greg Alexander and I am the CEO of SBI, a sales and marketing
consulting firm dedicated to helping you make your number this is the weekly SBI
podcast and its purpose is to help you make your number by getting your peers
to share with you how they make their’s today’s guess is John de Lorimier a who
is the Executive Vice President, Chief Sales Officer and Chief Marketing
Officer of Concentra, a national health care company focused on improving
America’s health, one patient at a time. they operate 330
medical centers in 40 states and have an additional 270
worksite medical facilities providing things such as occupational medicine
urgent care physical therapy and wellness programs John welcome to the
show John: Thanks Greg, appreciate it. Greg: Today we’re going to ask John to help
his peers set their companies up for success by discussing how to develop a
complete go-to-market strategy We’re going to try to get that done in 30 minutes so we’re
aggressive we’re going to use SBI’s six-step revenue growth method to guide
our conversation if you want to follow along at home you can get a copy of this
method at salesbenchmarkindex.com/2016-report Okay, we’re gonna jump into it and lay some foundation here for us to give the
audience some context to developing a go-to-market strategy, at least in John’s
world. So John let me start at a high level if you could for the audience maybe explain your corporate strategy to the audience that would be great John: sure and Greg this is very timely because and I won’t belabor too much but I just rejoined Concentra after some time away
and so I’m doing exactly what you’re talking about and again the idea of starting with a
corporate strategy which we call true north is that we had to reset our
strategy the last couple of years by being bought and sold by different
entities we had to go back and look at what we do really well and
how can we be successful in the marketplace. so this True North strategy
actually starts with looking at your mission vision and values and making
sure that they’re aligned and making sure that they are pointing to true north or
what you want to do so we went in and actually tweaked and that’s probably a
good word because we’ve changed just simple words into our into our strategy
for example you mention improving America’s Health one patient a time
we’re actually changing that a little bit it’s a good example improving
America’s workplace health one patient at the time so focusing back into our
core business of working with customers and b2b and occupational health and workers compensation is a little bit different and so we want to really want to focus on that
piece of it not just the overall America’s worker’s health so that’s
that’s a key piece of when you start talking about setting your strategy
as you know saying your corporate strategy and that leads you into
your product strategy of establishing what you want to do and what products you
wanted to market and and that of course is when we start talking about that is
really is our products strategy right now is creating innovative workplace health
solutions that will guide us from just being a occupational medicine provider
but bringing new ideas to the table such things as taking that that just being a
medical practice and moving up front to helping our customers prevent injuries
not just not just provide medical services when they when a worker does get
injured so that’s you know that’s the idea of a product strategy the
marketing strategy then is how do we establish that brand as a leader in
workplace health again slight but important to say that is
a medical practice that’s been been somewhat diluted from workers compensation and
occupational medicine and urgent care with a business to consumer focus this again brings us
back to our business to business model and so that leader in workplace health
is important to us that then leads to a sales strategy and that sales strategies
to me is how we maximize our channels to to make sure that we’re meeting the
customer where they want to be met and we’re giving them a buying process not
just selling process but a buying process that will meet them again how
they want to buy our product so we have to re-look at how we’re going to market
from what channels were going to use and then I have a little bit more broader
next step then I think that sometimes you defined but we’re
very close on this is I then look at the infrastructure to hold this up I think I
know that you guys look at the talent to hold it up I look at the
infrastructure along the whole piece which is more sales operations which I know is where we agree is that whole sales are connecting those pipes
of all the things we just talked about is where it was a good sales operations
organization will do and and that’s how I put all that together so that’s
true north to us right now and and how we connect all those dots. Greg: so a great
answer, I just want to slow down a little bit many people that are listening to
this and watching this are in the process of trying to do these things you
were able to rattle off corporate to product to marketing to sales to
infrastructure just off the top of your head and you actually have a brand name
for your strategy called True North some of our customers aren’t that advanced if I could
just we want rewind the clock a little bit here and let me go back to corporate
strategy for a second over-simplifying for the purpose of a podcast audience do
you guys compete based on a highly differentiated product to compete based
on competitive pricing ’cause you have a lower cost infrastructure than your
