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Go-To-Market Roadmap -Implementation Gateways

Go-to-market Implementation means taking a tech innovation to a new market. In our case, this refers to the European market entry of US-based Ad Technology specialists like Digital Envoy and Atlas, Microsoft Advertising. The concept is to understand the local competition before investing in local infrastructure. Recruited bridgehead partners and customers played a crucial role in the successful market entry. We were privileged to help these great clients to enter the market fast and scale their operations.

Table of Contents

the bridgehead concept - c84.io

Go-to-market implementation with local bridgeheads

Go-to-market Implementation covers customer acquisition, partner acquisition, local brand building, and setting up the legal, technical, service, and support with qualified bridgehead partners. These companies are ideal because their strategic interest is in line with your strategic interest. Inadequate managers may not understand the impact of the hidden bias of potential partners.
A qualified go-to-market advisor will be able to help you set the processes and gateways. Based on the results of a proper target market analysis, he will have identified the requirements for an ideal bridgehead customer and the requirements for a perfect bridgehead partner. Your preparation will set you apart from the approximately 80% who mess up a go-to-market implementation in the long run.

Why Quick and Dirty is not an option

Usually, things that are quick and dirty serve a temporary purpose rather than the long term. But the problem with quick and dirty is that dirty remains long after quick has been forgotten. Don´t mix things up with radip prototyping - or the minimum viable product concepts. A qualified go-to-market advisor will be able to tell you the difference.

The four waves of a Go-to-market implementation

Wave 1: Readiness​

The initial phase of the implementation roadmap gives the insights plus valuable time to decide whether to sharpen the existing value proposition.

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Wave 2: Bridgeheads

Recruit & manage key partners

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Wave 3: Growth

Manage key partners and lead generation 

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Wave 4: Transition

You want to take the operations in-house

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Wave 1: Readiness

The initial phase of the implementation roadmap gives you the insights plus valuable time to decide whether to sharpen your existing value proposition.

what to do

Analyze your main competitors, their competitive approaches, market size, dominating technologies, and price structures. A precise analysis of your current and planned business processes is a neutral and objective comparison of what you have versus what you need.
Gather information such as main competitors, competitive approaches, market size, dominating technologies, and price structures. (e.g…). Premium local content creation and distribution will play a major role in our go-to-market process.
  • What are your potential customers currently using today?
  • What were the reasons, they have decided for this service?
  • When are your potential customers planning to change?
  • Who is currently supplying your potential customers?
  • What are their key strengths and key weaknesses?
  • Local Market Presence = Virtual Office

results

  • Niches that are under-served. 
  • List of potential customers, looking for products or services like yours. Relevant opinion leaders and suitable growth partners for your business.
  • We can validate the actual value proposition and identify initial local bridgehead candidates

Wave 2: Bridgeheads

Recruit & manage key partners

what to do

Outbound selling to customer and re-seller prospects using your corporate identity. Build sales pipeline – Focus on early successes and establish local references.

  • Business Development
  • Media and Analyst Program
  • Direct Marketing Programs
  • Local Market Presence = Virtual Office

results

  • Initial bridgehead customers and partners
  • Sales Pipeline

Wave 3: Growth

Manage key partners and lead generation

what to do

Develop sales capability to meet the growing demand. Maintain a high level of sales activity. Gear up marketing activity to support high growth. Lead generation to maintaining momentum.

Outbound selling to customer and re-seller prospects using your corporate identity. Build sales pipeline – Focus on early successes and establish local references.

  • Business Development
  • Media and Analyst Program
  • Direct Marketing Programs
  • Local Market Presence = Virtual Office

results

  • Initial bridgehead customers and partners
  • Sales Pipeline

Wave 4: Transition

You want to take the operations in-house

what to do

Conduct an unrushed search for the best leader for your activities mid term. Find the candidates who will bring expertise, drive, and industry attention to your firm

Business Development

  • Maintain a high level of sales activity as before
  • Support the transition to client’s local subsidiary or appointed partners

Market Presence

  • Maintain a high level of sales activity as before
  • (when appropriate) establish local company & offices

results

The idea of a generic Go-to-market Roadmap

The Go-to-market roadmap is an attempt to combine general knowledge from Geoffrey Moore, Clayton Christensen, among others, who have written about the hurdles that US-based tech firms are meeting, when bringing their products to the European market. In our case, the target market is not the home market but a new region, where the company neither has a significant footprint nor experienced staff.

 

Taking an Innovation to the market is an adventure that similar to the timeless and inspiring publication of “Alice’s Adventures in Wonderland” by Lewis Carroll, affectionately known to most people only as “Alice in Wonderland.” The story of a little girl following a rabbit into a strange land has inspired the animated Disney film. Going Down The Rabbit Hole comes a bit easier with the right Strategy Toolkit.

Geoffrey Moore, “Crossing The Chasm,” is an excellent inspiration for Startups. The same author’s “Zone To Win” is a unique framework for Corporate Innovation.

The value of hiring a qualified Go-to-market advisor

Working with a qualified go-to-market advisor will lower upfront costs and risk of failure. The reasons for this are less need for recruiting agencies and less need for office space and traveling. A qualified candidate will have best practices and maintain a local network of independent service providers, so he can quickly scale operations but no biases by vested interest in local infrastructure.



