Go-To-Market Integration
Kison Patel
CEO at DealRoom and M&A Science | Revolutionizing Corporate M&A with Innovative Education & Technology Solutions
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The go-to-market (GTM) integration strategy has a large impact on revenue generation and overall deal success. Integration can be very disruptive to the customers, but if done right, it can enhance the customer experience and acquisition results. In an exclusive interview, Pat Belotti, VP of Corporate Development Integration at Zendesk, delves into the intricacies of GTM integration and offers valuable insights on how to approach it.
“It (the GTM) is all about the customer. It is very disruptive to customers when there is an acquisition and integration.?There are so many things that can go wrong.?On the other hand, you can really knock it out of the park.” - Pat Belotti
GTM integration planning
To ensure a smooth integration, Pat emphasizes the importance of involving the integration team early, even before the LOI. During this stage, the integration leader should begin GTM integration planning and gather crucial information, including:
In addition to these front-facing aspects of GTM, backend compatibility must also be considered.
Compensation
Proper compensation for the sales team is crucial for a successful GTM integration. To avoid salespeople competing against each other and potentially sabotaging each other's efforts, compensate everyone for every product sold to ensure a unified front for customers.
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Success metrics
The ultimate GTM integration success indicator is revenue generation. Retaining the sales team is also a key metric, as losing salespeople can slow down achieving revenue synergies. By providing a fair compensation plan, engaging the sales team, and providing proper training, companies can retain top talent and achieve revenue goals.
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Founder & CEO @ Segmentable | AI-Powered Competitive Analysis and Segmentation | Go-to-Market Research Enthusiast | 500Startups Alumni | LinkedIn 'Top GTM Voice'
1 年Absolutely, Kison! Your insights about the crucial role of a well-executed go-to-market (GTM) integration strategy in driving revenue and deal success are spot on. ?? I've been following Segmentable closely, a company specializing in simplifying and streamlining the process of developing a GTM plan. They offer a powerful tool that helps businesses better understand their target audience, identify key distribution channels, and ultimately boost revenue growth. Your perspective on GTM integration aligns well with the value Segmentable brings to businesses seeking to optimize their market entry strategies. I'd love to hear your thoughts on how tools like Segmentable could potentially complement the GTM integration strategies you mentioned in your article. Let's discuss further! ?? #GTM #BusinessStrategy
C-Level Operating Executive, M&A Integrations, Private Equity, Operations
2 年Wise insights. Engage the GTM experts to build as much of this as possible before close and communicate the plan on Day 1 to build confidence.
Strategy & Execution Leader at Equifax | MBA | M&A Integration | Business Transformation | Strategic Partnerships | Innovation
2 年I absolutely loved your recent interview with Pat Belotti on the podcast! I was legitimately smiling, laughing, and nodding in agreement during my commute last week listening to this episode! ?? So much of what she shared in terms of lessons learned resonated with me (especially as she suggested getting Integration involved in the due diligence early to provide perspective on potential challenges, synergies, and LOE assessment based on historical experience). I also loved her approach to an expedited due diligence process in a competitive landscape. Focusing on the highest priority items (Tech, Security, Legal) - and reducing the number of irrelevant questions - helps the team to narrow in on a decision more quickly.
Building businesses buyers love to buy. Scaling through Operational Excellence and M&A- Achieving Remarkable Exits - Operating Partners for Ambitious Owners, World ranked masters track 400m/800m for 20 years
2 年Excellent content. If acquirers are in any doubt that acquisitions are for operators, they should listen carefully to Pat's examples. Challenges you have in your existing business to grow organically are ever present in inorganic growth e.g. go to market strategies, competitive value propositions, pricing policies, effective sales processes. The difference of course is that you probably know less about the target/incoming products than you do about your own! Post-acquisition integration thinking should be embedded in every stage of a great acquisition process, from strategic development, all the way through to execution.
Digital Transformation Leader
2 年Excellent episode. I agree with Anirvan, the distinction between strategic and value rationales and how those definitions get communicated through the organization deserves its own exploration.