This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
McKinsey highlights that a remarkable 75% of AI’s value will be realized across five business functions, three of which are non-technical: customer operations, marketing and sales. Go-to-market (GTM) teams play a key role in delivering value to their organizations.
Revenue Operations , or RevOps, is all about aligning your GTM teams (sales, marketing, and customer success) to drive growth. They help unite your go-to-market (GTM) teams, streamline processes, and tackle tool sprawl. Teamwork with accountability drives progress. The result?
Leaders quickly realize the importance of revenue operations (RevOps) and how aligning go-to-market teams under one unified approach can boost performance, improve operational efficiency, and increase revenue. Create a culture of openness and teamwork that discourages working in silos.
Depending on the software, implementation, and go-to-market (GTM) strategy, considerable costs and internal resources could be needed for a successful deployment. The OEM is gaining scale, more customers – and giving up higher profit margins that could be obtained by going direct to customers. And if yes, to what extent?
It starts with strategic actions, teamwork, and market understanding. Dive into the art of coordinated strategies, discover how hits like the iPhone and Netflix mastered market needs and brand appeal, and use key metrics to elevate your launch. So, how do you ensure your product launch bears fruit?
A critical parameter that will affect the pricing and go-to-market strategy is whether or not a company chooses to include embedded OEM software as default for all customers, or make it an optional option. Using an OEM go-to-market strategy. What joint GTM strategy options will you lead with? Dedicated sales team.
Cassie is an operating partner at Primary Venture Partners, where she works closely with Primary’s portfolio companies to help them build, scale and optimize their go-to-market efforts. Amy Slater is Global Vice President and GTM leader for Cybersecurity company Palo Alto Networks. Amy Slater. I control my attitude.
We organize all of the trending information in your field so you don't have to. Join 26,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content