Step 1
Know Your Audience, Map Your Strategy
Figure out exactly who your best customers are. Turn this insight into a go-to-market strategy that aligns with how they buy and what they value.
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Who is your
Ideal Customer ?
Every successful B2B SaaS marketing strategy starts with answering this one crucial question.
This is often the hardest part of building a B2B SaaS marketing program. Before diving into content creation or channel selection, you need a crystal-clear understanding of your ideal customer profile (ICP). This foundation will guide every marketing decision you make.
This seemingly simple question can take months or even years to answer correctly. What makes it challenging for marketers is that it requires both analytical rigor and real-world validation. You need data to inform your decisions, and you need to deeply understand how your ideal customers think, work, and make purchase decisions. Most importantly, you need to be prepared to revisit your marketing approach as you learn more about what resonates with your market.
In this section, we'll walk you through the process of understanding and mapping your customer strategy
Know your Customer
ICP Development
Identify which companies you’ll target
Buyer Personas
Know the key decision-makers within these companies, their motivations, and how they buy
Value Proposition & Positioning
Map out how your solution uniquely addresses their needs
Map your Strategy
Go-to-Market Strategy
Apply these learnings to decide your optimal marketing approach
part 1
Initial ICP Development
How do I know which companies to target?
One of the most common mistakes startups make is trying to be everything to everyone. Your initial ICP should be really, really, ridiculously narrow. Think of it as finding your beachhead - that small, specific segment of the market where you can establish a strong foothold before expanding.
There are a lot of ways to identify this segment, and some are more complicated than others. But Lenny Rachitsky has an elegant solution: identify at least three specific attributes that make a company your ideal customer.
For a B2B SaaS company’s context, these attributes should be a concrete, measurable combination of firmographics (company size, industry, location etc.) technographics (tech stack), and psychographics (pain points, preferences etc.)
Lenny Rachitsky
Commonly misunderstood terms
Difference Between ICP, Buyer Persona, and User Persona
Ideal Customer Profile (ICP): The type of company that would get the most value from your product
Buyer Persona: The individual(s) within that company who make purchasing decisions
Messaging: The words and phrases you use to communicate your value proposition and positioning to your target audience
Lenny shares examples of initial ICPs from some of today's most successful B2B SaaS companies, and the attributes they identified:
Attribute 1
Attribute 2
Attribute 3
Software company selling in English
Selling via video conferencing
Selling software that costs $1,000 - $100,000
2-5 person startup
Using GitHub and Google Auth
At a founder-driven product company
Mid-stage software company
With in-house designers
That places a premium on design
Series A/B
Finance teams who want less waste and more predictability
Spending $250k - $2m/month
Early-stage tech startup
Security-conscious web developer
Within the Node.js community
Fast-growing startup
CTO or VP of Engineering
Company that’s operation-heavy
Company with <5 employess
In California
That has no contractors
A startup using a data warehouse
Analyst or data scientist
Already using dbt
B2B SaaS startup
With 20-60 people
Going through compliance for the first time
Small early-stage startup
With at least one engineer
With strong opinions about analytics
To identify your own key attributes
Consider these potential characteristics and narrow down to at least three that are most important to your business:
Company size
(e.g., 1,000-5,000 employees)
Job title of key decision-makers
Specific pain points you're solving
Company's way of working
(e.g., design-driven, operation-heavy)
Type of business
(e.g., B2B SaaS, e-commerce)
Technology stack
Price point
Geographic location
Industry-specific communities or watering holes
Use this template to start mapping your own ICP
Some additional attributes have been added, and you can add your own.
"We didn't have a specific ICP at the beginning. Anyone who came in and signed up for the product, and had the wallet size to pay, was our ICP."
At Freshworks, Vignesh was managing Marketing for their Sales CRM, FreshSales. He experienced firsthand how an unfocused ICP can hide serious business opportunities and lead to inefficient marketing spend. Initially, the company took a broad approach to FreshSales’ ICP: anyone who showed interest was considered their ideal customer.
When selecting your ICP’s attributes, keep them actionable and precise.
Pick attributes that guide real decisions
e.g., knowing your ICP is “engineering-led, using modern cloud infrastructure” helps you choose both channels (Developer communities, tech events) and messaging themes (AWS/GCP integration).
Get specific on size and tools
e.g., instead of “large companies, using design tools,” specify “1,000–5,000 employees,” using Figma” for better targeting.