Working with the right candidate makes things easy in the beginning without the need for compromising on your business ambitions. You can test things without the effort of hiring staff and signing long term contracts right from the start. If the initial concept fails, you can fine-tune or even abandon the operation.

How to find and identify a qualified advisor?

  • Does he bring a conceptual framework?
  • Does he understand pitfalls and how to avoid them.?
  • Does he declare potential hidden interest/bias?
  • Does he easily compromise on quality?
  • Does he bring target market insights?

Market segmentation and Value Proposition

The Planning and Implementation process to keep the resources required to an absolute minimum while still meeting the need for an ambitious game plan. You have done your homework and know about defining a market in general, concepts of marketing, black swan, “blue vs. red-ocean” markets.

The first checkpoint is, whether your Value Proposition is qualified for the new target market. Analyze the main competitors, their competitive approaches, market size, dominating technologies, and price structures. And do the same on your Customer and Supply Side.

Distribution Strategy

Most software companies start out selling directly to their end-users. Can they continue selling directly to their end-users when entering new markets? Check local laws, technical restrictions before you end in significant business commitments in terms of employment, user rights, and intellectual property.

Go-to-market Implementation

Go-to-market Implementation covers customer acquisition, partner acquisition, local brand building, and setting up the legal, technical, service, and support processes in the new region.

How to apply the template to the European Union?

Over the past five years, many US companies have eyed the European Union as an opportunity for sales expansion and profitability. However, according to statistics, less than five percent of these companies are successful in gaining revenues and market share within their first year. Interestingly, an even smaller percentage continue to pursue European business after year one. Despite this, 2021 will be the time act since as the EU economy is recovering from the Covid  Recession, there has always been and still is an openness to new ideas and funds available in Germany today.

Germany, a great place for doing business and living

Germany has retaken the #1 country ranking 2017 in the Anholt-GfK Nation Brands Index.

Germany enjoys a very balanced image across all six NBISM indices, posting notable improvements on Culture (+1.07), Governance (+1.28), and People (+1.34). It is now among the top 5 nations for five of the six Nation Brands Index  metrics – developed by Simon Anholt in 2005. GfK conducted 20,185 interviews online in 20-panel countries with adults aged 18 or over. Data are weighted to reflect key demographic characteristics including age, gender and education of the 2017 online population in that country. 

Germany is an open market and warmly welcomes foreign investors. That is demonstrated by the 22,000 foreign enterprises that have established businesses in Germany and now employ more than 2.7 million people. The German market is open to entrepreneurial investment in practically all areas.

More than 7 million foreigners live in Germany. Several metropolitan regions have prominent foreign communities with their own schools, churches, shops, and restaurants. 70%+ of German blue- and white-collar workers can speak English

Statistically, Germany has 277 international patents per one million inhabitants – more than anywhere else in the world. The close cooperation between industry and world-famous research institutions like the Max Planck and Fraunhofer Institutes swiftly transforms new ideas into products for the world market.

Germany has a closely-knit network of roads, railways, and international airports. That guarantees swift connections. The airport in Frankfurt is an international hub. The Port of Hamburg is one of the largest container transshipment centers in Europe.

Germany is a modern constitutional state with transparent and reasonable laws. The advantages are internationally recognized. The German legal system has served as a model for legal systems in many other countries. International studies demonstrate that German legal security is highly regarded by investors. Among all countries, Germany ranks fourth in terms of legal security.

Geography

The German population is currently estimated at 82m. A full census has not been taken since 1987 (1981 in the eastern part of the country), and population trends since have been based on estimates supported by a continual micro-census. The next full census is planned for 2011 as part of an EU-wide project. In contrast to other western European countries, the population has risen over the past decade due to immigration, which up to now has generally more than compensated for the excess of deaths over live births. However, this trend has now ceased and the general assumption is that of a long-term movement towards a reduced and aging population: official estimates suggest that the population will fall to between 65 and 70 million by 2060 – depending on immigration levels.

Germany is more densely populated than either of her two largest neighbors, France and Poland. The population density is greatest in the traditional industrial areas of the Ruhr and parts of the Saar, the commercial centers of Cologne/Düsseldorf, the Rhine-Main area of Frankfurt / Wiesbaden, Berlin, and on a smaller scale in and around the other larger cities. Few areas can be described as under-populated. There Is no significant tendency on the part of the population to emigrate, although all residents are free to do so and to take all their assets with them.

The German population is currently estimated at 82m. A full census has not been taken since 1987 (1981 in the eastern part of the country), and population trends since have been based on estimates supported by a continual micro-census. The next full census is planned for 2011 as part of an EU-wide project. In contrast to other western European countries, the population has risen over the past decade due to immigration, which up to now has generally more than compensated for the excess of deaths over live births.

However, this trend has now ceased and the general assumption is that of a long-term movement towards a reduced and aging population: official estimates suggest that the population will fall to between 65 and 70 million by 2060 – depending on immigration levels. Germany is more densely populated than either of her two largest neighbors, France and Poland. The population density is greatest in the traditional industrial areas of the Ruhr and parts of the Saar, the commercial centers of Cologne/Düsseldorf, the Rhine-Main area of Frankfurt / Wiesbaden, Berlin, and on a smaller scale in and around the other larger cities. Few areas can be described as under-populated. There Is no significant tendency on the part of the population to emigrate, although all residents are free to do so and to take all their assets with them.

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