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Go-To-Market Strategy
Go-To-Market Strategy
1 answer
Director of Product Marketing at 6sense
Define your why:
* Why does this feature/product matter? (value)
* What use cases does it solve for? (messaging)
* How does it compare to the "old way" of doing things? (solution statement)
* How does it compare to the competition? (competitive differentiator)
* What does good look like for launch? (KPIs)
Define your audience:
* What personas will benefit from this feature? (audience targeting)
* What market segment/industry is it for? (ideal customer profile)
* How can my target audience get started? (activation)
* What does success look like for them? (implementation)
Pro...more
6 answers
Vice President of Product Marketing at HackerOne
There are probably three major questions to answer when operationalizing a GTM
plan: What is the governance? Meaning who is in charge? What is the division of
labor? Who holds what decision rights (e.g., decide, influence, escalate)?
When do you scale?
There are two broad options: launch-and-learn or test-and-scale. In a
launch-and-learn model, scaling happens first as the commercialization comes
online across the enterprise at once. Learning then occurs after rollout and
across the enterprise. This type of GTM implementation makes sense in a
low-risk, high-resilience situation.
In a t...more
Vice President of Product Marketing at HackerOne
If the product strategy and positioning isn't nailed down, it will be diffiicult operationalizing a GTM plan.
You need to have alignment on the product messaging, key personas it will benefit, how it will be sold and what the upgrade and expansion paths are. If you don't have those nailed trying to operationalize a GTM plan will be quite difficult.
Vice President of Product Marketing at HackerOne
There are three major questions to answer when implementing a GTM strategy:
What is the governance? Who is in charge? What is the division of labor? Who
holds what decision rights (e.g., decide, influence, escalate)? Passing over
these questions or not answering them satisfactorily are two major reasons most
Go-to-Market implementations fail.
When do you scale? There are two broad options: launch-and-learn or
test-and-scale. In a launch-and-learn model, scaling happens first as the
commercialization comes online across the enterprise at once. Learning then
occurs after rollout and ac...more
Director of Product Marketing at HubSpot | Formerly Early hire @ Automattic (WordPress.com, WordPress VIP)
One of the biggest risks of operationalizing a GTM plan is the lack of a common
understanding of the time it takes to do good marketing work, internally.
Marketing shouldn't slow down product; but at the same time, the more time and
advance notice marketing has, the more we're able to enrich, adapt, and
customize a GTM plan appropriately. A GTM playbook is a best-case scenario and a
guideline which has to be adapted rapidly and practically to the lead time
available.
The marketing team for WordPress.com is relatively new (around 5 years old for a
product almost 15 years old), and speed is...more
VP of Marketing at Ambition
I'll answer this from the aspect of a GTM plan for pricing and packaging
changes. The top 3 areas to identify and mitigate risk around include:
1) RISK: Did you get the Price/Packaging right?
* Does the price and what's included in the packaging resonate with the buyer?
* Is the price point in the ball park of what the customer is looking for and
relative to alternative solutions?
MITIGATION PLAN: Get input from customers, prospects, analysts and advisors in
advance of the change and GTM roll-out.
2) RISK: Are your revenue teams (sales, CS, renewals, etc.) properly enabled?
...more
Product Marketing at Fire TV (Smart TVs) at Amazon
Great question. There could be many reasons why a GTM plan is deemed risky.
Perhaps because a lot is hinging on a product launch, or a risky marketing
campaign and the riskiest of all - you as a PMM are not completely on board with
the product. (The later should not happen but it has happened to many us, I
assume)
IMO, the key is to
1. Over-communicate: Define a DRI, make sure every stakeholder is involved,
follow a decision-making model such as the one I mentioned above (RACI model).
2. Plan plan plan: Have a mitigation plan B ready if your original plan fails,
or perhaps even a Plan ...more
Head of Product Marketing - Security, Integrations, Mobile at Salesforce
1. Making assumptions about pricing and not vetting them with sales VERY early
in the process
2. Assuming that its a 'handoff' to sales enablement vs in reality its an
ongoing partnership where PMM needs to lean in quite a bit to help
3. Not factoring in global requirements VERY early on and discovering late in
the game that its not just a 'localization' issue that will handled by the
'local' teams
4. Not factoring in migration or EOL requirements and just focusing on the new,
shiny products. Customers have more heartburn about migrations than
marketers account f...more
Head of Global Product Marketing, Driver, Shopper & Courier Experience at Uber
This is a great question because, as every PMM knows, each launch holds a
surprise hiccup. If you can mitigate as much risk as possible before that time
comes, then you’ll be successful in solving those last minute snafus.