Factor in buying behavior
Do they require executive sign-off, technical validation, or social proof?
part 2
Buyer Persona
While your ICP helps you identify the right companies, remember that you're not selling to a company.
You're selling to people within that company. And to be able to sell to them, you need to know exactly how your buyers think, work, and make decisions. That's what a well-researched B2B buyer persona gives you - the insights to create marketing that resonates with buyers.
But the biggest challenge with creating these personas is that, as marketers, we often lack expertise in the domain of the buyers we’re trying to influence and earn the trust of. That’s why we often see a lot of superficial B2B buyer persona templates for “Decisive Dan” or “Tech-innovator Tina” that look something like this: →
And you need to make sure
yours doesn’t look like this.
What does an effective B2B buyer persona include?
Your buyer persona should include:
Role & Responsibilities
Common titles in your target companies
Team size and structure
Tools and tech stack they use
Decision-making authority level
Process They Want to Improve
Current workflow and pain points
Tools they currently use
Stakeholders involved
Impact on business outcomes
Success metrics they track
Info Sources & Decision Criteria
Where they learn about solutions (specific channels, communities)
Who they trust for recommendations
What information they need at each stage
How they evaluate options
Buying Committee Involvement
Their role in the purchase process (decision maker, influencer, user)
Other stakeholders they need to convince
Common objections they face internally
Information they need to build business cases
This would give us a starting point that would look something like this example for a B2B Buyer persona in the food manufacturing space.
Industry
Food Manufacturing
Technology Aodption
Moderate to high, using manufacturing automation
Company Size
Medium (Typically 50-500 employees)
Values
Quality and food safety innovation
Sustainability and environmental responsibility
Location
United States
Goals
Expand market share
Increase operational efficiency
Develop new product lines
Strengthen brand recognition
Annual Revenue
Likely between $10 Million and $1 Billion
Challenges
Managing supply chain disruptions
Adapting to changing consumer preferences
Complying with food safety regulations
Balancing costs with quality
Company Structure
Likely privately held
Decision-Making Factors
Return on investment
Regulatory compliance
Market trends and consumer demand
Operational efficiency
Years in Business
Estabilished (10+ Years)
Organizational Culture
Focus on teamwork and collaboration
Emphasis on food safety and quality control
Encouragement of innovation and creativity Commitment to employee development & safety
Distribution Channels
Retail, food service, direct-to-consumer
Risk Tolerance
Moderate, balancing innovation with proven methods
Target Market
Consumers, retailers, food service operators
Information Sources
Industry trade publications
Food manufacturing conferences & expos
Networking with industry peers
Market research reports
But don’t stop here.
Customer research expert, Ryan Paul Gibson, recommends adding three crucial aspects to this to arrive at a richer persona; what he calls the complete ‘buying story’:
Jobs-to-be-done
This isn't just about what features buyers want - it's about what process they're trying to improve in their business. For example, when a Head of Sales is looking for a CRM, their real job-to-be-done might be "reduce time spent on manual data entry so the team can focus on closing deals."
Buying Process
This maps out the exact journey your buyers take from recognizing a problem to making a purchase decision. For instance:
What triggers them to start looking for a solution? ("Our team doubled in size and our current process broke down")
How do they evaluate options? ("I asked other sales leaders in my LinkedIn network")
What do they need to feel confident in their choice? ("I need to see case studies from companies our size")
Voice of Customer
These are the actual words and phrases your buyers use to describe their challenges and goals. Instead of marketing-speak like "optimize workflow efficiency," you’ll find them saying "I'm tired of my team wasting three hours every day copying data between spreadsheets."
Together, these three elements help you understand not just who your buyers are, but how they think, what motivates them, and how they make decisions. Using this structure, we've created a sample buyer persona below. Notice how this persona incorporates voice of customer.
Ryan Paul Gibson
Sample B2B Buyer Persona
Engineering Manager at High-Growth SaaS Company
DOES THE BUYER PERSONA DIFFER BY COMPANY STAGE?
While the core elements remain constant, how you research, build, and apply personas changes based on whether you’ve achieved product-market fit (PMF) — the point at which you've validated that customers actively want and will pay for your solution, and you can acquire them predictably.
Pre-PMF: Finding Early Adopters
For early-stage companies still seeking product-market fit, your buyer persona research should focus on early adopters. These are customers and prospects who:
Experience the problem acutely enough to try new, unproven solutions
Have authority to make quick purchase decisions
Will provide detailed feedback
Key Questions to Answer
Objective: Validate solution need & what drives early purchases
What are their "hair on fire" problems?
