Maximizing the ROI of Your Go-to-Market Strategy

Defining Your Sales Strategy


Your go-to-market (GTM) strategy defines your sales organization’s actions to scale results. It aligns your solutions and required sales capabilities to target customers and how they buy

Your GTM strategy should ensure that your selling efforts are aligned to the highest potential markets and customers. The goal is to deploy the right resources and capabilities on the right customers. This requires continuously assessing and refining your sales capabilities to maximize your ROI.

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Prioritizing Limited Sales Calories

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Driving scalable growth requires sellers to maximize their time and effort. Spending finite resources on the wrong opportunities means leaving money on the table. Senior sales leaders must define:

  • Target customer segments and the potential: what’s the total addressable market (TAM)?
  • Key sales and service roles: who is needed to effectively engage customers?
  • Sales and service motions: what are the rules of engagement across roles?
  • Capabilities to drive the motions: what resources and tools are required?
  • Revenue enablers: how must Marketing, Technology, Partners, etc. fit into the GTM strategy?

Designing a Robust & Scalable Model

Aligning to Decision Journeys

Team structure and roles must drive sales and service motions that help buyers buy.

Optimizing Coverage & Territories

Clearly defined roles minimize unnecessary handoffs and dedicate the right resources to the right accounts.

Balancing Capacity & Workload

Regular analysis of required resources ensures optimal engagement and service for each customer segment.

Driving the Right Sales Behaviors

Cost-effective sales compensation plans and targeted sales model investments should motivate sellers.

Optimizing Go-to-Market Capabilities

Sales Process Design

Alignment of the sales process(es) to the customer buying journey

Sales Manager Cadence

Robust, well-defined sales management touch-points to lead teams and scale growth

Sales Methodology

Custom way of selling, with a common language and structured process

Role Design

Defined skills and capabilities of key sales and service resources

Sales Incentive Compensation

Rewards system that balances team motivation and performance with cost-of-sales

Sales Performance Metrics

Sharpened focus on the leading and lagging KPIs to measure effectiveness

Sales Enablement Stand-Up

Advisory and strategic development of sales enablement to provide the right field support

Messaging & Content

Targeted ‘customer-ready’ content and templates to communicate business value

Program & Change Management

Comms support, stakeholder alignment, and other activities to drive adoption

Motivating & Rewarding Sales Performance


Sales compensation is the most common strategic lever organizations use to motivate sellers, drive new behaviors, and improve results. Poorly designed plans increase the chance for talent attrition, missed targets, and high expenses for the wrong type of performance.

Our work translates your sales strategy into compensation and incentive plans that align revenue teams and deliver cost effective results.

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Measurable Results

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Wiley is a global leader in research and education. Their content, platforms, and services help researchers, learners, institutions, and corporations achieve their goals in an ever-changing world. Wiley needed to rethink the Library team’s go-to-market model in response to the pivotal, global rise in open publishing.

We were selected to analyze the Library team’s customer base to determine go-to-market model options that would deliver high value engagements, especially for customers interested in Open Access ("OA") agreements. This required a fundamental shift in the structure and pricing of peer-reviewed academic research.

Our work helped the Library team identify ways to optimize revenue while aligning the right sales and service behaviors for customers navigating their own research and publishing journeys.



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IHG has a global portfolio of hospitality brands spanning 4,400 hotels across 100 countries. IHG’s sales team positions their products to a diverse set of B2B customers seeking meeting space and corporate travel agreements. In response to changing markets, IHG sought to elevate its sales force and processes to support both on-property and corporate salespeople.

We were engaged to assess the alignment of their global sales organization, go-to-market strategy, org design, and pipeline culture. This work included analyzing their 1000+ tiered customer base to define a new go-to-market strategy and org design to maximize revenue and customer value. We also re-architected their sales structure and accounts/territories to align resources against market and account potential. Finally, this engagement deployed a “Way of Sales” insight-based sales methodology.

As result, IHG saw accelerated growth in their key segments. Additionally, key global sales leaders felt confident in their properties and energized by the selling story we created together.

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Turning Sales Strategy into Action

In a rapidly evolving sales environment, senior leadership should go back to the ‘drawing board’ regularly – analyzing their team’s effectiveness and ability to maximize revenue from each customer. But they tend to only re-visit their go-to-market strategy when a major shift rocks the organization.

Download this guide to learn about a more intentional approach to go-to-market strategies.



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Let’s connect to explore how we can help you activate real change in your sales organization.