competitors or do you compete on the service experience? John: We compete on the service experience- the pricing in our business it’s very highly regulated by States and so the pricing sometimes gets
commoditized if you will that’s not quite right but it’s a
level playing field so providing this service and a medical service at that
and having a doctor and we have let’s say close to a thousand doctors doing
that on a consistent basis and doing it and engaging in the patient in the right way
and then having the front office and back office making sure that
someone’s complete medical visit is something that they would let’s say
enjoy might be too strong word but certainly they would they would engage
with the doctor and so from a biopsychosocial standpoint getting
someone back to work and back to life in a hurry is important so that service
provided is the differentiator in how we go to market in all of our
markets across the country Greg: very good so we’ve got a company that is
differentiating themselves based on the level of service and the customer
experience you know if I now come back down to product strategy maybe for the
benefit of the audience you mentioned workplace health which I love how one word
can change an entire mission statement and bring clarity to it and reposition
you back to the b2b world who are your target customers well we have a hundred and forty-four
thousand customers from you know very small businesses to, I would
think the number is and I may not be completely right on this but four
hundred of the Fortune 500 does business with Concentra so our
customers in every vertical obviously there’s some of the verticals that are
that see us more would be construction manufacturing etcetera, so we have a very large customer base
that we need to service we need to
retain and then we need to go out and acquire new customers and grow. Greg: and then a little bit more in the marketing strategy since you’ve been back
have you developed a brand promise and if so what is it and why should I
believe it? John: well I think to actually say what the brand promise is I would
say that we we haven’t we’re looking at that again from… and we’re engaged in that discussion right now but the
brand promise is actually going to be all around making sure that the
services provided in a timely way so you know when you get right down
to it “health that works” is probably getting really close to where
we want to be and how we do that in improving the operating in clinical
model and spending more and more time and resources on enhancing the
experience the customer experience through technology those are probably some keys to hold
that up and second part of your question of course is why you should believe it
you know I think they are proof points I would say we built this industry that
the idea that occupational medicine was scattered and we started to bring
this industry together and by acquisitions and by providing new new
sites and and then we we took a long look by doing 62 “voice of the
customers” in the last four years and talking to over 2,000 customers which
was one of our key listening posts and finding out what their problems were and
then we created what we call, I know it’s turned into a term it’s overused right
now, but the best-in-class Workers Compensation where we created what a really
good program looks like and then we’re trying to
strive to get to what program is on a daily basis so we we break it down to
four keys- 10 must haves and I won’t get into those but the idea that we defined
what what we want to do as a service and now we’re aligning each one of our
organizations whether its clinical operational physical therapy falls into
clinical and sales we’ve defined what each one of their roles are
in providing this service and retraining, training folks on how to
do that so we can we can fulfill this Greg: Fantastic so audience as you can hear, in order to develop a go-to-market strategy you have to understand how that
fits into the overall company’s strategy we just heard from John the True North
strategy which he can very clearly go quickly through the high points the
corporate strategy how that translates to a product strategy market strategy
sales strategy and he added the concept of an infrastructure strategy which is
an interesting twist to it and I certainly can see why he did that so I
wanted to have that conversation first before we dove into today’s topic
which is a go-to-market strategy We’re gonna take a short break and when we
come back, John I will discuss how he integrated the company’s product
strategy with the go-to-market strategy how do we bring a product or service
to market which is essential part of today’s episode so stick around after
the break Each day you received hundreds of emails
tons of text messages countless telephone calls and sit in too many
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blog filters all this nonsense for you represent only first-rateideas to
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and read the best contact go to: salesbenchmarkindex.com/blog and subscribe today. Welcome back my name is Greg Alexander
and I’m the CEO of SBI my guest today is John de Lorimier who is the chief sales officer
chief marketing officer at Concentra today we are discussing how to develop a
go-to-market strategy and we’re using SBI’s revenue growth method to do it if you’re
keeping up at the office download a copy of our report here salesbenchmarkindex.com/2016-report before the break John laid the foundation for us by
explaining the corporate and functional strategies of Concentra which will allow
us to address our next topic which is integrating the product strategy with
the go-to-market strategy so let’s turn our attention to this integration