Why are existing solutions failing?
What triggers them to look for a new solution?
How do they evaluate new tools?
What would make them take a chance on your product?
Post-PMF: Evolving Established Personas
Once you’ve achieved PMF, and your company begins to scale, you need to both refine existing personas and create new ones for emerging segments and markets. Now you're looking at:
Current customers:
- High-value customers & most profitable deals
- Longest-retained customers
- Fastest-converting customers
Growth segments, potentially including:
- Next-tier company sizes
- Adjacent industries/verticals
- New geographies
- Different use cases
Key Questions to Answer
1. Current Customers
Objective: Validate proven patterns and scale successful ones
What drives customer success?
Which features deliver most value?
How has the buying process evolved?
Which implementation needs surfaced?
What would make them take a chance on your product?
2. Growth Segments
Objective: Identify new stakeholders and segment-specific paint points
Who are the new stakeholders and how are their needs different from existing segments?
What problems trigger a purchase in different segments?
How has the buying process evolved?
How long is the typical sales cycle?
What adaptations does your solution need?
Use this template to start building your own buyer persona.
Instructions and examples have been included to guide you.
When Siva joined DeviceAtlas, the company broadly targeted developers and API companies, assuming these groups would actively seek out device detection solutions. But this assumption missed a critical insight about their market:
“We are a very niche product and only people who are very educated about possibilities of device intelligence would really search for it. This is barely 10 people searching in a month”
How do I gather buyer information?
Depending on your resources and objectives, you can undertake buyer research in a large number of ways. While all methods have their merits, some methods provide deeper insights than others. We’ve recommended some tips and additional resources for each of these.
Primary methods
1:1 interviews
Provide the richest insights. While time intensive, 5-10 in-depth interviews are more valuable than 100 superficial surveys.
Tips and resources
Record and transcribe calls for accurate quotes.
Fathom or Fireflies for auto-generated transcripts and video clips
List of 184 customer interview questions by Ryan Paul Gibson
How to Talk to Users by YCombinator Partner, Eric Migicovsky.
Sales calls analysis
Capture authentic buyer language and objections. While not as nuanced as interviews, these reveal how prospects evaluate solutions in market conditions.
Tips and resources
Note repeated phrases/concerns.
Compare deals won & lost; document common objections
Track mentions of competitors; note how your solution compares
Gong or Chrous to analyse sales calls.
Surveys
Best used to validate hypotheses from interviews, not as a primary research tool. Better suited for quantitative research.
Tips and resources
Include open-text responses
Target specific segments
Secondary methods
Social listening
Provides broader market context but lacks depth. Used to identify trends and language patterns, not to replace direct customer research.
Tips and resources
Review activity on Social Media to see which topics and language garner the most engagement.
For current customers on LinkedIn:
- Review bios for demographic details
- Keep a pulse on what they post and comment on for insight into what they care about.
- Review their skills and endorsements to get an idea of the areas they
- want to be seen as an ‘expert’ in.
Reviewing website analytics reports
Shows what users do, not why they do it. Valuable for optimization but should inform, not drive, persona development.
Tips and resources
Track high and low engagement pages
Monitor conversion paths
Test different messaging
Review drop-off points
Talking to customer support teams
Reveals day-to-day friction points that may not come up in sales calls or interviews. Review these for patterns but recognize that they skew the negative.
Tips and resources
Review support tickets
- Note common challenges
- Capture actual language used
- Look for pain points
part 3
Value Proposition & Positioning
After understanding your ideal customers and how they make decisions, you need to clearly articulate what you offer and why they should choose your solution.
To do this, you need to develop a value proposition that resonates with their needs and positioning that helps you stand out in the market.
This will help you arrive at the messaging you use to communicate with your audience.
Key differences:
Value proposition: What value does your product/service deliver to customers and why should they choose you over alternatives?
Positioning: How do you want customers to think about your product in relation to competitors and within the broader market?
Messaging: The words and phrases you use to communicate your value proposition and positioning to your target audience.
HOW DO I DEVELOP A VALUE PROPOSITION?
Strong value propositions tell a complete story - from who your customer is to how you uniquely solve their problems. Anthony Pierri and Robert Kaminski at Fletch have developed a value proposition framework that breaks it down into three key components to help you create this narrative.