Assuming your marketing brief and GTM plan are finalized and approved, a
successful GTM execution comes down to organization, stakeholder alignment and
(the hardest one!) seeing around corners.
Here are the riskiest components in each of those categories and how to mitigate
that risk:
1. Lack of organization:
* Misaligned plans
* Losing track of documents and ...more
5 answers
Head of Product Marketing at Sendbird | Formerly SmartRecruiters, Mixpanel, Deloitte
There are dfinitely many directions to take. I'll try to distill down to two metrics across external & internal GTM KPIs:
External
- Leads, or Revenue within X days of launch
- Activation/adoption within X days of launch
Internal
- Stakeholder satisfaction (survey)
- GTM on time delivery, asset readiness
The X in days depends on the type of business you're in. For B2C you'll focus on MRR and shorter conversion cycles, likely within the first 15-30 days. For B2B align it with your avg sales cycle for prospects and 75% of the time for customer add-ons.
Senior Director, Product Marketing at Salesforce
The goal of most B2B launches is revenue--but there are many other KPIs you can
track besides how much revenue you've generated!
Customer KPIs: These KPIs all tell me how much my launch resonates with my
target customer. Pipe generation; lead generation/form fills on any key launch
assets like demos and datasheets; registrations/attendance to events and
webinars; website views; time on-page.
Sales team KPIs: This is how I make sure my sales teams are excited about my
launch and are properly informed to have customer conversations. # attendees for
enablement; # views/engagement for key e...more
Director, Product Marketing at Amplitude
I'm glad you asked about KPIs. As Product Marketers, we don't have the luxury of
a single metric or even a couple metrics. We own the health of the story &
vision our company is selling. I say health intentionally. It's not just that we
own the story (we do) but we also need to make sure it's landing amongst our key
segments, that we have the right segments, our sellers can actually deliver the
story (if you're B2B) and on and on. And it's something that we need to be
monitoring regularly --- which is where KPIs come in. I see the cornerstone KPIs
in four categories: Interest, Velocity, Win...more
Head of Product & Partner Marketing at Qualia
As always, the answer is probably “it depends” as it really does depend on what
the goal of your launch is. For example, are you trying to drive awareness of a
feature? Adoption? Expansion sales?
Once you’ve determined the goal of a launch, the KPIs should be relatively
straightforward from there. For us, most of our Tier1/2 launches have the goal
of generating pipeline revenue (for either new logos, or expansion, or both) so
we look at number of demos set / pipeline generated. Even if the opportunity
already exists, I’m also curious to see whether this was the thing that moved
the needl...more
Head of Global Product Marketing, Driver, Shopper & Courier Experience at Uber
As much as I would love to share a one-size-fits-all KPIs, I’ve found that no
two launches are the same. Even if you’re launching a product again in a new
market, you’ve probably learned something from the first launch that will lead
you to optimize your approach the next time. Instead, I break it down into these
four categories and choose the most important metric from each category:
* Business metrics: How will this launch help the business to meet its goals?
Is it revenue, subscriptions, marketplace balance, users?
* Product metrics: What action(s) do we want our target audience to...more
2 answers
Product Marketing Manager at Crossover Health
Great question. Especially if product marketing in new to your organization -
the product may not know what to do with you!
Start by looking at the roadmap and having open discussions on the product
launch cycle. Identify where and how to bring in product marketing (hint:
early!) and to what outcome. Get product's input on a product brief to help you
outline the marketing for the release. If you need more information, sit down
with the product lead with what I call a "discovery document" where you can
learn the features, how the release differs from current use, measurements of
success, et...more
Head of Global Product Marketing, Driver, Shopper & Courier Experience at Uber
This comes down to strong relationships and a history of adding value. So if you
take away nothing else, please remember to invest time upfront in building a
great relationship with Product and in demonstrating the value that PMM brings
to the table early on.
In terms of a framework, I break it down into two types of milestones: calendar
milestones for higher level planning and project milestones for work-level
alignment.
Calendar milestones:
* Product planning: Usually this happens two or four times each year. These
roadmaps give you the information you need for creating your stra...more
4 answers
Product Marketing at Fire TV (Smart TVs) at Amazon
A few tips and I would love to hear what y'all do for this. I tend to get a
writer's block every time I have launched a product.