challenge. John, when you are launching a new product or service how do you do
it and let me first ask you how do you establish launch goals? John: I think the launch goals and I don’t know if this part will be that that interesting but
I’ll give it a shot is I think that you know the launch goals to me just come
from a fairly standard product development process whether you look at the marketplace you look at what your capabilities are you determine what’s potentially from those listening posts
that we talked about earlier some things that you’re missing you look at that
you survey your customers you get an idea of who would
buy what and how much is out there and so you size the market you look at
market share you know all those things that I don’t think is that
revolutionary so that’s I think how you set the goals and what you could
come up with and then you have that process of goes and no goes making sure
that the organization is behind whatever the solution is that you’re you’re
bringing in the market and of course does it fit with true north and from what we talked
about earlier in the session the idea of actually putting down on True North once you establish that corporate direction that corporate strategy all
the products then start to make sense from what you want to bring to market
so I don’t think that was that
interesting but Greg I think what really gets interesting to me is taking that
product and then how do you get in to market and how you do that quickly and
and how you do that with some compelling messages and then how do
you get your salespeople ready to go do that and that’s the piece that i think
is really really broken in most organizations I think that it’s very
silo based, you know there’s someone who normally runs product for
someone who’s normally runs marketing, there’s someone who normally run sales and
those folks as you’ve experienced sometimes those chasms are much
bigger than they they look on an org chart and the idea of trying to align
what I call a sales connectivity model because it is all about actually selling
something at the end of the day that’s those pieces and that’s what normally
does not happen and so the idea of making sure that all three of those
organizations are working towards the same goal in the same way is absolutely
critical to getting this done and all of us and we’ve all seen this is just the one
failure after another product launch even when the product was probably had a
real place in the marketplace something that could be
really used by the customers and have a good experience for all the folks just doesn’t happen enough and I think if you get away from this
connectivity model that’s what breaks. Greg: So let’s talk about the connectivity model and getting the organization ready for a product launch so
you mentioned the three silos- product marketing and sales and we’ve
acknowledged that sometimes those three silos don’t work well together and the
outcome of that when that happens is a failed launch, and we’ve all had those so
how do you get the organization ready across those three functions for a
successful launch John: well I think you take pieces of those
organizations and what I mean by that is that you know product- I always call
them the intent owner and to me it all starts in product so you create
a series of tools across those organizations that everyone agrees to
first then you grab folks who are gonna be subject matter experts or can assist
from each one of those organizations so everybody has a stake in it and so let
me be more specific on that so for example there’s a
series of tools whether it’s a product development document that follows X
amount of steps that’s one piece you create another document that I call
them the messaging wireframe and that’s a series of questions that
certainly product will help sales will help external research whether its
primary or secondary will round it out but you have a content document that
is the source of all truth and that content document then leads into
deliverables that everyone’s already pre-agreed to and those deliverables you
actually write templates up of what those deliverables will look like and
so you use the wireframe the content wireframe into the deliverables and
then you then can send those deliverables out any way that you want
to but we all know that the content is accurate because we all agreed to it
we know that what deliverables are coming because we all agreed to it and
we all know that that the idea that there was sales representation in this
was the subject matter expert there was product there was marketing and those
things all get connected the piece that sometimes breaks down on this Greg i
think is the idea that some working organizations don’t do this very well
you know it’s sometimes called product marketing but most marketing
organizations really don’t get into this this hand-to-hand combat as well they
should I think they’re getting better at it specifically around content marketing
which leads into another discussion but they’re getting a little better at it
but doing this sales marketing is what I call it is not
really their strength and that’s that’s because of you know all the battles that
marketing and sales have had over the years I think so the idea of all that
and then it goes into a sales ops has a role here as well specifically from a compensation and CRM
standpoint and then sales training which in many cases is connected to
sales ops and some some some places I pull sales training out and have them
report directly to me because that last mile is so very important to
making sure that that people are getting the information they need and they’re
