4 Key Tips for Healthy GTM Systems
Our world moves FAST. And when you're moving fast it can be easy to skip steps or do things without realizing it.
Consider some common phrases we use without thinking. We talk about "top of the funnel" despite the fact that the funnel is a flawed way to model our recurring revenue business (it literally doesn't capture the "recurring revenue" part at all!). Or we focus on "closing the deal" even though the initial contract is really only the start of the relationship - and not even the part where most of the revenue is generated.
When we say and do things without thinking, there's a chance it may be affecting how you think about your company, your job, or how you consider the roles of other teams.
All too often, especially when a company is scaling, things go off the rails simply because no one was paying attention.
Instead, stay on track by consciously prioritizing a few core things and continually checking in to make sure they stay top of mind.
Attention to these early and often will help you avoid common challenges so you can keep focus on ongoing optimization - not on crisis management.
1. Align Everyone on How You Model Your Business:
If one team is thinking of the business as a funnel and someone else as a circle, chances are a lot of other things may be misaligned. Ensure all teams have the same understanding of the revenue journey that drives your business, and that they understand each part of it.
2. Track. Your. Data.
You can't possibly know what parts of your organization are working and which aren't if you don't measure how prospects and customers move along the model, step by step. Set a clear, reliable source of truth for your data - with a talented RevOps person at the helm - and track everything ongoing so you can catch issues early, and do more of what works.
3. Align on language.
When an AE says "MQL" and a CSM says "MQL, are they defining it the same way? Is one rep using MEDDIC & one using SPIN? What is an "Account"? Is it the same thing as a "Customer"? These may seem like silly questions to ask - but I'm shocked by how often there is misalignment on common terms across a company.
4. Don't Forget - It's a SYSTEM.
We can get so focused on the parts that we forget the whole. Teams should pursue OKRs and goals, but not at the expense of the system. And don't forget the fact that in a system, a small change in one part of it can have consequences - not always intended ones - in other parts.