1. Inspiration from other industries: So if you are launching a consumer
electronic product, check out a product launch from the say for e.g. fashion
industry.
2. Competition: Not necessarily to draw inspiration, but to avoid making any
mistakes your competition might have made at a product launch. A quick tactic I
follow - I go back in history on the competition blogs or social handles, there
are some browser toolswhich allow you to go in history and show how...more
Vice President of Product Marketing at GitLab
Creativity takes discipline, and over the years I’ve developed a few habits to
keep font of creativity alive for all projects, including product launches. Here
are my top three:
First, I’m an avid observer (read: marketing geek) of product launches from
other companies. When I see something cool, I make note of it and then refer
back to my running list for inspiration when it comes time to craft a product
launch strategy. I'm also an obsessive reader and have been inspired by product
launches inside and outside the technology industry. Sure, there’s the
prototypical Steve Jobs product laun...more
Head of Product Marketing at Narvar | Formerly Iterable, HubSpot, IBM
Yeah! Look at all the ways your company communicates with the market. Talk to
various people across the business - PR, CSMs, Support, and others. You will
find ways to promote your product that you may not be aware of through these
conversations.
For creativity, I like keeping a "swipe file" of great product marketing I've
seen from other companies. When I need ideas, I go to this swipe file and it
helps looking at various creative copy or promotion ideas that can be built into
my own launches. Also, if you talk with customers, they will generally have
great ideas for how they want to r...more
Head of Global Product Marketing, Driver, Shopper & Courier Experience at Uber
Definitely! I’m hugely passionate about getting inspiration through as many
forums as possible. Outside influences lead to fresh ideas, so continuing to
learn is crucial for maintaining marketing excellence. Here are some of my
favorite sources of new inspiration:
* Podcasts: How I Built This, Something You Should Know, Unthinkable, Dare to
Lead, and Sharebird’s Product Marketing Experts
* Newsletters: Marketing Brew, Direct to Consumer (DTC), Stacked Marketer and
AdAge Alerts
* The casual focus group: Ask others about the marketing that they still
remember to this day. Anyone ...more
5 answers
Vice President of Product Marketing at GitLab
I love this question because it widens the aperture from product launch to
go-to-market plan. The product launch is an important part of the go-to-market
plan, but the launch only represents one (really important) point in time. I
like to think of the product launch as the rocket booster that you need to get
your message to the marketplace.
Before I share my blueprint, I have an important PSA for product marketers:
product availability is not the same thing as product launch. Product
availability is when the product is functional (as defined by the product
requirements doc) and can be used...more
Head of Product Marketing at Narvar | Formerly Iterable, HubSpot, IBM
I think every product marketing team should! Ultimately, at Iterable we have 3
key documents:
* Product GTM Launch Plan - This is a spreadsheet that includes every team
involved in a launch, what set of activities are being done, where they are
in the development process, and more. It's really a central resource for the
entire launch.
* Positioning & Campaign Kick-Off - This document should be filled out first
before everything else. It includes all of the foundational details that will
help create positioning, and what should go into your launch campaign (in the
sp...more
Head of Product Marketing, VR Work Experiences, Oculus at Meta
I invented the 5A Framework for GTM to easily communicate a nd keep track the
top objectives of a Go-To-Market plan.
1. Audience: You must understand your target(s), and how it will be best to
approach them.
2. Angle: What is your message/angle. This will tell your audience(s) how you
solve a problem.
3. Accomplishments: Your goals and milestones
4. Activate: How will you execute your plan?
5. Assess: Evaluate and adjust
If your GTM has all of these five elements you have a solid overview of what
your GTM will deliver. It also creates real-language objectives for your GTM ...more
Head of Product Marketing - Security, Integrations, Mobile at Salesforce
1. How does your company think of its 'market'? This is essentially a
segmentation exercise but sometimes the hardest part. This requires
alignment between sales, product, and marketing and is a great starting
point for PMM to make an impact. Decide on the GTM 'vector' early - ie.