practicing what they need to do and then you hold us all up back to whether it’s
a learning management system whether it’s a CRM system and you start creating
accountability around anything from who’s going to and using the materials
which you can then measure on a sales enablement platform who’s taken a
training which is back to the LMS system and then you start looking at sales ops
for both lead and lag indicators to make sure that people are out there doing
what they’re supposed to be doing from let’s say from the sales process of
appointments to actually closing business so all those pieces connected
together now you know you potentially have some unity as you go to market and
you have the right break points that you can go back and fix because you have
the the accountability and the measurements in place. Greg: So what I like
about that it’s a systematic process that’s repeatable so let’s talk about
the repeatability of that process so how many product launches or the equivalent
do you have any given year and how far in advance do you get the organization
ready pre-launch? John: yeah that’s a really good point you know you start with a
product organization again and not just product but mostly that’s to me the
intent to honor the initiative come from product there might be some other things
that are going on the organization that you want to engage let’s say the sales
organization with but from a product standpoint right in september/october is when
I’d like to sit down with the product team and start to say okay what we want
to do in 2016 what work have we done in 2015 what can we build on what
we have we seen as trends in the marketplace and what do we think
we can do and start building that process now of the product build and
that of course depends on the difficulty of the product and then the
launch process and so at that point I’d like to have an editorial calendar
for my product launches that I have stakes in the ground that could be
1st quarter 2nd and 3rd you know I normally try to do three type of
launches that are connected to each other and late 1st-quarter mid 3rd quarter
and in early 4th quarter and and have that process I just described start to
work through the system for those specific launch dates and normally
what you really want to do once you get closer and closer this that you can put
that launch date in place and you know this that you don’t come off the launch date a
great deal I mean you gotta go and so now people have a hill to take and off they go and we don’t don’t vary off those launch dates. Greg: so a couple of follow-up questions for you on this sales connectivity model you know we’re
living in the world today where agile has replaced waterfall and this whole
idea of the minimal viable product MVP and the concept ship-it and fix it which says
the launch process and even the product management product development process
isn’t sequential any longer it’s a continuous loop does that apply to your business and
your thoughts about this? John: Yeah I agree with that I think
that that certainly you know I grew up working with a lot of large
organizations and I saw it wasn’t called quite called agile back then but I saw organizations that would do the waterfall approach and
you know would have to have every I dotted and t’s
crossed before they would go to a market with the product
and then you saw some other organizations that were a little bit
more nimble and started to do those things and I think those sprints right
is absolutely a fabulous way to go and you don’t have to have it totally
right but you do have to have a majority of it right and then you keep learning
along the way and actually we’ve seen that when you do that and you’re up front
with customers and you tell them what you’re trying to accomplish and whether
you want to call it this is phase 1 phase 2, however you want to do it
they’re they’re more than happy to work with you and in many cases help you
pilot things and be part of the co-creation of this and and then you build strong
partnerships as well Greg: Let’s shift our conversation a little bit to launch risks so how much risk mitigation or risk assessment do you do pre launchers or is that just kind of baked into your process and you’ve had some failed product launches
before in the past so how bad can it get let’s just get it out the door how much risk assessment you do? John: I think that you do some but I and I might be this may not be my
strength let’s say that is that I think you do you do some you want to make sure
that you’re certainly understand what the risks are you know what those risk
and might break points might be but I’ve seen organizations almost
paralyzed by that and and so if you understand where the risks are you
communicate those risks to leadership and then then you move forward and you
have you know if you will plan A and Plan B if it starts if things start to
break but you don’t get so down into that risk that you never get
through that you never get out the door and that happens
so often and again I know you’ve seen that as well that all of sudden you know
there’s- from our standpoint our business- our doctors work for doctors and then we have operators and then we have sales we
have physical therapists who work for physical therapy you know who
do physical therapy and then work for a therapist as a leadership, so now I’m
I’m dealing with three different entities least I own one of those but
the other three I have to bring with me and and that’s the idea of you know I
gotta get some some folks to say okay specifically doctors and therapists who
really want to get into details some of these things because that’s just how they’re
