Best of LinkedIn: Go-to-Market CW 17/ 18

Teams are stitching product usage, intent, and revenue data into a single layer, then automating next‑best actions to unlock materially higher pipeline velocity

Early adopters describe an “AI product manager” mindset: frame the problem, codify judgment, and iterate scorecards so the model continuously improves commercial outcomes

GTM “Alpha stacks” integrate workflow bots, low‑code orchestration, and predictive scoring, creating compounding advantages that are difficult for slower rivals to match

Evidence‑based road‑maps, buyer‑backward messaging, and rigorous product briefs separate sustainable growth engines from “launch and pray” failures

Expansion into adjacent markets succeeds when teams deeply research new buyer jobs, localised competitive sets, and channel economics before committing capacity

Marketers replaced blanket spend with signal‑driven plays, prioritising channels that prove cost‑of‑acquisition discipline while still feeding top‑of‑funnel growth

Content teams formalised feedback loops with sales and customer success, ensuring messaging reflects real objections and accelerates deal progression

Founders are cautioned to build a robust go‑to‑market system before sprinting into tactical campaigns – evidence, not intuition, is becoming table stakes

Usage‑based businesses highlight the limits of legacy CRMs; bespoke consumption forecasting tools are emerging to bridge the gap between product telemetry and deal management

Specialist BDR pods targeting outbound pipeline gaps are viewed as the quickest lever to restore balanced growth when inbound slows

GTM engineers – operators who blend coding ability with commercial acumen are repositioned as outcome owners rather than back‑office support

Companies are re‑skilling SDRs into full‑cycle sellers who own research, outreach, and closing, trimming cost per opportunity without sacrificing coverage

Revitalised positioning playbooks paired with disciplined win‑loss reviews are improving forecast accuracy and shortening sales cycles

Leaders underline that scalable growth demands a unified sales narrative echoed from onboarding through quarterly business reviews

Formal co‑sell playbooks give early‑stage firms a structured route to enterprise doors they could not access alone, sharing discovery assets and mutual success metrics

Ecosystem programs that stalled due to unclear ownership are being relaunched with explicit GTM OKRs and executive sponsorship

B2B SaaS operators cite partner‑led expansion as the lowest‑CAC path to new geographies, provided integration journeys remain seamless

Revenue alignment sessions where success, product, and sales jointly inspect churn signals are reducing logo loss and uncovering upsell timing

Vanity indicators are out; net revenue retention, product adoption depth, and customer health scores now dominate board‑level dashboards