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GTM/Competitive Analysis

Do we target mid-market or enterprise?

Here are curated notes:

"Ease of Use", "Knowledge Base", "Leaderboard", and "Playbook Creation" are the top four factors that positively impact user satisfaction for Sales Coaching products.

Top players (

https://www.g2.com/categories/sales-coaching/mid-market⁠

)

Salesforce sales cloud: 46% Mid-Market, 33% Enterprise

Gong : 70% Mid-Market, 16% Enterprise

Chorus by ZoomInfo (acquired chorus.ai for $575mn): 64% Mid-Market, 25% Enterprise

MidTickle: 69% enterprise, 25% mid-market

⁠

Competition Details

Competition Details

Gong

MindTickle

Zenarate

SecondNature

Started in 2015

2012

2016

2018

$244.6M revenue and 4K customers in 2023.

$40mn in 2020 (2500 customers)

$14.3M revenue with a 108 person team in 2023

$4.5M revenue with a 45 person team in 2023

There are no rows in this table

⁠

Mid-market vs Enterprise GTM

Mid-market vs Enterprise GTM

Characteristic

Mid-Market

Enterprise

Ideal Customer Profile (ICP)

Company Size: Typically 50-1000 employees

Company Size: 1000+ employees, often global reach

Annual Revenue:

$10M - $100M+

Annual Revenue: $100M+ to billions

Decision-makers:

Department heads, VPs, sometimes C-suite involvement

Decision-makers: Multiple stakeholders, often C-suite, procurement, legal, etc.

Deal Size

Smaller, but higher volume

Significantly larger deals, but lower volume

Sales Cycle

Weeks to a few months

Several months to a year (or longer)

Sales Approach

Faster paced, may be more transactional

Complex, consultative, relationship-driven

Pricing Model

Often standardized tiers, potential for volume discounts

Customized pricing, complex negotiation, enterprise-level contracts

Implementation

Simpler, self-service onboarding may be possible

Requires dedicated support, longer onboarding, potential for customization

Marketing Focus

Inbound marketing, digital channels, content-driven

Account-based marketing (ABM), targeted outreach, thought leadership

There are no rows in this table

⁠

(recommended

read⁠

)

⁠

Notes

Typically, companies with strong product offering (e.g. gong) are targeting mid-market. The branding + communication almost resembles that of a B2C company (most such products are consumer-grade products). Inbound is one of the biggest source of customer acquisition for these companies. Hubspot is a great example of this approach.

Enterprise approach is fav among the ones who are offering a lot of backward integration and services (like courses for sales teams) - ensuring they get the max RoI and a higher share of the customer’s wallet.

Our GTM approach?

Given our product, i.e. AI sales coach 👇🏼👇🏼

First: build a consumer-grade product (Hubspot / Loom should be our inspiration - and not Freshworks/Zoho)

GTM is 3-phased process:

Target SAAS companies SDRs to start with. This helps us get started (get closer to SAAS companies- will help in raising money + direct insights + network from founders). We will learn the nitty-gritties of the process, the stack sales teams are using and the problem statement.

Target mid-market customers (US/Europe). Based on phase 1 results, we can pick a vertical (retail, BFSI, etc) or stay horizontal and tweak the product for verticals.

Look at expanding the scope Become ‘the

character.ai⁠

for B2B’ - and target other teams. Will this lead to Enterprise deals? Too early to say (almost same as predicting whether a newborn child will crack the IIT or AIIMS 🤣)

⁠

GTM (Immediate steps)

20 Discovery calls/meetings with early stage + funded SAAS founders

Ready to show MVP

Get atleast 5 PoCs going (paid preferably to cover our costs)

Min 3 SDRs (otherwise not worth the conversation)

Outcome of PoCs → paid customers (ideally, close annual deal with a special launch price)

⁠

⁠

Reports:

https://www.gartner.com/document/3989951?ref=solrAll&refval=288465320⁠

⁠

https://mspoweruser.com/ai-sales-training-software/⁠

⁠

Recommended Read:

⁠

https://www.unusual.vc/articles/how-to-pick-the-right-gtm-motion-to-reach-100m-arr⁠

⁠

Usecases

Hiring tool

Today, sales, marketing, and customer success teams often feel siloed, with poor knowledge sharing and rough handoff processes between them. With more comprehensive, shared context and shared insights, go-to-market teams will be more in sync and better able to collaborate with each other.

In fact, it’s possible that as all important customer context is reflected in the same source of truth, and as activities are guided by the AI, job functions could start to blend together. Sales and account management and customer success may simply be seen as different ways of adding a human touch to go-to-market. No more fighting over who gets credit for which part of the upsell — you could even imagine a world in which quotas are redesigned to be more team-based than individual rep-based to more accurately reflect the opportunity for fluid collaboration throughout the sales cycle.

companies should be able to cater to both of these buyer personas with highly customized sales journeys, meaning the parent-level brand can be broader and more all-encompassing.

Do we target mid-market or enterprise?

Competition Details

Mid-market vs Enterprise GTM

Our GTM approach?

GTM (Immediate steps)

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