built that I gotta keep them moving so that’s herding cats and making
sure people see a bigger picture and not get too bogged down in every detail Greg: And that’s the reason why I never move the date otherwise you’ll never get out
ok we’re gonna take a short break when we return we’re gonna focus on how to execute the go-to-market
plan post product launch. So stick around after the break. You are watching SBI TV. This is a monthly web TV
show featuring guests just like you executives trying to grow their revenue
each month you can peek behind the scenes and watch your peers discuss their
strategies probably make their numbers you’re not going to want to miss this. Welcome back. My name is Greg Alexander and I’m CEO
of SBI and today we are talking about go-to-market strategy and how to bring a
product to market and we’re going to shift our attention right now to post
product launch and what happens post product make sure that the product
as successful ’cause we did all of this planning up front and now we’re shifting
our attention to post product and driving the execution of that so let’s
talk about executing the go-to-market plans so John my first question is how
do you measure progress against the launch objectives after the new product
is in the market? John: Well there’s two ways that I look at
that- one is absolutely just sales results and the sales results
that’s a little too simplistic so I’ll break that apart just a bit I think the sales
results you look at activity levels and are the activities levels that
gives you some idea of interest and so sales activities are measured
appointments are measured and those and then how that funnel is progressing
to close right so the idea that this happens quite a bit from some other
executives on my team or on any team is that so what have we closed well and that
may be the wrong question is what are what our activities and how is that
progressing through the funnel that’s probably a better question specifically right
after launch and that’s so that’s one piece of it the second piece
of it is I think you put in place listening posts whether you’re using like
we do Net Promoter Score and the Promoter Score that we asked we
have qualitative ways to answer that question too. And so that helps us as well capturing new interest specifically
where its products specific. We do focus groups as I mentioned earlier as well so
we have several listening posts trying to get a feel for customers and then the sales funnel concept of managing that I think the other piece it’s that I
do quite a bit and I know some others do too but- get into the
marketplace to actually go on sales calls to actually see what what’s
working and what’s not and talking to customers whether it’s breakfasts or
dinners and saying what do you think about the offering that we brought
out and what’s missing and what’s next is always a question that we like to
ask. Greg: Yeah I love the concept of listening posts as a way to measure this, cause
you’re right sales results are lagging indicator and it’s
the activities that are happening ahead of that, that are a better predictor an
indicator of launch success let me ask you what function in your
organization owns enablement and is responsible for the content creation
and for training the sales team on the new offering well right now it’s
two organizations and it’s always interesting the sales enablement and
sales platforms you know has a technology bent to it, in fact sales enablement has been taken over by technology organizations where it used to be to me to be more of a content piece but
but they they’ve stolen that term I think can and certainly an important
part of making your sales organization more effective but I have a
sales ops organization where you mention sales training that
resides sales ops also helps with the technology aspect of a sales enablement
platform but the real key to that is the content creation and the
content creation goes back to that messaging wireframe that I talked about
from a launch standpoint and I have a content organization in my marketing
group in in fact my marketing organization just recently I started
rethinking some of the more traditional aspects of marketing organization and really
just created a content organization with a with a digital piece
to it so I have a digital marketing organization and a content creation
organization and that’s where it resides with me. Greg: We advocate to our clients this idea of setting up an internal content marketing agency
who happens to have a captive customer which is your marketing and sales team and the reason why I think that that’s
a valuable thing to do is because the needs of content are only accelerating so
getting good at producing highly relevant content at scale, at volume is a
great thing to do so I’m very pleased to hear that you’ve created an organization
to do that. John: I probably learned it from you I know you guys do a really good job of that Greg: well thank you, Let’s get to
incentives here so we’re talking about launch bringing a new product to market
go-to-market strategy do you change the incentive plan for the marketing team
and the sales team to move the new product or do you keep it the same is
it one size fits what are your thoughts on this? John: Yeah I actually… that’s a great question… and actually made me think about it the idea that no I really don’t i think
if you have the right compensation plan set up again aligned with what your
enterprise objective is and you know what your product objective is and you
know what all those things we just talked about I think the comp plan
should be driving that already so you know I don’t see why I would have to do that if I have aligned all that and I’ve looked at that on a yearly
