Question 1

What's included in a B2B go-to-market strategy?

Accepted Answer

A B2B go-to-market strategy includes ICP development, competitive positioning, channel architecture, launch planning, sales enablement, and a marketing-to-revenue model with measurable KPIs. It's the strategic blueprint that aligns product, marketing, and sales around a shared growth thesis, typically scoped at 6–10 weeks for companies entering new markets or restructuring their marketing function.

Question 2

How do you develop an ICP for B2B tech companies?

Accepted Answer

ICP development combines firmographic profiling, psychographic analysis, and buying committee mapping to identify the companies and people most likely to buy and succeed. We go beyond demographics to understand your buyers' worldview, their internal politics, and the triggers that move them from awareness to purchase.

Question 3

What is revenue architecture in B2B marketing?

Accepted Answer

Revenue architecture is the end-to-end system that connects marketing investment to pipeline generation and closed revenue with measurable attribution at every stage. It includes stage definitions, conversion targets, attribution models, and marketing-sales SLAs, so both teams are accountable for the same revenue number instead of arguing about MQL quality.

Question 4

How do you measure go-to-market success?

Accepted Answer

Go-to-market success is measured by pipeline generated, marketing-sourced revenue, customer acquisition cost, and time-to-revenue from launch. Vanity metrics like impressions and clicks tell you nothing about whether your GTM is working. We build measurement frameworks tied directly to revenue outcomes.

Question 5

How do you market an enterprise SaaS product when competitors have feature parity?

Accepted Answer

When competitors match your features, differentiation becomes a positioning problem. You win by owning a strategic narrative about outcomes, not by comparing checkbox lists. We build brand positioning that changes how your market categorizes you, shifting the conversation from "which product has more features" to "which company understands our problem."

Question 6

What does a SaaS company need to scale past the PLG ceiling?

Accepted Answer

Scaling past the product-led growth ceiling requires brand infrastructure and demand generation that self-serve adoption alone cannot provide. Most SaaS companies hit this wall between $10M and $50M ARR. The transition requires building awareness programs, ABM for enterprise accounts, and sales enablement that complements your existing PLG motion without replacing it.

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