The document discusses finding "Go-To-Market Fit" which unlocks growth for companies. It defines GTM Fit as having repeatable growth and predictability after achieving initial Product-Market Fit. To find GTM Fit, companies must identify their customers' "Urgent Pain" and align their GTM efforts like having a unified playbook and data model to ride that pain point into repeatable growth. The document provides examples of playbooks and metrics companies can use to measure success across marketing, sales, customer success, and other teams to achieve GTM Fit.

1. Tae Hea Nahm
Finding Go-To-Market Fit
#SurvivalToThrival
LinkedIn.com/in/TNahm

2. Bob Tinker
MobileIron Founder/CEO
Punchline Guy
Three-time entrepreneur
Tae Hea Nahm
Storm Ventures VC/Board member
Model Guy
Enterprise Investor

3. VC
CEO’s
Bob Tinker
MobileIron Founder/CEO
Punchline Guy
Three-time entrepreneur
Tae Hea Nahm
Storm Ventures VC/Board member
Model Guy
Enterprise Investor

4. How to unlock growth?

5. Relationships Founder Hero Selling Product Market Fit

6. Product Market Fit is not enough to unlock growth
Scale after PMF à miss plan, high cash burn à à Skip a step

7. Product Market Fit is not enough to unlock growth
Named the missing step
“Go-To-Market Fit”à repeatable growth à scalability + predictability

8. GTM Fit unlocks growth … and capital
Worldwide
Baby Boom
Worldwide
Cash Glut

9. How Do You Find
Go-To-Market Fit?

10. What Does GTM Fit Feel Like?
Paddling à Surfing
Tiring Momentum

11. What Does GTM Fit Feel Like?
Ride the Wave
Right Surfboard
Catch the Wave
Paddling à Surfing

12. Conversion Execution
Catch the Wave
Leads
Line up with the
Urgent Pain
Surfing to GTM Fit
Ride the Wave Right Surfboard
Repeatable
GTM Playbook
Surfboard =
GTM Data Model

13. Catch the Wave
Leads
Line up with the
Urgent Wave
Surfing to GTM Fit
Requires Luck or Founder Heresy

14. Frustration Catch the wave

15. Missing the waves
Consumer Social Networking
$650B
Professional social networking
$26B
Private social networking
$1.2B

16. How to Catch a Wave
… then Surf with the Wave
Paddle to the Peak

17. How to Catch a Wave
Paddle to the Urgent Pain
Why buy now? Timing (too late, too early)
… then Surf with the Wave
(become strategic to the customer)

18. How to find the Urgent Pain?
Paddle to the Urgent Pain
Why buy now? Timing (too late, too early)
… then Surf with the Wave
(become strategic to the customer)
Commit Founder Heresy
• Focus on the founding idea
• Cast a wider net to collect customer data

19. Example of finding the Urgent Pain
Paddle to the Urgent Pain
Why buy now? Timing (too late, too early)
… then Surf with the Wave
(become strategic to the customer)
Urgent Pain: Exec’s replacing BB with iPhones
Wave: smartphonesàmobile enterprise in 3+ yrs
Multi-OS
Device
mng
Telecom Expense
Management

20. After Catching the Urgent Wave
Riding the Wave

21. Conversion
Catch the Wave
Line up with the
Urgent Pain
Surfing to GTM Fit
Ride the Wave
Repeatable
GTM Playbook
Leads
What is the
GTM Playbook?

22. What is a GTM Playbook?
My big mistake
’10
JAN
NOT IS
Good pitch + sales tactics GTM operating system

23. NOT IS
Content Good pitch + sales tactics GTM operating system
Length 30 page bible 1-2 page
Audience Execs and Board Newest employee
Perspective From sales & marketing From customer
(customer journey)
What is a GTM Playbook?

24. What is the Customer Journey?
Win Renew Expand Hero
Customer
Journey!
• From the customer’s perspective (NOT sales &
marketing)
• Agree on the same customer journey for each ICP
• Critical to building a GTM Data Model
• Critical to improving your GTM
Each
ICP
Lead

25. Lead
Urgent
Pain
Find the Wow
Win
Wow
Renew
Value
Expand
# products
Hero
Promoted
Wow!
• Cause potential customers to move to the next stage
of the customer journey
• Cause potential customers to take a specific action --
invite a colleague, try it, bring their boss
• Determined by customer (not product team, CEO,
board)
Each
ICP
Playbook

26. Make the customer into a hero
Customer Hero Journey
Champion
Manager
email marketing
Director
Demand Generation
CMO
generating Pipeline
Playbook
Lead
Urgent
Pain
Win
Wow
Renew
Value
Expand
# products
Hero
Promoted
Each
ICP

27. What makes the customer a hero?
Customer Hero Journey
Champion
Manager
email marketing
Director
Demand Generation
CMO
generating Pipeline
Playbook
Hero
Report!
• Gets executive attention (shared among executives,
gets recognition, promotion)
• Made by customer (not by product team, CEO,
board)
• Identify, replicate and share
Lead
Urgent
Pain
Win
Wow
Renew
Value
Expand
# products
Hero
Promoted
Each
ICP

28. Build a community
Customer Hero Journey
Champion
Manager
email marketing
Director
Demand Generation
CMO
generating Pipeline
Playbook
Passionate Community of Heroes
Thought Leadership
“Marketo built a massive community with
educational marketing.” Share advice on how to
become a hero
Hero Stories
“Showcase your champions’ success as crusaders of
change in their companies…. Make your champions (not
your offering) the central hero of the story.”
Chandar Pattabhiram
Lead
Urgent
Pain
Win
Wow
Renew
Value
Expand
# products
Hero
Promoted
Each
ICP

