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Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Our buddies at Armada Corporate Intelligence addressed what sections you should include in your go to market strategy plan in their “Inside the Executive Suite” feature.
You need to communicate the primary targets you are trying to reach based on a product’s design, intended experience, and marketing. Positioning addresses where you want to place your product in the marketplace relative to competitive offerings. The pricing strategy must fit with all other sections to strategically and effectively support the market position and value proposition. As with brand strategy, many executives incorrectly think this is the only part of a go to market strategy. Whether at the start or end a go to market strategy, develop and refine relevant metrics throughout creating the approach.
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Mike BrownFounder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. The position (and messages conveying the position to the market) should be distinct versus competitors’ market positions.


It could include strategies for direct sales, inside sales, inbound marketing, wholesalers, distribution partners, alliances, affiliates, etc. This strategy component addresses how the product will rely on direct and indirect online contact (web, social media, content), front line service providers, the customer service team, and any other places where you expect customers will interact with your brand and form perceptions about the experience.
Within this section, make sure you have the right mix of online presence and content, advertising, collateral, event marketing, public relations, and internal communication to support the product’s position and intended messages.
For organizational innovation success, contact The Brainzooming Group to help your team be more successful by rapidly expanding strategic options and creating innovative growth strategies. The go to market strategy should address alignment between your employees, product quality and experience, audience communications, and everything else reinforcing your brand and how you’ll introduce and market a new product. Developing a product’s ideal position incorporates what the target market expects and will accept from the brand.
Initially,  the value proposition must clearly communicate how customers, through using your product, will receive more in return than the sum of what they paid and the other “costs” associated with using it. It also incorporates all the elements necessary to support channels and relationships, including recruiting, hiring, training, tools, deployment, and the supply chain. There’s one common trap, however, we see trip up many companies: the pricing strategy may have nothing to do with the production costs.
They can help identify innovative ways to use technology to maximize the customer experience and improve efficiencies that create a more attractive cost position.


We see the difference between a marketing plan and a go to market strategy focusing on how the latter incorporates an understanding of customers, what attracts them, and what a brand does to introduce and win share with a successful product or service. Although targeted, it needs to be large enough to deliver on revenue and profit objectives. The brand strategy sets guidelines for the go to market approach and provides a platform for new, smart ideas to integrate the product within the overall brand.
When targeting multiple groups, communicate which one is the primary target versus others you might include in your marketing. Articulating the position is a start; the remainder of your go to market strategy addresses delivering on the position daily.
You develop a pricing strategy to support the right value proposition in the marketplace; getting costs in line to support that position is a separate issue.



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