Mind the GTM Gap
Why Many Go-to-Market Efforts Fall Short
Steve Heuring
The goal is clear. The timeline is tight. But as you start to execute, the cracks begin to show.
You’re under pressure to launch something new—maybe it’s a new core SaaS offering, a move from enterprise into midmarket (or vice versa), or a targeted campaign with a specific partner.
Messaging doesn’t land. Sales and channel teams aren’t fully equipped. Processes and assets don’t reflect what’s actually happening on the ground. Instead of hitting the ground running, teams scramble to fill in missing pieces—often in real time.
It’s not that the idea is flawed. The problem is that the strategy isn’t complete. You have a high-level mandate, but not the detailed thinking that connects that goal to the day-to-day realities of execution. That gap—between strategic intent and operational clarity—is where execution starts to falter.
It’s a common problem. Strategic goals get handed down, but the actual strategy—the how—is often vague or missing altogether.
You see this all the time when companies move into a new segment. On paper, everything’s in place—GTM plan, messaging, sales playbook. But it’s all built for the last audience, not the new one.
What works in one segment can fall flat in another. Messaging misses. Sales cycles stall. Partners don’t engage. Not because the opportunity isn’t real—but because the approach wasn’t adapted to the audience.
Go-to-market strategy isn’t one-size-fits-all. To succeed, it has to reflect the realities of your new segment—who your buyers are, how they buy, and what they care about. Otherwise, execution will always feel harder than it should.
When You Enter a New Market Segment, Everything Changes
There are plenty of good reasons technology companies go after new segments. Maybe you’re launching a product that’s better suited for SMBs. Or trying to kickstart growth by reaching new customers. Or simply responding to competitive pressure.
Whatever the reason, it’s rarely a simple pivot.
A segment shift isn’t just a marketing adjustment—it’s a fundamental change. One that touches everything: positioning, messaging, sales motion, channel strategy.
But many companies rush this transition. They move straight to execution without resetting the underlying strategy. And the cracks start to show quickly. The product might be right. The opportunity might be real. But the go-to-market playbook hasn’t kept up—and the results reflect that.
It Starts with the Audience (As Always)
Every marketing effort begins with the audience—and so should every segment shift.
An enterprise IT leader doesn’t think, act, or buy like their counterpart in an SMB. Priorities differ. Constraints differ. Even the role itself might not translate. A “CIO” in the enterprise might lead a team of 100; in an SMB, that person might also be the de facto head of operations, finance, and HR.
Understanding those differences is critical. It doesn’t mean you need to reinvent everything—but you do need to identify what matters most to your new audience, and how to speak to those needs in a way that resonates.
What does success look like for this buyer? What risks are they trying to avoid? What are their biggest constraints?
You don’t need a massive research project to answer those questions. Quick-turn discovery efforts can yield valuable insights. You likely already have access to useful information through partners, sales conversations, support tickets, or even your own team’s experience. A few simple steps can go a long way:
Talk to a handful of people in your target segment
Ask your sales team where deals are getting stuck—and where they’re gaining traction
Check in with partners who know the space
Even a light discovery effort can uncover key shifts in tone, priorities, and objections. That’s the kind of insight that improves messaging, streamlines the sales process, and helps partners connect with the right buyers.
Segment Shifts Often Mean Channel and Sales Shifts Too
Changing your customer focus doesn’t just mean changing your message; it also means changing your approach. It often means changing how you sell—and who’s doing the selling.
In an enterprise, your model might rely on high-touch, relationship-driven sales. In SMB, the focus might shift toward speed, simplicity, and digital access. The midmarket often falls somewhere in between, requiring a hybrid approach that balances consultative selling with scalability.
Your channel strategy may also need to evolve. The partners who were great for enterprise might not be equipped—or interested—in selling to SMBs or midmarket customers. Others might be a great fit, but need new tools, messaging, or enablement to succeed.
Markets change fast. Assuming you can simply “turn back on” an old midmarket program without adjusting your approach is usually a recipe for frustration. Success means stepping back to reassess the landscape—and making sure your channel approach reflects how the segment actually works today.
Positioning and Competition: A New Segment Means a New Playing Field
Another shift that often gets overlooked? Your competitive landscape.
Different segments come with varying priorities for buyers and various competitors. In an enterprise, you might be up against platform vendors with broad capabilities. In the midmarket, you may face specialized tools with laser-focused messaging. In SMB, buyers might default to the most straightforward solution they can start using today.
To compete, your positioning must be flexible. That might mean prioritizing clarity and ease of use over completeness, or emphasizing integration and support instead of features.
It’s not just about being better—it’s about being better for this audience.
Bringing It All Together: Messaging, Sales, and Channel Alignment
Success in a new segment requires alignment across the entire go-to-market effort:
Your product must be positioned to win with this audience
Your sales team must be equipped for the relevant buying journey
Your channel strategy must be realigned, not reused
When these pieces work together, handoffs between marketing, sales, and partners become seamless. The customer experience feels unified, from initial contact to closing the deal. Misalignment, on the other hand, creates friction, which costs you sales.
Final Thought
There’s no shortcut to winning in a new segment. But there is a path. It starts by stepping back, asking better questions, and translating your high-level strategy into something your teams—and your partners—can actually run with.
If your go-to-market strategy feels stuck—whether it’s flat engagement, slow conversion, or partners who lack the necessary resources to succeed—it might be time for a strategic reset.