3 Keys for Your Go-To-Market Playbook
Having a plan is important, right? We all need a plan. The difference between having a client-facing, go-to-market plan that identifies and delivers the meaningful and relevant things that make a difference to your prospects and clients and not having one can be the difference between sustained growth and profitability and merely being busy when your clients are busy. Your choice, your decision.
Meaningful and Relevant
What are the things that are important to your clients? What are the things that you deliver that really make them say wow, and not want to look anywhere else? My guess is that it goes well beyond the finished product. Take a hard look at the discussions you’re having with clients and the problems that they are trying to solve. The ones who do this well are the ones who do a deep dive into their clients’ business, what’s driving their success – or not, and how they can make a difference to the outcome.
Your clients don’t wake up each day and say “Wow, I really need a brochure today that has great color reproduction and is folded correctly.” They may wake up and say, “How am I going to introduce this new product to the marketplace and make my revenue targets?” Your clients will tell you what’s important, if you let them. Then it’s your job, or opportunity, to deliver the meaningful and relevant ideas and services that will help to make them a success.
Sustained Market Presence
But how will they know? Successful implementation of the plan means that there is ongoing market presence. Quite simply, the leaders share ideas and content with the marketplace with the goal of being regarded as a thought leader, an expert. They do it through content on their website, through various channels of social media, through networking and their networks, and they do it all the time.
Their goal is to be positioned at the top when a prospect is ready to engage and have a discussion about getting more help. They don’t force the issue, but do capture prospect inquiries, and by providing alternatives and new ideas, are generating sales-ready leads to their sales team.
They Get it, and Can Execute
To make all this work, you need to have a team in place that is competent, can execute, and knows the difference between what tools were effective ten years ago and which ones are today. You will also need to have a culture that supports this methodology, one that supports your clients' success. Having the right team whose members can play their positions well is an important ingredient to making this initiative a success.
Don’t be satisfied. Even if you are crushing it right now, keep your eyes open for changes that are coming, and for changes that you want to introduce into the marketplace. As someone once said, there are those that make things happen, those that watch things happen, and those that wonder what happened – you get to make the choice for where you want your company to be. As a leader, you’ll be looking to anticipate that next big opportunity and have your team ready to capture the results you deserve. Good luck, please share your thoughts and comments, and keep at it.
Mike Philie can help validate what’s working and what may need to change in your business. Changing the trajectory of a business is difficult to do while simultaneously operating the core competencies. Mike provides strategy and insight to owners and CEOs in the Graphic Communications Industry by providing direct and realistic direction, not being afraid to voice the unpopular opinion and helping leaders navigate change through a common sense and practical approach. Learn more at www.philiegroup.com, LinkedIn or email at firstname.lastname@example.org.
Mike Philie leverages his 28 years of direct industry experience in sales, sales management and executive leadership to share what’s working for companies today and how to safely transform your business. Since 2007, he has been providing consulting services to privately held printing and mailing companies across North America.
Mike provides strategy and insight to owners and CEOs in the graphic communications industry by providing direct and realistic assessments, not being afraid to voice the unpopular opinion, and helping leaders navigate change through a common sense and practical approach.