Go-To-Market Strategy

Sliding Line

  • Exevion was engaged by a publicly listed translation and language services company that was adopting a new operating model to support growth, improve customer experience, and strengthen collaboration across global business units. As part of this model, a new Go-To-Market (GTM) function was established.

    A GTM function defines how the organisation brings its products and services to market, aligning sales, pricing, delivery, and customer onboarding to create a consistent, well-governed approach to acquiring, retaining, and growing customer accounts across the full revenue lifecycle.

    We worked in collaboration with the Executive Vice President for GTM to develop a playbook focused on six core process areas, which acted as a practical guide for how customer accounts would be managed across the business:

    1. Sales Representative Led Pipeline Management

    2. Opportunity Identification, Management and Account Planning

    3. Booking Forecasting

    4. Pricing and Discount Management

    5. Customer Onboarding

    6. Revenue Forecasting

  • We supported the design and mobilisation of the new GTM operating model through a structured, insight-led approach that balanced rigour with practical adoption.

    • Current-State Diagnostic: Assessed the six GTM processes to define the existing operating model and identify gaps

    • Stakeholder Validation: Engaged sales leaders and frontline teams to validate day-to-day role impacts under the new model

    • Cross-Functional Impact Assessment: Worked with Delivery, Reporting and Finance to understand operational and financial implications

    • Playbook Development: Iteratively developed the GTM playbook, clearly defining role responsibilities and ways of working

    • Governance and Deployment: Applied strict governance to align rollout with the new financial year and launch at the annual Sales Kick-Off

  • We supported the successful rollout and adoption of the GTM playbook, ensuring it translated from design into measurable, on-the-ground impact.

    • Global Rollout and Adoption: Deployed the playbook across EMEA and the Americas, reaching 100% of regional sales teams ahead of the Sales Kick-Off

    • Improved GTM Execution: Established clearer account ownership, stronger cross-stage collaboration, and improved use of data, contributing to a c.20% improvement in forecast accuracy within the first reporting cycle

    • Sustained Adoption and Scale: Provided hypercare support post go-live and enabled three additional business units to develop aligned playbooks as part of the wider transformation programme

  • Our worked and development of the playbook covered three primary areas:

    Shaping the change
    We help translate strategic intent into practical design. This included defining the operating models, decision rights, processes, performance measures, and governance of the new organisation. By doing so, we ensured the playbook reflected a coherent, workable blueprint rather than high-level ambition.

    Enabling adoption
    We supported leaders and teams to understand the rationale and implications of the change. This covered communications, stakeholder engagement, capability building, and transition planning. Our work reduced ambiguity and accelerated buy-in.

    Embedding consistency
    We developed the tools, frameworks and standards that ensured the new model was applied in a stable, repeatable manner across the organisation. This enabled teams to operate with clarity, reduces variation, and safeguarded the intent of the playbook as it is rolled out.

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