Developing a GTM strategy

 Building GTM strategy is a key stage for any business entering a new market or launching a new product. It’s not just about marketing or sales, but about a holistic roadmap: how exactly the company will deliver its value to customers and partners, what channels it will choose, what resources it will use, and how it will measure the result. In the B2B segment, this work is especially important, because decisions about cooperation here take longer, and competition is often based not only on the product, but also on building trust and partnerships.

Developing such a strategy begins with a clear understanding of the market and audience. You need to know who exactly the target customer or partner is, what problems they are trying to solve, what alternatives they are considering. This is not just dry analytics, but a deep dive into the needs of the industry. Then a value proposition is formed — a clear answer to the question: why choose this particular product or company.

The next step is to determine the exit channels. In B2B, this can be direct sales, affiliate programs, distributors, integrators, marketplaces like Partner2B, or industry hubs. It is the right combination of channels that determines the speed and cost of going to market.

It is equally important to think through the operating model: how will customer and partner support be provided, what tools will the sales team receive, what materials and campaigns will be used. The GTM strategy also covers the company’s internal readiness: are there the necessary resources, what budgets are allocated, who is responsible for key stages.

The final element is success metrics. It is important to immediately determine how effectiveness will be measured: the number of new leads, conversion with partners, speed of deals, revenue from a specific channel. This allows you to adjust the plan in time and avoid unnecessary costs.