MULTI-FACETED CAPABILITIES FOR MULTI-FACETED PROBLEMS.
There are thousands of permutations in today’s customers. From what you sell, to whom you sell to, and how you sell it, B2B and B2B2C customers are increasingly complex. That’s why we have an a la carte approach as simple as this: whatever it takes to win, we’ll build that.
WHAT GO-TO-MARKET MEANS TO US.
When we say “go-to-market infrastructure” we’re talking the intersection of strategy, marketing, product, customer experience and revenue operations. It’s a simple process that involves these three steps and Northstar questions like:
Who are our customers?
What do they buy? How do they buy?
What are their requirements?
Where can we meaningfully win?
Where shouldn’t we win?
What is our unique value?
What do we represent in the world?
How does that value contribute to customer value?
How do we represent value in the market?
What offerings do we need to deliver that value?
How do we reach our ideal customers?
What messaging do we need to drive action?
What content do they need to make decisions?
What marketing actions lead to desired outcomes?
What is the return on our marketing investments?
What sales and marketing motions are required? How do we bring it through distributions successfully?
Types of work we can do togethEr.
DEFINE MARKET
Customer & Buyer Segmentation
Competitive and Comparative Audits
Product Market Landscape
Growth Plans
Customer Requirements
Customer & Prospect Surveys
Trends, Threats & Opportunity Analysis
DETERMINE VALUE
Target Market & Ideal Customer Profile
Pricing & Promotion Strategy
Market Position & Brand Platform
Business Case Development
Product Architecture & Portfolio
Financial & Risk Analyses
Propensity to Buy
ACTIVATE VALUE
Demand and Lead Generation
Marketing Channel Strategy & Activation
ROI and Marketing Models
Content Strategy
Customer Journey and Gap Analysis
Distribution Approach
Sales Motions & Enablement
If you’re anything like me, you’re blazing new trails and doing work that’s never been done before. Not finding exactly what you need? Let’s chat and see if we can uncover that missing spark. And if we can’t, don’t worry—I’ll connect you with the rockstars who can make it happen.
SAMPLE PROJECTS
NEW MARKET EXPANSION
Business Challenge: Company recognized the market had changed since the launch of their core services. Customers were looking for someone who could solve for the total buy. But the company recognized they couldn’t be everything to everyone – both in capability and in their financial model.
Big Hairy Question: How far into solving for a customer’s total buy did they need to go in order to mitigate churn on their core services?
Go-to-market tools
Competitive and Comparative Audit
Customer & Buyer Segmentation
Propensity to Buy and Pricing Analysis
Business Model & Business Case Development
Implementation Plan & Launch Strategy
Reporting Dashboard, Executive Read-outs & Optimization Strategies
Key outcomes
Launched new portfolio of offerings, 3 specific products and a bundling strategy for a company that had never launched a new product.
Beat Year 1 projections by 190%, including 55% increase in service attachment to core services and 17% increase in ARPU.
BUYER SEGMENTATION
Business Challenge: After several key acquisitions, company grew from 1,000 to 10,000 customers all with varying profiles. It was time to take a step back and understand varying customer segments in the market, where they wanted to play – and just as equally – where they didn’t.
Big Hairy Question: What segments exist within the market, how do we align, and what makes sense for who we are and how we succeed?
Go-to-market tools
Customer & Buyer Segmentation
Financial Model including Customer Lifetime Value (CLV) Calculations
Ideal Customer Profile
Short-term and Long-term Implementation Plans
Sales Enablement Playbooks
Key outcomes
Potential to capture $7b in incremental revenue by flipping the script from transactional to high-value customers.
Move from less than ~$200k in Customer Lifetime Value to >$1m.
Evolve sellers from transactional to solution selling including 50% increase in high-value opportunities in the first 6-month pilot.
PRODUCT PORTFOLIO ANALYSIS
Business Challenge: Large tech company operated in a known market with a known set of customers. Due to evolution of the company, and the marketplace, they needed to develop a world-class product function embedded into the DNA of the company. But where to start to reach quick wins?
Big Hairy Question: What requirements exist in the market that we can fulfill through offerings? How do we move from products to solutions? Where do gaps exist for us, and which ones can we meaningfully and successfully fill? Where do we need to build vs. buy vs. partner? What do we need now? What do we need later?
Go-to-market tools
Market Research
Customer & User Requirements
Product Architecture, including Portfolio Analysis for Gaps
Revenue and Churn Forecast, including Upside by Segment
Product Positioning & Marketing
Pricing & Promotional Strategy
Verticalization of Offerings
Business Case Development
Partner Ecosystem Analysis
Prioritization and Decision Frameworks (Product Management)
Key outcomes
Founded research capability to evaluate and make actionable market, competitive and customer requirements. Resulting capability became integral to board confidence, investment decisions and product roadmap.
Developed product portfolio and corresponding product architecture. Work led to launch of a new category of services, 3 new products and a bundling strategy for company that had never launched a new product.
Launch of a new set of services for the company outperforming year 1 projections by 190%, including 55% increase in service attachment to core services and 17% increase in ARPU.
Developed inaugural cross-company business case for discretionary resourcing and funding, including financial and risk analyses.
Lead-GENERATION & MARKETING ACTIVATION
Business Challenge: A B2B company had always viewed marketing as a service function for sales enablement. With increased business pressures, they needed a healthy pipeline and visibility into marketing return on investment.
Big Hairy Question: Can marketing be quota driven? How much should our marketing budget be, and what is attributable to revenue? How can we grow the marketing lead (MQL) pipeline 4-5x?
Go-to-market tools
Demand-Generation Strategy, including Lead to Nurture
Marketing ROI Modeling
Campaign Implementation Plan & Ongoing Strategy
Digital Campaigns and Creative, including Marketing Automation
Content Strategy
Measurement Strategy, Ongoing Reporting & Executive Read-outs (tying marketing metrics to business KPIs)
Key outcomes
Envisioned and built demand-generation program contributing to 55% of new logos, or ~$1.2m in incremental monthly run rate per year.
Created growth marketing practice for the company across all channels (web, search, social, comms, display, email, content) increasing share of voice from 0% to 35% and decreasing cost per lead by >50%, from $200 to $80.
Designed end-to-end content strategy to move buyers through sales funnel at high velocity. Resulting content journey led to 10% increase in lead quality.
Developed first-of-its-kind ROI for marketing activities tied to sales results. Analysis showed sales reps who adopted use of marketing campaigns performed on average 108% to quota (vs. 69%).
THE LUMAR GROUP 