basis and I know again put my product plan together and the
september/october standpoint I then have opportunity to look at my comp plan and
all those pieces that we’ve already talked about this is actually is again this is
unbelievably important that the comp plan is aligned and so it’s
right at the top of the list when you start doing the things we’ve talked about. Greg: So I hope the audience is paying attention to John’s answer here- if you are
constantly changing the comp plan to set new products that’s a symptom that
you have a problem and the problem is you’re out of alignment up to chain
through marketing through product through corporate. Your incentive program
should be incenting those things the objectives of the company the mission
the company the vision where you want to take it etcetera etcetera and the products are
just a slot into that so don’t over react and change your comp plan every
six months every quarter once a year etcetera. Your Comp plan should stand the test of time Allright, let me go to this concept of reference
customers and testimonials you mentioned you have these listening posts which I
absolutely love you’re clearly an outward in organization as it relates
specifically to launching and go-to-market strategy is there a formal way
upon which you’re collecting reference customers and testimonials? John: well when you do these type
of focus groups you get the good the bad the ugly and so we
actually we actually listen for people who would who certainly we would like to
swing back and I ask our sales people during- after these types of
discussions is to go back and see if we can write a case study if we can do a
you know an inside paper or a case study or just get a letter of recommendation of some
sort so that’s one piece of it the other piece that I think is just as
interesting is we listen for the real negatives as well because that happens
in any organization and then how we fix that problem coming out of these
situations and then go back and try to get those references well is equally as
important because you know there’s nothing better than fixing a problem in
and make a customer happier and that actually drives I think stronger loyalty
than just having a happy customer so we look at both of those things and then
try to get back and document that yet as you know, those fall
through the cracks more than you would like to admit and but it is something we
strive for and we try to get to and in many cases we’re successful but many
cases it drops off plate and no one else goes back and picks it up
so it’s something we’re constantly working on Greg: You know i would tell you
for what it’s worth organizations that have stood up a separate content entity
inside their company now that they have that new capability you know documenting
references and acquiring testimonials becomes easier because you have people
to focus on it references and testimonials are just a form
of content and that should be on your editorial calendar right so something
to think about there and maybe that will help you not let those things fall
through the cracks and as it relates to bring in a new product to market you know there’s the majority of your
market is not going to want to go first so they’re gonna go when they see other
people have gone before them and you have happy references and happy testimonials
that’s why it’s so relevant to you to launch We are gonna take one
more break when we come back John and I will discuss what to do next if you are
focused on developing a go-to-market plan for a new product or service we
call this the takeaway value so don’t go anywhere come back after the break and
get the takeaway value. Making your number is hard, your problems
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read in-depth stories written by award-winning journalists about how your
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tweet, social post, or blog article turn to the SBI magazine. Go to SalesBenchmarkIndex.com to subscribe Welcome back everyone- John I would like
to conclude our time together with some practical advice you’ve given us a lot
already but I’m gonna ask for just for a little bit more so let me ask you one final
question that will allow you to summarize your thoughts so if you were
hired tomorrow by a company and tasked with developing a go-to-market
strategy to bring a new offering to market what would you do 1st, 2nd, and 3rd? John: Well, not to repeat
myself… The first thing I would do is make sure that i
truly understood corporate strategy exactly where the organization wants to
go. I would sit down and talk to the CEO and ask specific questions and if they’re
not clear enough for my liking then I would step up and take the project on and say why don’t I go write it for you and come back
and have you react to it and let’s make sure we nail this thing and that’s the
first thing I would do the second piece I would do is making sure I understood
that is the idea of what I spoke about earlier is aligning those organizations
of product, marketing, and sales and certainly sales ops as a back end to that and that alignment and making sure that I have those
discussions with those leadership so now I have what we call true north as our
document but the corporate direction I would then make sure that
everybody in that group we all understand it the exact same way and what
we’re going to accomplish so I would have that round table and I wouldn’t do
it as a roundtable I would go one-by-one and make sure that everybody is aligned
and then I’d have the meeting where everybody comes together in a round
table so obviously I know that I’ve worked out most of the issues with the
