Go-to-market strategy for B2B companies.
Our team works with your leadership to decide who you sell to, what you say to each buyer, how the offer is priced and packaged, which channels reach those buyers and how marketing hands opportunities to sales, and writes the result into one plan your team can run.
What MannVenture's go-to-market strategy work delivers
MannVenture writes go-to-market strategies for B2B, SaaS, industrial and regulated companies in British Columbia. The engagement ends with a written plan covering the ideal customer profile, segment priorities, positioning, messaging for each buyer role, pricing and packaging recommendations, a channel and launch plan, the handoff between marketing and sales, and the metrics the plan is judged on. The team writing it has worked in revenue and digital transformation for companies doing up to $60M a year.
What the plan contains
Ideal customer profile
The companies that fit the offer best, described by industry, size, situation and the event that starts a purchase, with the roles involved in the decision.
Segment priorities
Which segments to pursue first, which to leave for later, and the reasoning behind each call.
Positioning
The category you compete in, the alternatives buyers compare you with, and the reasons to choose you, each supported by evidence a buyer can check.
Messaging
A message map for each buyer role: the problem that person owns, the outcome they want, and the claims and proof that answer them.
Pricing and packaging input
How the offer is packaged and priced against the value each segment receives, written as recommendations for your leadership to decide.
Channel plan
The mix of outbound, paid media, search, partners and events for each segment, with a starting budget split and the reason for it.
Sales and marketing alignment
Shared definitions of a qualified lead and a sales opportunity, the handoff between the two teams, and the follow-up times both agree to.
Metrics
The pipeline and revenue measures the plan is judged on, where each comes from, and how it is reported.
How the engagement runs
Step 1
Interviews and data
We interview your leadership, your sales team and a set of current and lost customers, and review your CRM, win-loss records, pricing and marketing results.
Step 2
Market and segment analysis
We size the segments you could sell to, compare how competitors position themselves, and score each segment on fit, reachable buyers and deal value.
Step 3
Positioning and messaging
We write the positioning statement and the message for each buyer role, with the evidence each claim needs.
Step 4
Channel and launch plan
We choose the channels for each segment, propose the budget split and write the launch sequence for marketing and sales.
Step 5
The written plan and handover
You receive the plan in writing and a working session with your team on how to run it, including the metrics each part of the plan will be judged on.
When a company commissions one
The need shows up before a product launch, when the company enters a new segment or region, after a funding round or a change in leadership, and when growth stalls while marketing and sales both report full calendars. At each of those points the leadership team holds different answers to who the company sells to and why those buyers should choose it, and the plan puts one answer in writing.
GTM inputs by industry
The structure of the plan holds across industries and the inputs change with each one. A SaaS company weighs product-led trials against sales-led demos, an industrial supplier sells through distributors and long specification cycles, and a company in a regulated industry needs each claim reviewed before it is published.
SaaS marketingIndustrial and manufacturing marketingMarketing for regulated industries
Go-to-market work our team has done
At MannVenture our team set the go-to-market for our own product line: the positioning of three packaged products and a custom tier, the published monthly prices, the comparison pages against nine alternatives, and the sales line our AI receptionist answers. Each of those is public on this site, so a buyer can read the result before talking to us.
What you receive
- A written go-to-market plan
- A positioning statement and a message map for each buyer role
- A segment priority list with the reasoning
- A channel plan with a starting budget split
- Lead and opportunity definitions and the sales handoff
- A metrics sheet for the plan
- A working session with your team
Who commissions one
B2B and SaaS companies preparing a launch
Teams bringing a new product or a new version to market who want sales and marketing working from one plan on launch day.
Companies entering a new segment or region
Companies with a working business in one market that are moving into another with different buyers or competitors.
Leadership teams after a change
A new chief executive, a funding round or an acquisition, where the board expects a plan for growth that sales and marketing both sign.
Running the plan once it is written
Your team can run the plan, or MannVenture can run parts of it. Demand generation, SEO, Google Ads, Facebook and Instagram ads, email and content are services our team runs, and a fractional CMO can lead the whole program for part of each month.
Questions about go-to-market strategy
It is the plan for taking a product to a market: the customers to target, the positioning and messaging, pricing and packaging, the channels that reach those buyers, and how marketing and sales work together to close the business.
A GTM strategy sets who the company sells to, how it positions and prices the product and how marketing and sales share the work, and the marketing plan's campaigns and budget are written from it.
The chief executive or general manager, the sales lead and the marketing lead, plus access to a set of current and lost customers for interviews.
We review pricing and packaging as part of the plan and write recommendations with the reasoning. The pricing decision stays with your leadership.
The timeline is set in the written scope, from the number of segments and markets the plan covers and the customer data that already exists.
Each strategy is quoted after a call. The scope turns on the number of segments and markets the plan covers, the number of customer interviews, and whether the engagement includes a launch.
Yes. Our team runs demand generation, SEO, paid search and paid social, email and content, and a fractional CMO can lead the program.
Get a proposal
Tell us what you sell, who buys it today, and what is changing: a launch, a new segment or a stalled pipeline.
The written scope and the price follow the call.
Other services