How to Use This Template

• This template is intended as a guide towards articulating a go-to-market plan for

Freshworks products.
• Please use this template in conjunction with the Messaging and Positioning
Framework template.
• On each slide, please either answer the questions or follow the instructions in red.

Template updated November 2019. For questions, please contact

[email protected].
[Product Name]
Go-to-Market Plan
Version [x]

Vivek Asija
Senior Director, Product Marketing
November 2019
 Freshworks Go-to-Market Plan
PREREQUISITES: Product Goals
SECTION 1: About the Market
• Market Overview
• Target Buyer
• Competitive Landscape
SECTION 2: About Your Product
• Differentiators
• SWOT Analysis
• Revenue
SECTION 3: Going-to-Market
• Messaging and Positioning
• Go-to-Market Strategy
• Marketing Plan Activity and Content
Prerequisites
Product Goals: Where Do You Want to Be?
• What are your goals for your product? (Generally 3-5)
Examples:
• Be the biggest provider of x in the market?
• Generate $100M in revenue in two years?
• Capture 8 of the top 10 medical devices companies?
• Serve as a pipeline for other Freshworks products?
• It is absolutely critical to understand where you want to go as a
business so we can draw the map. Product Marketing is integral
to the business; it is not a follow-on secondary task.
 Section 1:
About the Market
Market Overview
Target Buyer
Competitive Landscape
Market Overview
• Overview of the market you’re entering
• What’s the name of the market?
• An example could be “mobile security” or “subscription enablement”.
• How big is it in terms of addressable revenue? How fast is it
growing?
• “Addressable” means the part of the market we can reasonably hope to
target.
• Industry analyst reports often have estimates on market size and growth.
• What are some notable trends that impact the market?
• You can use the “Market Trends” section in the Positioning and Messaging
Framework.
• Usually, opportunity arises in times of transition. Is this one of those times?
Or are there the timeless “lower cost” and “increase revenue” mandates in
force?
Target Buyer
• You can use the “Primary Buyer” section in the Positioning and Messaging
Framework
• Who is the primary target buyer?
• The person who has ultimate decision-making power
• Who are the influencers on the primary buyer?
• The people who are consulted by the decision-maker
• What are the primary buyer’s biggest pain points or challenges?
• One way to think of this is looking at what the target buyer is being measured on.
• How is the buyer solving the pain point or addressing the challenge today?
Competitor Landscape
Instructions: List the top five competitors, ranked in order of threat to Freshworks,
and provide the information requested.
Rank Competitor Strengths Weaknesses Market Presence
Competitor Name • List the competitor’s strengths in • List perceived areas of weakness If available, note the
this market space competitor’s reported
1
revenue, market share,
and/or customer wins

5
 Section 2:
About Your Product
Where You Want to Be
Differentiators
SWOT Analysis
Revenue
Differentiators
• What is the ONE key differentiator that would make the target
buyer choose Freshworks over other competitors?
• You can find this in the “Differentiating messages” section of the
Positioning and Messaging Framework.
• Differentiator must address a buyer pain point. For example, if “one stop
shop” is a differentiator, but “too many vendors to coordinate” is not a
pain point, then the differentiator is not valid.
SWOT Analysis
Strengths Weaknesses

• Identify the top 5 internal factors that can contribute to success. • Identify the top 5 internal factors that hinder your efforts. Examples
Examples might include: might include:
• Existing installed base • Absence of compelling differentiator
• Unique industry expertise • Lack of awareness among client partners/account managers
• Product development leadership • Lack of product development resources and roadmap
• High-quality thought leadership • Lack of broader market analysis
• Strong development and/or channel partners • Inexperienced sales force
• ... • ...

• Identify the top 5 external factors that support your growth • Identify the top 5 external factors that threaten your efforts.
opportunities. Examples might include: Examples might include:
• New business models impacting customer/prospect value chains • Crowded and/or aggressive competitive field
• Mergers and/or acquisitions among competitors • Conflicts with or dependencies on partners
• Disruptive technology innovations • Industry decline/transitions
• Technology obsolescence • Poor macro-economic conditions
• Regulatory changes impacting customer systems or business • Regulatory uncertainty that delays purchase decisions
processes • ...
• .. .

