The Role of Communications in a Go-to-Market Strategy
Let’s talk what makes a go-to-market strategy successful. Market research, pricing, sales and marketing channel distribution are often highlighted as key components of a go-to-market strategy. However, one element that ties everything together and drives success is communications.
A go-to-market strategy’s success relies on all its moving parts working in harmony. And communication is what makes these moving parts come alive. According to a Demandbase survey, some 40% of respondents say they define “go-to-market” as taking a new product to market. And 32% define it as all customer-facing activities, and 15% define it as how they position their company in the market.
Crafting the Right Go-to-Market Message
Communication ensures that the right audience hears the right message at the right time. I covered this area in my previous post of how missing the mark on messaging can be detrimental to a business. How and what you say needs to resonate with each intended target audience without being a blanket statement.
Messaging Shouldn’t Be Cookie-Cutter!
Messaging should be tailored to different audience segments. For instance, for potential customers you may emphasize the practical benefits and how the product solves their problems. While messaging to investors might focus on the market opportunity and strategic potential of ROI profitability.
Go-to-market messaging must clearly define value propositions. Highlight unique benefits and differentiators in a way that speaks to customer needs articulately so it is easily understood. Benefits must be clear so prospects and customers can quickly grasp why it is worth their attention.
Consistency across all channels (website, marketing assets, social channels, press releases) is also very important because it improves overall marketing effectiveness by delivering a clear, unified message to audiences.
Aligning Internal Stakeholders In Your Go-to-Market Strategy
Internal alignment on company messaging and positioning is an area that seems to be the most challenging for companies. From my experience, it’s typically because there is no centralized messaging framework for everyone to align with,. O if there is one it is a moving target, always changing. The receptionist all the way up to the CEO should be saying the same messages when asked about the company, product, vision and so on.
A strategic internal communications approach ensures that every department is on the same page. No matter if it’s the product, corporate positioning, vision, goals and even the tagline for market introduction–and beyond. Sales teams need to differentiate to prospects, customer success to customers, marketing teams to build campaigns and executives on what key narratives to highlight.
When teams feel informed and engaged with the launch strategy, they can be more effective ambassadors.
Engaging with Customers
In addition to pre- and post-launch efforts, customer engagement remains a critical part of any go-to-market strategy. For instance, post-launch communications continue to shape the buyers journey (top of funnel) guiding them during their decision-making. The customer experience (bottom of funnel) such as onboarding, ongoing support and education builds the confidence they made the right choice. This is a really critical role to make sure you keep your customers happy. And retain them.
Customer success, customer support, content, newsletters, knowledge-based resources and blogs are all examples of key engagement channels that can help foster trust and satisfaction.
Managing Crisis Communications In a Go-to-Market Strategy
Inevitably, challenges or hiccups will arise in the process of launching a product or service. It could be an unexpected delay, a product issue such as bugs or recalls, supply chain disruptions or a public relations mishap. How a company reacts internally and communicates externally during a crisis is just as important as its initial product launch messaging. An effective go-to-market strategy must include a crisis communications plan that ensures transparency, addresses issues head-on and preserves the brand’s reputation.
Multi-channel communications utilizing various channels such as a press release, social platforms and direct customer outreach, will go a long way. And regularly practicing crisis response scenarios to ensure team preparedness and effective communication, will go even farther. Don’t put this one on the back burner until it’s too late.
Clear, honest and empathetic communication during difficult times can actually strengthen a company’s relationship with customers. It turns a potentially damaging situation into an opportunity for trust-building.
Feedback Loop and Continuous Improvement
Communication also plays a vital role in gathering and processing feedback. This is an element that can be at times an afterthought, or not even a thought. Consider this. Ongoing communication with customers, partners and internal teams can provide valuable insights that drive future iterations of the product or the GTM strategy itself. Collecting feedback via surveys, social media, customer, sales and partner marketing channels can help identify areas of improvement. And inform future product releases.
Listening to the market and acting on stakeholder feedback demonstrates a company’s commitment to continuous improvement and customer satisfaction.
In the End: Communications is the Tie That Binds
When communication is done well in a go-to-market strategy, it serves as the linchpin that ties together all aspects of the plan. It ensures alignment between teams, clarity for customers and cohesion across channels. Effective communication helps articulate the product or service’s value proposition in a way that resonates with target audiences. It also drives engagement and motivates action. Ultimately, when communication is executed strategically, articulately and consistently, it accelerates the path to market success, builds brand trust, and cultivates lasting relationships with customers.