folks that I’m going to be talking to and then we all hear each other pinky swear that we agree to where we’re
going so that would be the second piece in the third piece is- I would then
get those organizations that next level down and start creating you know pods
or working teams of making sure those folks understand where we’re going and
that their leadership knows where they’re headed as part of these pods
and start putting timetables in place and project plans in place and so
something that we can measure as we go forward. Greg: You know your story
reminded me of a story that I’d like to share with the audience right now so in
the summertime we have our sales strategy summit this year we had a dozen
chief sales officers chief marketing officers to Maui, the Hawaiian island
at the Ritz-Carlton and we’re sitting around a table and we’re doing a
workshop and we’re going through this concept of strategic alignment and
several people in the room said hey I get it- this all starts with the right
corporate strategy the problem is my CEO’s not doing his
job he hasn’t articulated to me what our mission is what our vision is what our
values are what our brand promises what are our financial objectives what are our key
competitive advantages he hasn’t told me these things yet and these people kinda
threw their hands up in the air and if you listen to what John just said
is- if that’s happening to you take the initiative and say listen this is a key
input into my success ok maybe the CEO is focused on something else and I’m sure
there’s a reason why this doesn’t exist but you cannot be successful as a Head of
Sales or Marketing without those things so it doesn’t exist two choices either ask the
CEO to do what he does it thumbs up fantastic if he doesn’t, do it yourself
because they’re key inputs to that so it’s an interesting story that that’s happening
sometime and I love that component of you answer, so I wanted to put an
exclamation point on that. Let me give you my two cents- in summary form
here so I’m gonna deliver the audience tough news if you’re like most companies
you think you have a go-to-market strategy and you don’t and I hate to upset
you with that comment but you know I gotta give you the truth there most likely you have had a launch
failure recently and this was caused by the go-to-market plan being a simple
collection of tactics versus a coherent plan developed well in advance of launch and unfortunately this causes
companies to miss their number too often and in some cases it causes sales and marketing
executives to lose their jobs. Just think about it- let’s say you’re a technology
company, the company’s droping 15 percent of top line sales on R&D. So let’s say
you’re billion dollar company you’ve got a hundred and fifty million dollars a year
invested in bringing new products out and you have failure after failure what
happens? People get fired in that situation it doesn’t have to be this way
so take the time to think about go-to-market strategy specifically as it
relates to product launch hopefully John’s example today especially with his
sales connectivity model in his reference to the true north program will
motivate you to integrate your product roadmap with your go-to-market strategy
if you are motivated by this and you want to do some more homework on it, I got two
resources for you the first is get a copy of our report that I mentioned
earlier it’s titled how to make a number in 2016- can’t be any more literal than
that- you can get it you can get it at
SalesBenchmarkIndex.com/2016-report
this is what I used today to have my conversation with John it’s a
step-by-step guide on how to do this also let’s say you go through the report,
maybe doing this for the first time and your lack confidence you want some
support you want somebody hold your hand as you go through this- go to our website SalesBenchmarkIndex.com/2016-workshop and register for a workshop and I’ll send
one of my trained experts in this area out to meet with you and they can walk
you through some exercises what will come out of that is go-to-market plan at
least an outline that you can go execute have great confidence in pulling off
John, I want to pause here for a moment and let you know how much I appreciate
you I know how busy you are since you jumped back into Concentra and sometimes I think you don’t give
yourself enough credit for how much you know and what you shared with us today
is a contribution to our field and this is how we get better is practitioners
like yourself coming on things like this podcasts and sharing what you’ve learned
what’s worked for you what hasn’t worked for you and it’s the collective body of
knowledge that lists the entire profession. So I really appreciate you
making a contribution today. John: Thanks, I appreciate it and thanks for the kind words. Greg: And a big thank you to our audience I appreciate the attention you
give me every week you’re just as busy as John and finding time to listen to my
Boston accent every single week can be tough but I really appreciate doing it
believe it or not we’re at 100,000 subscribers now and with audiences like
that big audiences I’m able to attract guests like John and that’s what adds to
the quality the show. So really thank you for paying attention and I’m going
to conclude today like I always do which is give you our brand promise I wish you
much success as you try and make your number. Woman: This has been the SBI podcast for more information
on SBI services, case studies the SBI team and how we work or to
subscribe to our other offerings, please visit us at: SalesBenchmarkIndex.com

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