GTM Strategy

In today's competitive SaaS markets, too many companies end up overcomplicating their GTM strategies, causing friction, confusion, and panic in the market. Having a straightforward, simple, easy to understand GTM strategy that customers can articulate, helps you get to value and aligns your teams.

Strategy answers important questions: who you serve, what you sell, where you compete. But strategy alone does not determine whether revenue is produced consistently, predictably, or profitably. That responsibility falls to the system that sits beneath it. Without architecture, execution relies on individual heroics. Growth depends on effort rather than leverage. When conditions change — as they inevitably do — the system amplifies volatility instead of absorbing it.

As 2025 draws to a close, it is striking how consistently SaaS leaders have rediscovered the same truth: the GTM engine is not a playground for clever tactics, but a system whose performance depends on clarity, discipline, and coherence. In that spirit, the final WBIGTM essay of the year looks back at what 2025 has taught us — not through the lens of novelty, but through the lens of accumulated wisdom.

As a bit of end-of-year fun, Louis put together some Christmas Video Cards that went out on LinkedIn. Here they are in all their splendour! Oh, and apologies for the absolutely hideous Christmas Jumper... Day 1: A TAM That Isn’t Actually TAM Most markets aren’t too small. They’re just misunderstood. If your TAM feels enormous but growth feels hard, the problem probably isn’t demand. It’s clarity. Real scale comes from knowing exactly  who you serve, why they buy, and what cha

Across SaaS, sales performance has slipped while buying has grown harder. In our discussion we talk through data showing falling quota attainment, lengthening enterprise sales cycles, shrinking average deal sizes, and new-logo win rates that are, in many categories, below one in five. None of this is a moral failing; it’s the predictable result of bigger buying groups, greater perceived risk, and teams still running 2019 playbooks in a 2025 market.

When it comes to segmentation, targeting and positioning, you have to discriminate: you have to pick the segments you want to serve. You cannot be all things to all people. 

Traditional sales processes are mapped around funnel stages. The Bow Tie Model reimagines the funnel by visualising the entire customer lifecycle — not just what happens before a deal is signed, but everything that follows.

GTM Enablement isn’t just about sales - it’s about the entire customer journey, from the first touchpoint to retention and expansion. That means looking at the bigger picture and ensuring that every team involved is aligned and empowered.

Segmentation, targeting, and positioning form the backbone of any successful GTM strategy. Many SaaS companies though fall into the trap of adopting a scattered approach, effectively creating a blancmange of inconsistent messaging and poorly aligned sales efforts that must be overcome. 

Join Louis Fernandes and Tom Rudnai on the Demand-Genius podcast where they discuss

Why do organisations find it so hard to articulate and quantify the value they deliver to their customers? Challenger propositions are excellent devices for solving one of the hardest problems in business development – crossing the gap from “awareness raised” to “conversation held”.

#WBIGTM Episode 3: Revenue Growth vs Cost Containment with Louis Fernandes & Simon Daniels This week on the  What's Broken in GTM and How to Fix It  podcast I recap his time at the  CRO Connected Summit in East Sussex, including a nice walk in the countryside not ruined by having to play golf! More seriously,  I found the talk on seller productivity by  Gerry Hill  very valuable and recommend following him for more insight. Moving on to this week’s discussion on revenue growt

In the fast-paced world of B2B SaaS and technology, having a robust go-to-market (GTM) strategy is not just an advantage - it’s a necessity. Without a clear, scalable plan, even the most innovative products can struggle to find their footing.

More deals today are dying not because buyers prefer a competitor, but because they’re too overwhelmed, risk-averse, or uncertain to make any decision at all. The JOLT Effect explores the reasons behind this: fear of commission and fear of omission. Discover how to overcome them both in B2B Enterprise Sales

Starting enablement initiatives in a growing company can feel like trying to assemble IKEA furniture without the manual (or worse, with one in another language). But with a clear plan, you’ll soon have a team that’s driving real business impact.

Launching a new product or service in the B2B SaaS and technology space is no small feat. The market is crowded, competition fierce, and customer expectations high. So, how do we ensure our product doesn’t just launch but thrives? The answer lies in crafting a winning go-to-market (GTM) strategy.

Understanding the differences between TAM and SAM and SOM is crucial for companies to assess their market potential, set realistic expectations with investors, and make properly informed strategic decisions.

Where The Challenger Sale really sets itself apart is in how it structures the conversation — not just what you say, but the order in which you say it. This is what creates the tension, insight, and urgency that drives deals forward.

Product market fit is not just for Christmas and it doesn't get solved overnight, but companies that invest the time and effort to get it right will experience more sustainable and profitable growth.