verticals, company size, revenue band, geo, use case, needs based. Decide on
the definitions of each and write them down
2. For a given release or launch, what are the priority segments?. Not
everything is going to be equally important to every segment and the core of
GTM is to make t...more
Head of Global Product Marketing, Driver, Shopper & Courier Experience at Uber
A thorough go to market (GTM) plan can provide incredible clarity for the many,
many stakeholders who are involved in a launch. That’s why it’s so important for
the GTM plan to be self-serve when you don’t have the luxury of walking your
colleagues through it. The goal is to align your core team, plus answer the top
questions for anyone else who needs to be looped in. I suggest using these 9
sections as your core elements:
1. Business context, goals and projected impact → why is this launching?
2. Product experience → what is launching?
3. Audience insights, definition and targeting str...more
4 answers
Vice President of Product Marketing at GitLab
Overall, you want to be looking at metrics that give you an understanding of
success (e.g. adoption, revenue, word-of-mouth), inform tweaks to your
messaging, and future direction of the product. These metrics may differ between
B2B and B2C products, especially around Sales Enablement.
Post launch, I’m tracking several metrics for my products, including:
1- Adoption and usage of the product
2- Revenue derived from a product
3- Customer support inquiries related to the product (this is a good source for
additional product education and messaging)
4- Understanding of product from the Sales t...more
Head of Product Marketing at Narvar | Formerly Iterable, HubSpot, IBM
It really depends on what you’re launching, where your product fits into the
customer’s journey, and the broader market. Generally speaking I think really
large notable product launches can be measured by all, or just some of the
following:
Awareness: Organic search traffic before/after launch, rise in social
conversations (post launch), PR mentions, and more.
Interest: Growth in leads, MQLs, demos, or similar metrics for your business.
Impact: Revenue, retention, and more.
Overall here’s my playbook that I hope is helpful for large launches:
- Define which metrics matter for a specific...more
Vice President, Product Marketing at Gong.io
Measuring the success of your launch is a fascinating topic, and no easy task.
You can think of 5 dimensions of success: global impact, digital impact, revenue
impact, employee impact, product impact.
1) Global impact
The global impact is really about how your launch made your brand more popular,
how did it help with brand awareness? Of course, the metrics that go with this
are things like a share of voice and VOC studies. A good product launch has the
potential to make a big splash!
2) Digital impact
The digital impact is the most common or well known one. You can measure the
organ...more
Head of Product Marketing - Security, Integrations, Mobile at Salesforce
Success is only as good as the definition of success. So in the early days of
the launch you need to have a aligned defintion of what the launch goal is.
Market share, awareness, competitive takeouts, upsell/cross-sell. Define it very
clearly and define what the metric is for success. Also define the expected
timeline for success, and ensure you have the actual instrumentation to measure
it.
Then the launch leader should commit to regular updates to the launch
stakeholders on success metrics, and should call quarterly or monthly reviews in
case the launch goals are not being met (in orde...more
6 answers
Senior Director, Marketing at Figma
Here are a few questions I would ask yourself. I also included some
corresponding examples!
1. What’s the goal for your launch? Is it a new product/feature that’s going to
bring in more revenue or new signups? Is it a catch-up feature to nix
competitive objections? Or is the goal about product usage? Your tactics should
serve that goal.
Example: Let’s say you’re launching a new feature that’s on your Enterprise
plan, like Figma’s recent analytics launch. The goal was two-fold—to make sure
we see a certain % of regular feature usage among our Enterprise users and drive
upgrades to our hi...more
Senior Director, Marketing at Figma
Here are a few questions I would ask...
1. What’s the goal for your launch? Is it a new product/feature that’s going to
bring in more revenue or new signups? Is it a catch-up feature to nix
competitive objections? Or is the goal about product usage? Your tactics should
serve that goal.
Example: Let’s say you’re launching a new feature that’s on your Enterprise
plan, like Figma’s recent analytics launch. The goal was two-fold—to make sure
we see a certain % of regular feature usage among our Enterprise users and drive
upgrades to our highest plan. The tactics should serve one of these go...more
Product Marketing at Fire TV (Smart TVs) at Amazon
I don't use a specific framework. I work at an eCommerce company now and we
launch several products on our platform (300+ hardware SKUs each year). It was
impossible to come up with GTM plans for each and every product, so we came up
with our own framework for product launches. Tactically speaking, our framework
categorized product launches in three tiers A - highest revenue forecast, B, C-
lowest revenue forecast. And for every tier, we defined specific launch
tasks/tactics, budget, etc. I think the framework worked for us really well for
us, mainly because it bought discipline around our ...more
Director of Product Marketing at Quizlet | Formerly Udemy
I don’t have a framework, per se, but here’s a list of actions I tend to go
through when creating the plan.
