The best sellers I know create and own their own personal GTM strategy. They may not even think of it this way, but that is what it boils down to. They control the inputs of time, energy, effort and activity that will ultimately lead them to the goals and objectives they have for their business. Start thinking of your role and book of business as it's own franchise. Put thought into how will run your business to achieve maximum revenue output. Ask yourself, what is my personal GTM strategy? How will you run your business? Where will you spend your time? How will you stack rank your territory? What accounts will you prioritize? Who will you target? How will you hone your research and messaging? How you leverage your internal and external ecosystem? The list goes on, but creating your own GTM and aligning in with the GTM strategy of your company is a recipe for winning. I go deeper on this in section 2 of Revenue on Repeat, which is all about "Deciding on Your Go-To-Market and Business Operating Rhythm". Check it out here: https://lnkd.in/g7hTH77r Also props to Jc Pollard for inspiring this post with his post today about how he is approaching his new AE role. #karpediem
You are the CEO of your own territory
I appreciate your response to my email (from your AMA). My question is in addition to/aside from this owning your GTM how (much) does your organization provide sales enablement, training, and content on the product itself for you to take to your own GTM strategy?
As I was reading your post Jacob, I kept thinking “Internal versus external locus of control”. Don’t accept your fate, shape your destiny, go out and make your own GTM strategy.
When you're in sales, it's your own business - even when you are a W2 employee. Having a GTM plan is equivalent to a business plan.
Creating a GTM strategy unique to your business is key for achieving your revenue goals. Don't underestimate the power of thoughtful planning and execution. 🚀
Where focus goes energy flows
Own the inputs to own the outcomes
Jacob Karp Agree, they look at themselves as their own little P&L. Heck , some of them are doing ten to twenty million dollars a year in revenue that's larger than most companies.
Builder | Operator | Strategist
9moAccount Plan? That’s a GTM Strategy. Territory Plan? That’s a GTM Strategy. Vertical Plan? That’s a GTM Strategy. Segment Plan? That’s a GTM Strategy. I dq’d two roles last year after interviewing with Global Sales leaders who couldn’t wrap their domes around such a radically complex concept.