The Anatomy of a Value Proposition
Anthony Pierri
Robert Kaminski
Every value proposition consists of three core elements:
Target Audience (Who you're communicating to)
Persona: The specific role or person you're targeting
Company Type: The business context where they work
Use Case: What they're specifically trying to accomplish
Market Message (How you describe the problem)
Current Way: How they're solving the problem today
Problem: The specific friction or limitation they face
Product Message (How you solve their problem)
Capability: What your product enables them to do
Feature: The specific functionality that enables this
Benefit: The measurable outcome they achieve
Creating Your Value Propositions
Once you understand the anatomy, here's how to develop compelling value propositions using Fletch’s Value Proposition Messaging Canvas:
How to Use This Canvas:
Start with your target customer's most important jobs-to-be-done
Map out 3-5 key use cases that demonstrate your value
For each use case, fill out the entire chain from current state to benefit
Look for patterns in limitations and benefits - these often form the core of your value proposition
Test the logic: each step should naturally lead to the next
This helps ensure your value proposition isn't just a list of features, but a rich story about how you solve real customer problems in ways others can't.
In the above example, Anthony & Rob have created an illustrative example for the design tool, Figma. Let's break down how the canvas has been constructed:
How the canvas has been constructed:
Target Customer: Start by identifying who you're solving for (e.g., Design Lead)
Use Case: Describe what they're trying to accomplish (e.g., "You're trying to design a web app interface with your team")
Current Way: Show how they're currently addressing this need (e.g., "using Sketch")
Problem: Identify the specific friction in their current process (e.g., "but this process is really slow and inefficient")
Limitation: Explain why the current solution falls short (e.g., "because Sketch doesn't allow multiple people to work on the same file at the same time")
Product Capability: Introduce your solution's feature (e.g., "Now, you can work with teammates in the same file at the same time")
Benefit: Connect to meaningful outcomes (e.g., "so that your team can immediately build off each other's ideas")
Use this Fletch template to create your own Value Proposition Canvas.
You can also look at a more detailed walkthrough on the canvas in Anthony's post here.
How do I Position my Solution?
While your value proposition articulates what you deliver, positioning establishes how you want to be perceived in the mind of your audience, relative to alternatives. This becomes even more important as your market matures and more competitors emerge.
There are four key elements to consider:
Product Category
Which category do you want to be associated with?
Is there an opportunity to create a new category?
Competitive Alternatives
What are customers doing/using today?
What other options are they considering?
Key Differentiators
What makes your approach unique?
Why is this meaningful to customers?
Proof Points
What evidence supports your claims?
Understanding Market-Based Positioning
There are three distinct types of positioning, each suited for different market conditions. Let's explore when and how to use each approach.
Outcome-Based Positioning
For new markets where the product category doesn't exist yet
Segment's Early Positioning
Early in its development, Segment wasn't just promoting a customer data platform; it was emphasizing the outcome of having a unified view of the customer data to enable personalized marketing strategies. This was crucial in a market not yet fully aware of the need for comprehensive data integration solutions.
The challenge here isn't competing with alternatives - it's competing with the status quo. You need to:
Identify an unmet need or aspiration
Show why current approaches fall short
Paint a picture of a better future
Demonstrate the cost of inaction
Use Case-Based Positioning
For emerging markets where the category is still forming
In emerging markets, customers recognize the problem and are trying to solve it, but there's no established product category. Multiple types of solutions might be competing to become the standard approach.
Example: Gong’s Conversation Intelligence Play
When Gong entered the market, companies were already recording sales calls - but usually with video recording tools like Zoom that offered no analytics, or other adjacent solutions. Gong positioned around the use case of "conversation intelligence," pushing for analyzing customer interactions to improve sales strategies. By positioning itself around this use case, Gong addresses a recognized need in the sales and CRM space, but in a market where there wasn’t a clear leader or established product category specifically for these analytics. Interestingly, as Gong’s market has matured, their positioning has now evolved to address a clear product category - "Revenue Intelligence”.
Success in this stage requires:
Mapping out all current approaches to the problem
Showing why a dedicated solution is superior
Building category awareness
Establishing the criteria for evaluation
Category-Based Positioning
For mature markets with established solutions
In mature markets, customers know the product category and are actively comparing solutions within it. The key question becomes: "Why are you better than existing alternatives?"