Strategy steps (Pre-tactics)
* Give the thing a name and decide how important it is. Obviously this should
be a given, and it’s not really a tactic, but I find it can be a difficult
step, depending on how established your guidelines are here. Is it a whole
new product? A feature? What else is it like amongst your portfolio? Start
thinking through some basic name usage guidelines. Then, don’t forget to come
back and edit these once you’ve gone further through the p...more
Head of Product Marketing, VR Work Experiences, Oculus at Meta
Absolutely.
- Audience: Understand your target(s)
- Angle: Tell your audience(s) how you solve a problem
- Accomplishments: Have goals and milestones
- Activate: How to execute your plan
- Assess: Evaluate and adjust
Most of all empower your XFN team to ensure you have the tactics spelled out, especially in the Angle and Activate sections. (Naming, positioning, core messaging etc). Bring in experts for each A and they will help ensure you have your tactics covered for the launch you would like to complete.
You can find more detail here: Spark's 5A Framework for GTM:
Head of Product & Partner Marketing at Qualia
Yes - we definitely have a framework! It is based off of our launch tiers (which
I touched upon above). Essentially, we have 4 launch tiers, and each tier has a
corresponding set of activities that we’d “light up” if a feature / product is
determined to fall into that tier. You can think of the total list of activities
like a menu, and a certain set gets lit up depending on the tier. It’s not a
hard playbook - sometimes for a Tier 1, for example, we might not do a specific
activity that we would normally do, or sometimes for Tier 2s we might include
what would normally be a Tier 1-only acti...more
Head of Product Marketing - Security, Integrations, Mobile at Salesforce
1. I always come back to the fact that each segment in your GTM plan needs its
own launch approach. This is why there's no one-size fits all
2. E.g. if you have a target segment of self-serve customers, the best launch
tactics would involve in-product marketing, guided help, short videos, blog
posts, social engagement, really using tools like Intercom to push
information contextually to where your users are
3. E.g. if your target is large enterprises, the launch tactic would be more of
enabling the account teams, creating FAQs to help customers with migration,
pri...more
6 answers
Vice President of Product Marketing at GitLab
Changing your positioning is a big deal. So much of your Go to Market plan
relies on a positioning strategy that is well thought out and embraced by your
company.
Whenever I need to manage a change to positioning, I start with understanding
whether the real need is to change the positioning or whether the need is to
tune the messaging strategy. A lot of folks confuse the two. Remember: your
positioning defines how you want your target audience to think about your
offering. Since shifting perception takes a long time, your positioning should
be stable and long-term. Your messaging strate...more
Senior Director, Product Marketing at Yext
Seems like whoever asked this question may be a bit familiar with my world over
at Yext! :)
In the 6+ years I’ve been lucky to work here, we’ve transformed from a
single-product location listings company to a search platform. Saying this
transformation has been easy would be a lie. It didn’t happen all at once, but
rather through a series of steps — some big, some small. To our executives’
credit, the vision has been clear since the beginning. This means that our
employees generally understand the context and the big mission, which has made
incremental changes feel less scattershot and eas...more
Director of Product Marketing & Lifecycle Marketing at Loom
This starts with aligning with the product on what this means for your product
and company.
This probably involves meeting live to discuss the product direction etc. More
tactically, we have a GTM handover template that the PM completes. And then,
your job as a Product Marketer is to be a filter between the product team and
GTM team, and simplify the new features to focus on the value prop vs. going
deep on how it works.
What we've done before is package/synthesize all the updates in one succinct
deck, record a Loom walking through all the updates as a detailed pre-watch, and
then set u...more
Head of Product Marketing, VR Work Experiences, Oculus at Meta
I built the 5A Framework of GTM for this question. :-) I know where you're
coming from. You're proud of your incredibly, detailed GTM, but you need to
present this plan to your GTM team, and you're in a sea of product documents and
spreadhseets and you're unsure of what points to bring up. Create 5 sections
with each of these A's, and you'll be surprised how holistic the GTM story is,
and the quality feedback you will get back to pivot the GTM if need it.
This is why
1. Audience: You must understand your target(s), and how it will be best to
approach them. This can open eyes on who t...more
Head of Product & Partner Marketing at Qualia
In my mind, enablement of internal teams is one of the most important thing you
can do when it comes to repositioning or changing GTM strategy, including making
it simple and effective to deliver on.
