In the competitive world of B2B technology marketing, a well-structured Go-to-Market (GTM) strategy is the difference between accelerated growth and a stalled pipeline. Yet, research shows that nearly 70% of new B2B product launches fail to meet revenue targets (Harvard Business Review).
Why? The problem is rarely the product itself — it’s often the execution of the GTM strategy. From misaligned messaging to poor audience targeting, even the most innovative solutions fall short without the right GTM foundation.
Here are the top GTM mistakes B2B technology brands make — and how to avoid them.
1. Misaligned Sales and Marketing Teams
The Mistake: B2B technology companies often run marketing and sales as parallel tracks instead of integrated engines. Marketing generates leads, but sales teams often don’t see them as qualified, resulting in wasted effort and finger-pointing.
The Data: Companies with tightly aligned sales and marketing teams achieve 36% higher customer retention and 38% higher win rates (LinkedIn).
The Fix: Adopt an Account-Based Marketing (ABM) approach where sales and marketing jointly define ICPs (Ideal Customer Profiles), prioritize target accounts, and measure success by pipeline contribution, not just MQLs.
2. Undefined Target Audience and ICP
The Mistake: Many B2B tech brands try to sell to “everyone,” resulting in generic messaging and wasted resources.
The Data
- Only 42% of B2B marketers have a documented Ideal Customer Profile (Demand Gen Report).
- Brands with a defined ICP see 2X higher deal close rates.
The Fix: Invest in ICP development based on firmographics (industry, size, geography), technographics (existing stack), and intent signals. This enables precision targeting and higher ROI.
3. Overemphasis on Product Features Instead of Value
The Mistake: Tech brands often lead with product features and specifications, forgetting that decision-makers care about business impact first.
The Data: 74% of B2B buyers select vendors that demonstrate a clear understanding of their business needs (Gartner).
The Fix: Shift the messaging from “what the product does” to “what business outcomes it delivers” — cost savings, improved efficiency, revenue growth, or risk mitigation.
4. Lack of ROI-Driven Marketing Metrics
The Mistake: Measuring marketing success by vanity metrics like clicks and impressions instead of pipeline influence, deal velocity, and ROI.
The Data
- Only 21% of B2B marketers are confident they are measuring the right KPIs (Content Marketing Institute).
- Organizations that measure ROI effectively are 1.6X more likely to exceed revenue goals.
The Fix: Implement ROI-driven dashboards that track:
- Pipeline influence (% of opportunities marketing has impacted)
- Cost per acquisition (CPA)
- Customer lifetime value (CLV)
- Marketing’s direct contribution to revenue
5. Neglecting Post-Sale Engagement
The Mistake: Most GTM plans stop at acquisition, ignoring retention, cross-sell, and upsell opportunities. In technology, where renewals and subscriptions matter, this is a major gap.
The Data
- A 5% increase in customer retention can boost profits by 25–95% (Bain & Company).
- Existing customers are 60–70% more likely to buy again, compared to only 5–20% for new prospects.
The Fix: Create customer advocacy and success programs that include:
- Onboarding journeys
- Customer communities
- Upsell campaigns
- Executive check-ins
6. Ignoring Regional Nuances in Global GTM
The Mistake: B2B tech brands often roll out one-size-fits-all GTM strategies globally without considering local culture, regulatory environments, or buying behaviors.
The Data: 80% of global B2B buyers are more likely to engage with brands that offer localized content (CSA Research).
The Fix: Adapt GTM playbooks by region — for example:
- India: Price-sensitive and relationship-driven CXO engagement
- ASEAN: Community-led conversations and peer validation
- Middle East: Strong emphasis on government partnerships and compliance
7. Overlooking CXO Engagement & Peer Influence
The Mistake: Most GTM strategies focus on middle management leads, but decisions in enterprise tech buying are made at the CXO level with heavy peer influence.
The Data: 70% of enterprise tech decisions are influenced by CXO-level stakeholders (IDC).
The Fix: Invest in CXO engagement platforms like StrategINK’s CXO Power Club, ESCON, and Idea Café, which foster meaningful conversations, peer learning, and trust-building at the leadership level.
Conclusion: GTM That Delivers ROI
Avoiding these mistakes requires more than tactical fixes — it demands a holistic, ROI-driven GTM strategy that aligns marketing and sales, sharpens ICP focus, and drives engagement across the entire buyer journey.
At StrategINK, we help B2B technology brands design and execute GTM strategies that are data-driven, ROI-focused, and tailored for maximum business impact. From ABM campaigns and CXO engagement programs to digital storytelling and experiential events, our integrated approach ensures your GTM strategy is built to succeed.
In 2024 alone, StrategINK supported 100+ B2B clients, delivered 250+ engagements, and influenced over $100M in pipeline.
Your GTM strategy shouldn’t just launch a product — it should launch growth.
A Midsummer Night’s Dream by William Shakespeare is playfully written about the exploration of love, marriage, and the unrealistic expectations that can inexorably come along with them. This essay will explore how marriage is portrayed as limiting and difficult but ultimately worthwhile.
Commensurate with its origins in a court marriage, this drama speaks throughout for a sophisticated Renaissance philosophy of the nature of love in both its rational and irrational forms. This is shown by depicting that there then existed a significant disparity in the expectations placed on men and women. Hermia embodies this struggle as she defies her father Egeus’s wishes to marry Demetrius, showcasing her desire for automony and true love rather then just fulfilling only her duty to her society.
Conversely men are generally afforded a broader range of achievements and aspirations. They are encouraged to pursue careers, adventures, and personal accomplishments that can lead to social recognition. Demetrius, for instance, initially pursues Hermia out of a sense of entitlement, thinking he can claim her because that is what society expects of her.
Another example is the marriage of Theseus and Hippolyta. Their relationship is rooted in conquest and power dynamics, which reflect the expectations of a hierarchical society. Theseus, as the Duke of Athens, represents a figure signifying his authority, and his marriage to a conquered queen, Hippolyta, suggests that marriage can also be about control and possession rather than something much purer.