Example: ClickUp’s Challenge to Productivity Tools
When ClickUp entered the project management space, they weren't creating a new category - they were entering an established one dominated by Asana, Trello, and Monday.com. Their positioning focused on clear differentiation: "One app to replace them all" - to replace all productivity apps by consolidating task management, document sharing, goal tracking, and communication into a single platform. This, coupled with a very strong brand, established ClickUp effectively against more mature competitors. This approach requires:
Deep understanding of category pain points
Clear, defensible differentiation
Direct competitive comparison
Strong proof points
There are four key elements to consider
Ask these questions to determine which positioning approach you need
For Outcome-Based Positioning:
Are customers actively searching for solutions like yours?
Do they recognize the problem you're solving?
Is significant education required before they'll consider your solution?
For Use Case-Based Positioning:
Are customers cobbling together solutions from different tools?
Is there confusion about the best way to solve the problem?
Are multiple approaches competing to become the standard?
For Category-Based Positioning:
Do customers know what type of solution they need?
Are they actively comparing alternatives?
Is there an established leader in the space?
A Note on Category Creation
Creating a new category can be powerful but comes with significant challenges. Before embarking on category creation, think about:
When to consider it:
Your solution doesn't fit existing categories
You've identified an emerging market need
You have resources for extensive market education
Advantages:
Potential to own a new market segment
Less direct competition
Higher valuations if successful
Challenges:
Requires significant education investment
Longer sales cycles
Need for market validation
part 4
Mapping Your Go-to-Market Strategy
After understanding who your customers are and what value you provide them, the next crucial step is determining how to reach them effectively. The insights you've gathered about your customers' needs, behaviors, and decision-making processes, combined with your clear value proposition, form the foundation for choosing effective GTM motions.
Think of your GTM strategy as the mechanism for bringing your product in the hands of your customer; your marketing strategy is a subset of this. While the GTM strategy encompasses the high-level planning and execution framework needed to enter and compete in a market, your marketing strategy fills in the details on how the product or service will be promoted, described, and sold to end consumers.
Choosing Your GTM Motion
There are 6 common GTM motions in B2B SaaS. Each of these GTM motions comes with its own unique tactics. Here’s a breakdown:
Product-Led Growth (PLG)
A strategy where users can try and buy the product with minimal sales interaction. The product itself drives customer acquisition, conversion, and expansion.
SPECIAL TACTICS
Freemium Model: Offer a basic version for free to entice users to upgrade
Free Trial: Provide a full, time-limited product experience
Self-Service Onboarding: User-friendly interfaces help customers start quickly, with minimal friction
Viral Loops: Features that encourage users to invite others
User-Generated Content: Templates and resources created by users that help others self-start
Products with quick time-to-value
Low price points ($0-500/month)
Large target markets where personalized sales aren't scalable
Products that benefit from network effects
Outbound-Led Growth
A proactive approach focused on directly reaching out to potential customers through sales efforts.
SPECIAL TACTICS
Direct Sales Team: Dedicated teams for prospecting and closing
Account-Based Marketing (ABM): Personalized campaigns for target accounts
Sales Development Representatives (SDRs): Teams focused on qualification and pipeline building
Executive Relationships: C-suite networking and relationship building
Industry Events: Direct engagement at conferences and trade shows
High-value deals ($50k+ ACV)
Complex enterprise solutions
Markets where personal relationships matter
Products requiring significant customization
Businesses with niche markets or where Customer Lifetime Value (CLTV) is critical.
Inbound-Led Growth
A strategy focused on attracting qualified prospects through valuable content and educational resources.
SPECIAL TACTICS
SEO-Optimized Content: Comprehensive resources targeting specific pain points
Educational Webinars & Online Events: Regular knowledge-sharing sessions
Industry Research: Original data and insights that establish thought leadership
Thought Leader Partnerships: Long-term collaborations with industry experts to create educational content, playbooks, and best practices
Newsletters: Regular content delivery to nurture prospects
Complex products requiring education
Markets with long research phases
Solutions solving clear pain points that people actively search for
Products with multiple stakeholders in buying process
Partner-Led Growth
A strategy leveraging partnerships to reach new markets and customers using established channels.
