Go-To-Market initiatives, in medical diagnostic, medical device, life science tools, digital health, and healthcare service companies, are strategically critical in determining company success. Yet companies frequently underestimate the challenge. Mistakes can be costly, even catastrophic.
Go-To-Market
Are you ready?
Complexity
GTM is a complex and expensive mix of tactical task challenges, interpersonal and organizational dynamics, and competitive and other marketplace externalities. Maintaining mastery of them over time requires knowing with complete clarity what matters most to commercial value creation and then focusing and investing accordingly.
Unknowns
Successful GTM performance requires rigorous GTM plans that can withstand scrutiny when raising money, closing strategic partnerships, and negotiating favorable terms for M&A deals. Yet, the potential of new technologies may be unknown, and the extent of unmet market needs may be uncertain.
Disruptors
Many internal and external factors impact GTM performance, and they can turn disruptive at any given time:
- Company Resources
- Funding Sources
- Regulators
- Payers
- Raw Material Suppliers
- Strategic Partners, including Distributors
- Contract Manufacturers
- Systems
- Competitors & New Technologies
- Economic | Political Developments
Go-To-Market
The New Imperative
GTM plans and performance directly impact all key value creation moments throughout a company’s existence.
Go-To-Market
We Empower
The quality of GTM plans and performance will be the dominant factor that helps or hinders company valuations in equity, partnership, and M&A transactions.
Go-To-Market
Create Opportunity
Nothing a management team does will impact the future of the company more than its GTM initiatives. That is why our GTM Architect™ business consulting services are essential to realizing dominant operating performance and valuations.
Value
Dominant GTM operating performance shows up in revenue, margin, profit, and cash flow metrics. It requires simultaneous delivery of better, faster, and more cost-efficient operating results, with GTM activities beginning early in development and continuing aggressively and adaptively across the Commercial Spectrum.
Speed
Only when these goals are met can pre-launch GTM activities be optimized, the course of under-performing products be corrected, acceptable GTM performance be sustained, and higher growth rates be realized.
Cost
No less important, GTM plans and performance are the crux of due diligence for strategic initiatives such as financings, strategic partnership transactions, and M&A deals, showing up eventually in company valuation metrics.
Go-To-Market
Overcoming Hurdles
Go-To-Market success requires overcoming three central challenges to enable delivery of products and services deeply valued by the market in a timely and cost-competitive way, as well as to close robust strategic deals.
Go-To-Market
Filling the Gaps
GTM challenges, which frequently are added to people’s existing organizational responsibilities, can be overwhelming – even for experienced executives.
Focus
Focus on mastering the 3 GTM challenges in order to bridge the
GTM chasm to commercial success is critically important to avoid
incurring additional costs and losing time, both of which destroy value
and competitive advantage – possibly irretrievably.
The Product Life Cycle is too generic, providing no clarity to management teams and thus not enabling focus. Our Commercial Spectrum analytical process provides a methodology that is a unique and differentiated way to think about going to market, breaking the process of commercializing life science products and services into a cascade of activities under the four critical components of Unmet Market Need, Hasten Speed to Market, Maximize Revenue Trajectory, and Accelerate Positive Cash Flow.
Know-How
Our novel Strategy. Performance. Results.® framework is a differentiated way of looking at GTM plans and performance, delivering Product-Market Fit, Organizational Fit, and Business-Model Fit solutions. That’s Know-How.
GTM Peer-Level Partner™
Having held 11 C-suite positions (CEO-5, General Manager-1, COO-2, CFO-3), Don Hawthorne knows from personal experience what it is like to be an operating executive who has ultimate organizational responsibility for developing GTM strategies and delivering successful GTM operating results. Those C-suite roles, combined with working in or with 44 companies over the years, are a major differentiation point in the marketplace and allow him to serve as a GTM Peer-Level Partner strategic advisor with CEOs and their executive teams.
Go-To-Market
Our Solution
Clarity from our GTM Architect™ business consulting services drives impact on both operating performance and strategic deal results.
Clarity
Frequently, a lack of alignment among management, Board members, investors, partners, and other key stakeholders will derail GTM progress. Our GTM Architect™ business consulting services ensure sufficient clarity to build a consensus around priorities, so that delivering the right results is everyone’s focus.
GTM Architect™
Our GTM Architect™ business consulting services consist of three go-to-market offerings: the PowerLab® workshop; the GTM Rapid Opportunity Assessment™ offering, typically done on a part-time basis over 3-6 months; and, the GTM Playbook™ offering for longer and/or more in-depth projects.
GTM Dashboard™
Drawing on our GTM Architect™ business consulting services, based on our Strategy. Performance. Results.® framework, your company’s customized GTM Dashboard™ recommendations will identify key GTM gaps and prioritized action steps necessary to capture value-creation opportunities and avoid risks that destroy value.