We are currently in the process of this with one of our products and audiences
right now. Changing how people talk about and position a product is incredibly
hard, especially when they’ve been pitching a product in the same way for months
or years. From my experience, not only does it take creation of written
enablement materials (e.g., FAQ docs) but also live trainings, certifications on
ne...more
Head of Product Marketing - Security, Integrations, Mobile at Salesforce
It comes down again to segmentation, target and positioning. How critical is the
new release/features to your target segment? Alternatively, it might seem like a
small feature but can unlock a new market. Depending on the answer to these, you
need to decide how big a deal you want to make of it.
The right amount of information for your GTM teams is based on their sales
process. If they need a datasheet, a demo, a first+ second call deck, and
supporting landing pages to match their opportunity stages, then thats what you
create. But never create content for content sake - that is the sour...more
7 answers
Global Head of PMM and Content Marketing, TIDAL at Square
I don't actually use market research for that, is the short answer. If we
believe that our solution is well suited for a particular vertical, we have the
budget to invest in GTM to capture business in this vertical, and the vertical
is fragmented / doesn't have a real clear winner, we will go for it.
Additionally, you should look at your own customer data and overlay it with your
product. For example, if Square is has developed a number of features that are
suited for Restaurants, we will prioritize this vertical. If after a couple of
months we are not well penetrated here, we have a pr...more
Product and marketing consultant, former industry strategy PMM at Adobe, Founding Team and VP PMM at Livefyre (acquired by Adobe) at Adobe
There are a few questions you need to answer to determine if it's worth
targeting this new vertical:
- Do you have product-market fit? Are you solving a real problem for this
vertical?
- What is the size of the market opportunity for this vertical? How will it grow
over time? (their industry growth and your product growth) How does it compare
to markets you are doing well in?
- How similar is the vertical to existing verticals where you have success?
Would you have to do much to change your value proposition or messaging?
- Are there known competitors targeting this vertical? How do you...more
Vice President Product Marketing at Amplitude
Ensure verticalization aligns well with core competencies, market perception,
ability to deliver and differentiation. If you do not clearly understand the
definition of the target vertical, the trends in that vertical’s consumer or
enterprise user market as well as the size of the opportunity, it will cause
internal and ultimately market confusion that hinders speed and success.
Assuming that you've determined this is an attractive vertical to pursue, here
is a list to consider at the onset of prioritizing verticals and viability of
entrance:
- Current capabilities (such as how capable...more
Senior Director, Product Marketing at Twilio
When looking to identify target verticals, I always prefer a data driven
approach. I'd work up a detailed analysis exercise and build a vertical based
TAM. I have a go-to bubble chart that I like to develop which is based on the
growth rate of each (CAGR, y axis) vs the revenue opportunity (x axis). It gives
you an easy visual that shows where the optimal use cases/verticals will be - up
and to the right.
Here are some other questions you can ask to focus your efforts:
1. Do we know how much revenue opportunity is out there in the key verticals?
2. What are the top five verticals based...more
Developer Marketing Lead at Google
Market research is a pretty valuable data point in terms of prioritizing
verticals (or any other segmentation slice), but so too is your product
ownership point of view and your internal usage data. So you don't need to lean
on external research, but it can certainly augment your other efforts. I think
there's value in looking at 1p, 2p and 3p input sources in coordination with
each other.
Where we have used external research towards our segmentation processes is when
we do message testing measured across different user groups and then review any
consideration or preference gains we see ac...more
Head of Product Marketing, VR Work Experiences, Oculus at Meta
Instead of a "vertical focus" go forward with a New Audience focus so you can
leverage the 5A GTM framework , and ensure you're thinking through a consumers'
need.
Also, if you focus on a new user, you can also employ the "Job to be done"
framework, which can help narrow what the customer really wants to get done and
how your product can satiate that need. After you establish those jobs (UXR) you
can use market research and even analytics to scale out the size of these jobs
and what could bring in the most users. Always put people first.
Market research, user research and analytics (dat...more
Head of Product Marketing - Security, Integrations, Mobile at Salesforce
Making the assumption here that vertical = industry.
1. Industry definition - which taxonomy are you using. NAICS, SIC, propietary,
DUNS, Clearbit? This is important because there is a lot of nuance hidden in
sub-verticals, so getting your language aligned is key
2. TAM - what is the actual addressable market for your product or portfolio or
launch? This can be based on historical win rates by industry/sub industry
for an existing product, or can be based on focus groups/survey data of your
prospect base (how likely are you to buy X)
3. Product market fit - what are ...more