How to develop a go-to-market plan with limited resources
From Wynter Games 18, '3 Go-to-Market bets we are making this year' by Dan Bond, VP of Marketing @RevLifter
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Every year brings its own set of challenges, and last year was no exception. Coming from a B2B SaaS background in a tough economic climate in the UK, I saw firsthand how the traditional approaches didn’t cut it anymore. So, going into this year, I knew we had to do things differently. The landscape forced us to rethink our go-to-market strategy, and while it wasn’t easy, it gave us the clarity we needed to create a plan that’s both bold and adaptable.
Here’s an inside look at the three big bets we’re making in our go-to-market plan this year. I hope these strategies serve as both inspiration and practical steps for those of you navigating similar challenges.
One thing I’ve noticed throughout my career is that most companies struggle with getting noticed. For businesses in niche B2B sectors, the challenge is even more pronounced. For RevLifter, where we sit as a B2B eCommerce solution, we’re just one supplier in a single slice of our clients’ daily operations. So, the big question is, how do we stand out in a way that resonates and drives action?
For us, being bold means amplifying our brand’s distinct voice. We’re fortunate to have a strong visual identity with a dedicated illustrator who brings unique visual assets to life. But visuals are just one part of the equation. To truly stand out, we’re leaning into a quirkier, more daring tone of voice. This is about taking calculated risks in how we communicate – not just as a company but as individual voices within the industry.
We measure the impact of this boldness using metrics like share of search and share of earned media. Since our budget is limited, these are affordable proxies for broader visibility metrics, helping us gauge whether our messaging is cutting through the noise. Over time, I’ll look at how this approach impacts customer acquisition costs and pipeline velocity, which are crucial in proving this strategy’s effectiveness.
Budget cuts aren’t uncommon in today’s economy, and RevLifter wasn’t immune. This year, our marketing budget was cut by 50%, and with fewer resources, we’re forced to be more selective with where we put our efforts. When resources are limited, it’s critical to identify the right channels and campaigns that align with our ideal customer profile (ICP) and that will drive tangible results.
In practice, this means saying “no” to anything that doesn’t directly move the needle. Last year, we could test events and campaigns that didn’t quite fit, but those days are gone. Now, we’re double-checking audience alignment and impact before committing to any activity. The reality check on resources helped us negotiate more realistic goals with leadership – a tough but necessary conversation. I’d advise every marketer in a similar situation to push for goals that are feasible given your resources.
One key to making this work is alignment across sales and customer success. We’ve had to ensure our entire commercial team is on the same page, working together to make each campaign count. For example, we’re now responding to direct feedback from the sales team, developing content and messaging that specifically address the pain points they’re hearing in the field.
The final piece of our strategy is building stronger partnerships. With limited resources, expanding our reach without breaking the bank is essential. At RevLifter, we see partnerships as a way to scale impact and share the load when resources are tight. Partnerships, especially in B2B SaaS marketing strategies, can unlock new audiences and reduce the cost of acquisition by leveraging the established networks of others.
Our partnership strategy focuses on collaborating with both agency and tech partners who bring complementary strengths to the table. We’re targeting partners with established communities and engagement channels – such as events or webinars – that we can tap into. For example, we’re working with an eCommerce analytics platform that complements our capabilities by providing performance insights, while we offer ways to boost conversion based on those insights. It’s a win-win that increases our chances of success without overstretching our team.
Specific goals around this partnership strategy include tracking customer acquisition costs and pipeline velocity from partner-sourced leads. This way, we can keep refining our approach based on what delivers the best return.
In summary, our go-to-market plan for this year boils down to three key bets: be bold, stay focused, and work with partners. Each bet is designed to maximize our reach and impact without overstretching our resources. These bets don’t just make sense in theory – they’re already showing promising results in our early metrics.
If you’re refining your own go-to-market plan or looking for an example go-to-market strategy that balances ambition with practicality, consider making similar adjustments. Today’s market demands that we stay nimble and realistic. Embrace your uniqueness, sharpen your focus, and find allies who can help extend your reach. That’s how we’re approaching this year at RevLifter – and I’m excited to see where these bets take us.