Opportunities Threats
Revenue
Instructions: Provide a summary of 2019 total revenue and estimated 2020 revenue by quarter, in thousands ($000s).

2019 Total 2020 Estimated Revenue

Revenue Q1 Q2 Q3 Q4

Segments
0-250
250-500
500-5,000
5,000+
Geography
NA
UK/EU
India
ASEAN
ROW
 Section 3:
Going-to-Market
Messaging & Positioning
Go-to-Market Strategy
Marketing Plan Activity & Content
Product Launch GTM Activities Template
• The template to the Launch GTM Framework can be accessed here.
Messaging and Positioning: Positioning Statement
Instructions: input your positioning statement here, if you’ve already filled out the Positioning Statement Worksheet.
(The positioning statement is a concise and brief statement about your distinct value to your customer in relation to your competitors. Positioning
is what customers think about you; not what you say about yourself.)

FOR: [target market]

WHO: [target market pain points, concerns]
YOUR SOLUTION IS: [what you are offering]
THAT: [describe what it does]
UNLIKE: [competitors]
YOUR SOLUTION: [why it is different/better for target customer]
Messaging and Positioning Framework
Instructions: construct this table from the relevant parts of your Positioning and Messaging Framework

Tagline [Copy your “Tagline” from the Positioning and Messaging Framework]
(10-12 words)
Core Message [Copy your “Core Message” from the Positioning and Messaging Framework]
(up to 25 words)
Expanded Core Message [Input the top “Market Trend” and how that is causing the top “Customer Need”,
(up to 50 words) then add the “Core Message”]
Expanded Core Message with [To the Expanded Core Message above, add the “Customer Evidence”]
Evidence
(up to 100 words)
Go-to-Market Strategy
• Geoffrey Moore’s “Crossing the Chasm” model is a useful framework for
understanding buying behavior for Freshworks product offerings.

To cross the chasm, Moore

advocates targeting a single
vertical industry or group of
users to gain customer (and
revenue) traction, then expand.

What is your single vertical industry

or group of users?
Go-to-Market Strategy: Channels
• Channels, an important part of your go-to-market strategy, determines
how you will reach your targeted buyer
• At Freshworks, we have a “built-in” channel through our twin-engine
model and new customer marketing engine that’s just coming online
Instructions: Estimate the percentage share of each channel that you think will be required to scale your product

Direct (SMB Inbound) %

Product Global Mid-Market % Customers

Customer Marketing %

Partners %
Go-to-Market Strategy: Mid-Market
• If a significant part of your plan is to go directly to customers via our outbound Mid-Market motion, do
you already have a targeted list of customers?
• If so, fill out the form below for account-based marketing
• If not, fill out the next slide on buyer profiling
Top 10 Prospect Companies Title and/or Name of Target Buyer Current Relationships, if any
e.g. Clorox Head of Communications (Tiffany None: client team does not have
Tan?) relationship with this discipline
Go-to-Market Strategy: B2B Buyer Profiling
• Buyer personas aim to get “inside the heads” of the target buyer to better
understand their motivations.
• They are composites built from online research, customer interviews, etc.

Benedict Buyer Role: [What is their job and level of seniority?]

[List the top 3 things this persona is responsible for.]
[List the top 3 metrics used to measure this persona’s success.]
[To whom do they report?]
[Who do they manage?]
[Who else is involved in the purchase process?]
Goals and Challenges
[What does success mean to this person?]
[What does s/he value the most?]
Demographics: [What are their biggest challenges in their role?]
- [Age range?] [What are their biggest objections to your offering?]
- [Gender?]
Information Sources Company Information
- [Level of
[Prefer email, phone, paper?] [Industry/sub-industry?]
education?] [Use Internet for research? How?] [Annual revenue?]
- [Physical
[Subscribe to which industry publications?] [Number of employees?]
location?] [Affiliated with which industry associations?] [What is their procurement process?]
[How active on social networking?]
Go-to-Market Strategy: Mid-Market
• You must create “sales enablement” content and find scalable ways to train the
AEs, SEs, and SDRs as well as Segment, Digital, and Customer Marketing
Teams. You also need to cross-train Product Marketing.
Instructions: Identify your top prospect companies and your potential “champion” within the Freshworks account
team.
Stakeholder Stakeholder Directs Total Headcount Sales Tools
Bobby Jaffari NA AEs Pitchdeck, Sales Playbook,
Competitor Battlecards
Mukesh Mirchandani NA SEs
Go-to-Market Strategy: SMB
• If a significant part of your plan is to go directly to customers via our inbound SMBt motion, do you already
have a list of target keywords that are ripe for organic and paid search optimization?
• If so, fill out the form below for search-based, high-intent buyers that are looking for this solution