29. Sample GTM Playbooks
Playbook
www.SurvivalToThrival.com/media
Product led Marketing led Sales led
Lead
Urgent
Pain
Win
Wow
Renew
Value
Expand
# products
Hero
Promoted
Each
ICP

30. Playbook = Ride the Wave
Lead
Urgent
Pain
Win
Wow
Renew
Value
Expand
# products
Hero
Promoted
Each
ICP

31. Find and win same type of
customers by matching the
customer journey
How to optimize your
team’s performance?
Catch the Wave
Line up with the
Urgent Pain
Surfing to GTM Fit
Right Surfboard
Surfboard =
GTM Data Model
Leads
Ride the Wave
Repeatable
GTM Playbook

32. Lead
Urgent
Pain
Challenge is people – cross functional integration
Win
Wow
Renew
Value
Expand
# products
Hero
Promoted
Each
ICP
Playbook
Marketing
Sales
Cust
Success Eng
G&A
Prod Mng
Teams work in siloes

33. Playbook
We know the answer
Align and drive teams by setting the right goals and
reporting right metrics (at every board meeting)
How???
Marketing
Sales
Cust
Success Eng
G&A
Prod Mng
Lead
Urgent
Pain
Win
Wow
Renew
Value
Expand
# products
Hero
Promoted
Each
ICP

34. Start with Sales report to the Board

35. If I were a VP Sales,
what slides to include my board deck ….
(Make this Q, Make next Q, Support from others)

36. Q-4 Q-3 Q-2 Q-1 Last Q This Q
Pipe @ begin of Q A
New Pipe created in Q
New ARR A*B
Pipe conversion %* B
Forecast this Quarter: Pipeline Analytics
Comments: *includes new pipe created in Q if ave sales cycle < 90 days

37. Q-4 Q-3 Q-2 Q-1 Last Q This Q
Pipe @ begin of Q A
New Pipe created in Q
New ARR A*B
Pipe conversion %* Trends & Reasonable forecast B
Ave sales cycle Drill down on pipe conversion %
Win rate vs ______
% Sales cap is new reps
Poor new pipe quality
Forecast this Quarter: Pipeline Analytics
Comments: *includes new pipe created in Q if ave sales cycle < 90 days

38. Forecast this Quarter: Sales Rep Analytics
Comments:
Q-4 Q-3 Q-2 Q-1 Last Q This Q
Sales Capacity
New ARR / Sales Cap PRIOR Q
Forecast ARR/Sales Cap

39. Forecast this Quarter: Sales Rep Analytics
Comments:
Q-4 Q-3 Q-2 Q-1 Last Q This Q
Sales Capacity
New ARR / Sales Cap Reviewing GTM models PRIOR Q
Forecast ARR/Sales Cap Building GTM models
AE
Ramped AE
Ramp time Model new AE hires
Quota
Quota/AE comp Quota economics
% AE’s make Quota Sales quota attainment

40. Forecast Next Quarter: New Pipeline Creation
Comments: *avg sales cycle + 90 days
Q-4 Q-3 Q-2 Q-1 Last Q This Q
Inbound Marketing
Outbound Sales
Other (eg partner) BD
Total New Pipe ????
Total New Pipe Needed ????
% NP Attainment
Generating enough
pipe?

41. Forecast Next Quarter: New Pipeline Creation
Comments: *avg sales cycle + 90 days
Q-4 Q-3 Q-2 Q-1 Last Q This Q
Inbound Marketing
Outbound Sales
Other (eg partner) BD
Total New Pipe ????
Total New Pipe Needed
% NP Attainment
Generating enough
pipe?
% Convert in ASC+1Q* New pipe quality
New Pipe/AE Hire more AEs?

42. Last Board Mtg This Board Mtg
Marketing New pipeline, product marketing ...
Product Features, Reliability, Scale ...
Cust Success References, Referrals ...
BD Pipe from partners, help closing…
HR Hiring and ramping AE’s, …
Finance/Legal Budget, contracts, commissions …
What Sales needs from other departments to make Q
If you want my sample VP Sales presentation, pls ask by LinkedIn

43. Last Board Mtg This Board Mtg
Marketing New pipeline, product marketing ... Making progress? Metrics?
Product Features, Reliability, Scale ...
Cust Success References, Cust Sat ...
BD Pipe from partners, help closing…
HR Hiring and ramping AE’s, …
Finance/Legal Budget, contracts, commissions …
What Sales needs from other departments to make Q
Problem: Each team uses different metrics and definitions

44. Playbook
Common GTM Data Model
Requires the right GTM Data Model
Problem: Each team uses different metrics and definitions
Lead
Urgent
Pain
Win
Wow
Renew
Value
Expand
# products
Hero
Promoted
Each
ICP
SaaS Data Model by Jacco van der Kooij
https://winningbydesign.com/the-saas-data-model/
Track your customer
journey
Be consistent

45. Playbook = Ride the Wave
Common GTM Data Model = Surfboard
Lead
Urgent
Pain
Win
Wow
Renew
Value
Expand
# products
Hero
Promoted
Each
ICP

46. Surfing to GTM Fit
Customer journey
(Wow! + Hero Report)
Internal view
Conversion
Right board reports
Siloes
Execution
Cast a wider net
Founder heresy
Leads
Ride the Wave Right SurfboardCatch the Wave
Repeatable
GTM Playbook
Surfboard =
GTM Data Model
Line up with the
Urgent Pain

47. GTM Fit unlocks growth and capital
Survival à Thrival

48. Thank You!
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