SPECIAL TACTICS
Technology Partnerships: Integration with complementary solutions
Reseller Programs: Channel partners who sell your solution
Implementation Partners: Certified consultants who deploy your solution
Marketplace Presence: Listings in major cloud marketplaces
Co-Marketing: Joint campaigns with strategic partners
Products that integrate with major platforms
Solutions requiring local market presence
Complex implementations needing specialist support
Markets where trust transfer is valuable
Paid-Digital Led Growth
A strategy centered on using paid channels to drive targeted acquisition.
SPECIAL TACTICS
Intent Data Mapping: Using behavior signals to target ready-to-buy prospect
Search Engine Marketing (SEM): Targeted ads for high-intent keywords
Social Media Advertising: Platform-specific campaigns on channels like LinkedIn and Reddit
Retargeting: Re-engagement campaigns for website visitors
Programmatic Advertising: Automated ad buying across networks
Influencer Campaigns: Sponsored content and promotional partnerships with industry experts and thought leaders
Products with clear ROI metrics
Markets with specific targeting parameters
Solutions with shorter sales cycles
Products that can absorb customer acquisition costs
Community-Led Growth
A strategy that builds and nurtures user communities for organic advocacy and network effects.
SPECIAL TACTICS
User Groups: Local and online communities
Developer Relations: Technical community engagement
Ambassador Programs: Recognizing and empowering power users
Open Source Components: Sharing code to build credibility
Community Events: Regular meetups and user conferences
Technical products with developer audiences
Solutions benefiting from peer learning
Products with strong network effects
Markets where social proof is crucial
Common GTM Combinations
Most successful B2B SaaS companies today use a combination of these approaches. Akash Gupta, Author Product Growth Newsletter, analysed the GTM motions of 12 of the top growing tech companies. Here are a few combinations that he observed:
Company
#1 Focus
Supporting Plays
Akash Gupta
GTM COMBINATIONS EXPLAINED
Drawing on Akash's observations above, here's how and when you might consider combining different GTMs:
PLG + Sales ("Product-Led Sales")
A powerful combination that lets you scale efficiently while capturing larger opportunities:
Start with self-service for quick adoption
Add sales motion for larger accounts
Use product usage data to identify sales opportunities
Layer in customer success for expansion
Example: Slack started with viral product adoption, then built enterprise sales
Inbound + Community
Particularly effective for technical products or platforms:
Content drives initial awareness and education
Community provides support and advocacy
Both feed into either PLG or sales motions
Creates powerful flywheel effect
Example: Notion built strong content marketing, then layered in template gallery built on user-generated content
Outbound + Partner ("Ecosystem Selling")
Common in enterprise software:
Partners provide implementation and support
Direct sales team focuses on key accounts
Partners expand market reach
Creates powerful flywheel effect
Example: Snowflake leverages both direct enterprise sales and cloud marketplace partnerships
PLG + Paid + Community
Popular with developer tools and platforms:
Product hooks drive initial adoption
Paid acquisition accelerates growth
Community provides support and advocacy
Example: GitHub combines free tools, paid marketing, and strong community
PRO TIPS:
If you're selling to consumers or prosumers, lean into PLG, community, and partnerships early on. Layer in paid marketing as you find product-market fit and have budget to scale.
If you're selling to SMBs, blend inbound and outbound motions to build awareness and relationships. Paid digital can accelerate pipeline generation as you dial in your ICP.
If you're selling to enterprises, focus on targeted ABM and partner ecosystems. Inbound is great for air cover, but outbound is crucial for landing large accounts.
If you have a complex or technical product, make sure you have developer docs, free tooling, and community support from day one.
The key is not trying to do everything at once, but rather layering in additional motions as you grow and learn.
GTM strategist Maja Voje advices to start by thoroughly understanding your customers and competition, then test 2-3 motions that align with your strengths. Give each combination enough time (1-3 months) to generate meaningful data before making major changes.
The most important factor is execution quality - it's better to do a few motions extremely well than to spread yourself too thin across many channels.
Maja voje
Select Your Go-To-Market Motion
Read next
We've broken down this guide into five steps.
You'll find step-by-step frameworks you can implement today, real campaign examples, and concrete lessons from companies who've been where you are.
Know your Audience, Map Your Strategy
Create Content That Converts
Choose Your Distribution Channels
Measure What Matters
Structure Your Team and Operations
Reaching The right people
With the right messages
With the right messages
Reaching The right people
With the right messages
in the right place
Reaching The right people
With the right messages
in the right place
Reaching The right people
With the right messages
With the right messages
Reaching The right people
With the right messages
in the right place
Reaching The right people
With the right messages
in the right place