This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
As companies move from startup mode and scale into growth-stage execution, many are choosing to underinvest in marketing leadership, mistaking it as a cost center rather than the strategic engine behind revenue generation and go-to-market (GTM) execution. That requires meeting your stakeholders where they are, not where you are.
.” Fortune 500 CEO, from a recent interview I recently published part of an interview with a public company CFO, which ignited a conversation among marketing, sales and finance leaders across multiple channels. One thing became exceptionally clear: go-to-market (GTM) programs are under intense scrutiny.
For example, in the ad below, Procter & Gamble acknowledges the COVID-19 crisis, explains how it will be donating products to families and philanthropies in need, emphasizes the importance of their household and health items, and reminds viewers of how its brand has helped consumers disinfect their homes for generations: [link].
This is a time when one should forgo the quest for eccentric marketing genius in favor of achieving an informed consensus among mere mortals. Three basic rules, meeting all three is nearly impossible, but you should try anyway: Don’t sell anything you wouldn’t buy yourself. If so, ask to see the go-to-market strategy.
So yeah, there’s a lot of battles there, we meet weekly on it. I think that a lot of people, when they look at how do we set up our go-to-market, whether it’s the website or through a sales team or what have you, they tend to look at it as sort of a static thing. Okay, what happened here? What can we change here?
In both cases, the reason we have separate markets is that the customers could not have referenced each other. The way around this problem for many marketing professionals is to break up the category into isolable “market segments.” Visionaries take a greater interest in technology than in their industry.
The GTM Podcast is available on any major directory, including: Apple Podcasts Spotify YouTube Rob Giglio is the Chief Customer Officer at Canva, where he oversees Canvas sales and go-to-market functions. Rob brings to Canva over 20 years of industry experience leading and executing global marketing and sales initiatives.
We organize all of the trending information in your field so you don't have to. Join 26,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content