The-Goals-And-Go-To-Market-Into-One

The Goals and Go-To-Market Into One

Developing a plan is the easy part, in certain respects. The execution of the plan in line with strategic goals is where there is true management mastery. Why is it so critical that businesses are more closely linking their strategic priorities and their go-to-market strategies? How critical is it to its long-term sales growth?

For most companies, aligning field practices and go-to-market strategies with supported strategic priorities is the biggest, toughest, and increasingly costly aspect of executing strategy. This is the biggest because performing so well is important for success in the marketplace and is also necessary for business valuations and growth opportunities. A key to fulfilling the potential for growth is to reduce the gap between the big-picture plan and day-to-day field execution.

It’s also the toughest part of execution because you’re dealing with a mix of key business factors: market research, strategy growth, compensation, people management, creating a value culture, and maintaining that culture in the face of inevitable market shifts that are mostly beyond the selling company’s control.

It’s also the toughest part of execution as you’re dealing with a combination of key business factors: market analysis, growth strategies, rewards, people management, building a culture of value, and sustaining that culture in the face of unavoidable market changes that are often outside the control of the selling organization.

Therefore, for most companies, aligning strategy and sales is essential to long-term revenue growth, and weak alignment means both direct and opportunity cost to companies. Yet for owner-president, privately owned, and entrepreneurial companies this is particularly important.

They are often competing with bigger and better-resourced companies in their markets. They need to move faster and more coherently than big companies, and that means they must be better than big companies at aligning their strategic priorities and their go-to-market initiatives.

That may be unfair, but it’s not a level playing field out there. Doing this well is, or should be, an important component of competitive advantage for these firms.

Too many business executives use their profession as an excuse for not doing anything that would potentially boost implementation of plans and revenues. Knowing the business and their market dynamics is very critical. But industry is not destiny. As usual in business, the important levers in aligning strategy and sales are committed leadership and management behaviors. Our program is intended to help participants use these levers as productively as possible.