Top 10 Customer Titles Top Ten SEO Keywords Types of questions they ask or
content they are looking for
e.g. Customer Support Manager Helpdesk software e.g.: How to hire call center agents?
Go-to-Market Strategy: Marketing Partnerships
• Marketing partners can be essential to getting to market, especially if we provide a
critical value to those partners AND they have excellent brand recognition
• Your marketing mix will be substantially different if you elect to go to market with
partners and will be contingent on their partner marketing efforts
Top 5 Potential Value They Provide to Us Value We Provide to Them Freshworks
Marketing Partners Personnel Who Have
Relationship
e.g. AWS • Name recognition; solution • Access to SMB and Mid- Herve Danzelaud
validation Market customers (part of
• More customers their push)
• Compelling use cases
Marketing Plan
• After all this messaging and positioning and deep thinking, we need to determine what activities and
tactics make up your plan. Customers today do research on you BEFORE you even know they’re out
there, so it’s important to understand this new “marketing funnel”.

This is why
strong content
is essential.
Good content is based on sound messaging and GTM
strategic thinking Segment Marketing:
Blogs by Freshworks
Slideshare
LinkedIn
Really excellent Product Marketing: Print out distributed at an event
Salesdeck
source Battlecards
Freshworks.com
Campaign microsite
messaging doc Sales Playbook
Objection Handling
Video case study
etc. . .
and product Landmines
PR/Comms:
Product Blogs
GTM plan Sales Training Press release
Marketing Training Blogs by outsiders
Slideshare
LinkedIn groups
Freshworks.com
Venture microsite
etc.
Marketing Plan: Content Plan (Partner with Marketing Org)
• Think about what kind of content is required. Take a look at the sample below and replace the text in italics with something
relevant to your product. Provide your inputs to the Segment team This is a partnership. Some we do, some they do.
Marketing Asset/Content Theme Content and Activity Type Desired Outcome
Funnel
Awareness e.g. “Why LPO Is Critical to Your White papers, blogs, bylined articles, The customer becomes aware
Competitiveness” speaking opportunities, infographics of the problem you solve.

Internal: sales enablement material

Education e.g. “5 Key Factors to Choosing an LPO Website, datasheets, solutions overviews The customer agrees they have
Provider” a problem to solve and agrees
Speaking opportunities, highly targeted with your proposed way of
events, customer or analyst webcasts solving it.
Consideration e.g. “Why Freshworks LPO Is the Best Fit Competitive comparisons, customer case Upon further research,
For You” studies customer considers your
solution.
Speaking opportunities, highly targeted
events, lunch and learns, how-to webcasts
Contact/ e.g. “Making the Most of Your LPO Contact us, events, e-newsletters Customer purchases your
Purchase Relationship with Freshworks” solution
Advocacy e.g. “P&G Sees Cost and Quality Benefit Customer case studies The customer recommends you
to Freshworks LPO” to others with the same
challenge
Customer Case Studies
● Customer case studies are gold
● Segment Team owns production of case studies, but Product Marketing can and should be involved
in order to learn how customers use our products. This is connected to product marketing’s
responsibility to own “Voice of Customer”

Customer and Key Contact Status of Deployment Client Partner/Account

Team
Marketing Plan: Events
• Events are expensive and often yield minimal ROI, so be strategic!
• If you are considering third party events, make sure:
• At least x number of prospects attending and/or the audience rank and industry closely match
those of your buyer profiles
• Freshworks has a keynote or high-profile speaking session

Proposed Event Audience—Titles Involvement—Booth, Metrics Budget

and Industries Speaking, Keynote, etc.
Thank you!