We have great people - not a GTM strategy
In this essay, Peter Fogelsanger reflects on his three‑decade career in go‑to‑market (GTM) roles for professional service firms and critiques the common, ineffective GTM approach of relying on vague claims like “we have great people.” He argues that many agencies, system integrators and boutique firms look alike because they fail to articulate a clear, differentiated value proposition. Fogelsanger identifies the root problem as a reluctance to adopt a focused market, service, and outcome narrative, fearing that a narrow focus will miss opportunities. He then outlines a practical alternative: explicitly define a target market (industry or geography), specialize in a limited set of services, emphasize outcomes and subject‑matter expertise over process or tools, and communicate this focus consistently. By doing so, service providers can create a repeatable, predictable growth engine, strengthen their brand, and make it easier for independent software vendors (ISVs) to co‑sell with them. The piece concludes with a call to action for service firms to adopt this focused GTM strategy and partner with ISVs for mutual success.
Topics
The Pitfall of Generic GTM Messaging in Service Providers
Describes how many professional service firms rely on vague statements like “we have great people” and fail to differentiate themselves, leading to commoditization.
Articulating a Focused Market, Service, and Outcome Strategy
Provides concrete guidance to define a specific target market, narrow service offering, and outcome‑oriented messaging while de‑emphasizing process and tool talk.
Leveraging ISV Partnerships Through Clear Focus for Co‑selling
Explains how a well‑articulated focus enables independent software vendors (ISVs) to know when and where to co‑sell, strengthening the partnership.
Predictable, Repeatable Growth via Focused Positioning
Shows that a focused GTM approach creates a platform for repeatable sales and marketing activities, improves win rates, and builds brand confidence.