Work at setting your brand apart in your customers’ minds through product and brand specific activities that are tailored to your target market.
Work at stimulating buying by ensuring that we put forward information that is relevant to the target market
Create engaging, powerful and fun marketing experiences
Deliver brand messages effectively by engaging media, specific to the target market.
Ignite passion for our client’s brand, product and event

Ideas generation and execution
We book and secure acts, venues and vendors that speak positively and accurately to the character of your brand, be it, fun, artistic, athletic, sophisticated
Influence a movement towards your goals via creatively themed events that target your customers
Engineer experiences that have been said to attract life-long loyalty to a client’s brand

Want to know what we think about stuff? Well, pull up a chair and pour yourself a skinny latte (or whatever your poison is). Here are a few thoughts on things that are important to us from people who are important to what makes us tick.
Want to know more? Just pick up the phone, suggest a date in the diary and any one of us would be only too happy to have a chat over a cuppa…
We’ve brought together an eclectic group of people under one roof. The magic comes in creating a team who don’t just work effectively together but push, challenge and direct each other – collectively taking our thinking to new and exciting places, with each adding a different flavour or perspective to our creative output.
AGENCY LEADERSHIP TEAM

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8 Essential Components of a Go-to-Market Plan
As we’ve discussed previously, companies planning to launch new cloud services will be well served to build an effective Go-to-Market (GTM) plan early on in the product launch process, to ensure you’re including the right people in the decision-making process, thinking about your customer’s end-to-end experience, and engaging in a multi-step discovery process before you lock yourself into decisions that may be difficult and expensive to change later on.

Next, you’ll want to consider these basic building blocks of a successful GTM plan:

1. Business Summary: Presents a high-level overview of your business plan. At a minimum, the Business Summary should address the core business drivers behind your decision to sell cloud services, highlight the key performance indicators you’ll use to measure your success, and identify your primary competitors along with the differentiators you’ll focus on to compete in defined markets. More mature plans may also include detailed forecasts and specifics about market behaviors.
2. Product Strategy:  This section of the plan identifies the key products you will launch in your cloud portfolio, along with any bundling plans, special promotions, or other attachment strategies that will help you sell the products—including upselling and cross-selling to both new and existing customers. Any specifics you can include about differentiators between your offerings and those of your competitors will help you build your sales messaging as you progress further into the launch.
3. Channel Strategy: This is where you identify the primary channels that you’ll use—both to sell your products and to educate and support your customers—along with the resources, training, and incentives that will drive channel performance. In complex channel organizations, products and offers may differ from one channel to the next, playing on the unique advantages of specific channels, such as direct sales teams or online portals.
4. Marketing Strategy:  This section summarizes the activities you’ll use to drive awareness and generate leads, both in your identified markets and within your existing customer base. In large organizations, the marketing strategy may also include activities for generating internal awareness. Such internally oriented activities are particularly important in situations where many groups will “touch” customers as they progress from purchase to activation to support.
5. Customer Experience: This section documents the anticipated customer journey—either at a high level or in detail. Starting with how customers first hear about a product, it progresses through their purchase, activation, renewal, and possible cancellation. Exploring this journey helps to identify any “fall-off” points that may reduce conversion rates, or drive churn, while also helping to ensure that you’ll have the right people and systems in place to support the new products.
6. Technical Requirements: This section documents the technical requirements needed to support the new products. These requirements, which may be affected by decisions made in the previous sections of the plan, may include branding your customer-facing portals, and integrating sales and provisioning systems with third-party resources you’ve employed. Parallels can help you identify the technical requirements needed to launch your products.
7. Evaluation:  This is where you spell out and prioritize the factors you’ll use to measure your success—for example, reaching a certain volume of sales in specific channels, or reducing churn of an existing product by attaching a cloud service. Try to be as specific and detailed as possible in outlining your goals and evaluation tactics—it will keep your team aligned and help to optimize activities through your launch.

8. Timeline and Execution: Finally, your plan needs to identify the timeline for execution, including next steps, the critical path for decisions, key milestones, and plans for reviewing and fine-tuning the GTM plan. This last point should not be overlooked, as good GTM plans are not static, but evolve with the project. As your plans progress, you can add details to increase the plan’s accuracy.

This list gives you a basic template for building your GTM plan, and you can add the specific details you want to track as you progress through the planning process.

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Work at setting your brand apart in your customers’ minds through product and brand specific activities that are tailored to your target market.
Work at stimulating buying by ensuring that we put forward information that is relevant to the target market
Create engaging, powerful and fun marketing experiences
Deliver brand messages effectively by engaging media, specific to the target market.
Ignite passion for our client’s brand, product and event

Ideas generation and execution
We book and secure acts, venues and vendors that speak positively and accurately to the character of your brand, be it, fun, artistic, athletic, sophisticated
Influence a movement towards your goals via creatively themed events that target your customers
Engineer experiences that have been said to attract life-long loyalty to a client’s brand

Want to know what we think about stuff? Well, pull up a chair and pour yourself a skinny latte (or whatever your poison is). Here are a few thoughts on things that are important to us from people who are important to what makes us tick.
Want to know more? Just pick up the phone, suggest a date in the diary and any one of us would be only too happy to have a chat over a cuppa…
We’ve brought together an eclectic group of people under one roof. The magic comes in creating a team who don’t just work effectively together but push, challenge and direct each other – collectively taking our thinking to new and exciting places, with each adding a different flavour or perspective to our creative output.
AGENCY LEADERSHIP TEAM

…………………………………………………………………………………………………………………………………………………………………………….
Learn Business Terms

Market Trends

Market trends are the upward or downward movement of a market during a period of time. Analyzing these trends is another method that allows firms to decipher the needs of markets and strive to meet them.

The market size is more difficult to estimate if one is starting with something completely new. In this case, one would have to derive the figures from the number of potential customers, or customer segments. Besides information about the target market, one also needs information about one’s competitors, customers, and products. Lastly, one needs to measure marketing effectiveness.

As an example of a process of addressing market needs, imagine the release of a new film. When performing marketing research on it, here are several practices that a studio may use:

Concept testing, which evaluates reactions to a film idea and is fairly rare,
Positioning studios, which analyze a script for marketing opportunities,
Focus groups, which probe viewers’ opinions about a film in small groups prior to release,
Test screenings, which involve the previewing of films prior to theatrical release,

Tracking studies, which gauge (often by telephone polling) an audience’s awareness of a film on a weekly basis prior to and during theatrical release,

Advertising testing, which measures responses to marketing materials such as trailers and television advertisements,
Exit surveys, which measure audience reactions after seeing the film in the cinema.

Source: Boundless. “Addressing Market Needs.” Boundless Business. Boundless, 26 May. 2016. Retrieved 14 Aug. 2016 from https://www.boundless.com/business/textbooks/boundless-business-textbook/introduction-to-business-1/what-is-a-business-22/addressing-market-needs-131-7861/

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