With expectations rising and budgets under increasing pressure, B2B marketers can’t afford to get their go-to-market (GTM) strategies wrong.
A strong GTM strategy turns interest into action. Deals close faster and more of them land. But, when the plan falters, budgets get stretched and ready-to-buy customers slip away. It’s a challenge many B2B teams face, as revealed in our new report, ‘Unlocking B2B Growth: How a Winning GTM Strategy Drives Commercial Success’.
Based on a survey of over 500 B2B marketers in the UK and US, the report highlights the key hurdles standing in the way of effective, growth-driving GTM strategies. It features sharp analysis from four marketing leaders with a track record in delivering impactful GTM strategies, including:
- Irene Quiero, VP Marketing, BP
- Soussane Chartouny, Acting VP of Marketing, Palo Alto Networks
- Chris Wade, CMO, Gamma
- David Van Schaick, GTM Expert, Propolis
Let’s take a closer look at the four main challenges organisations face in turning plans into lasting success.
1. Lack of alignment between sales, marketing and product
One of the most pervasive challenges B2B marketers face is what we call ‘the GTM gap’, the misalignment between marketing, sales and product teams. With around eight in ten respondents reporting friction between sales and marketing teams concerning GTM execution, this misalignment creates confusion over ownership, stalls progress and leaves revenue stuck in limbo. Failing to align these teams could mean millions in lost revenue and wasted marketing spend.
David Van Schaick, GTM Expert at Propolis, explains: ‘Alignment isn’t just about meetings and shared goals, it’s about having a common language… The best GTM teams unify around revenue impact.’
Irene Quero, VP Marketing at BP, backs this up: ‘Too often, marketing generates leads that sales does not follow up on, or sales promotes products that marketing hasn’t properly positioned. When there’s a disconnect, everything suffers, especially the bottom line.’
Successful GTM strategies demand collaboration, with clear communication channels and goals that matter more than job titles or team turf.
2. Complexities in proving true GTM impact
Measuring impact is the most common challenge B2B marketers face in GTM execution, as acknowledged by 45% of the respondents to our survey.
It’s not that traditional metrics like click-through rates, impressions and marketing-qualified leads are lacking in value – in fact, they’re essential for tracking engagement, testing creative and guiding top-of-funnel activity. But when it comes to evaluating GTM strategies, especially at the boardroom level, they don’t tell the full commercial story.
As Chris Wade, CMO at Gamma, puts it: ‘You can’t build credibility in the boardroom on leads alone. You need to show how marketing moves revenue, retention and upsell, which are real commercial indicators.’
That’s why the most effective GTM teams are looking further down the funnel – focusing on metrics like pipeline velocity, win rates and customer retention to prove that their efforts directly drive business growth.
3. Wasting time on tactics that don’t convert
With finite resources yet a multitude of options, choosing which GTM levers to pull to drive commercial value is easier said than done. From account-based marketing (ABM) and personalisation, to content direction and influencer partnerships, the choices can seem overwhelming.
The winning teams zero in on what their buyers actually care about, not just what they’re selling, and match tactics to the moments that matter most in the buying journey. Irene Quero, VP of Marketing at BP, emphasises: ‘True GTM success comes from understanding what actually moves the needle for your business’
Soussane Chartouny, Acting VP of Marketing at Palo Alto Networks, builds on this: ‘It’s about moving from immediate wins to long-term strategic outcomes. It’s critical to give regional teams the flexibility to localize programs based on data signals, buyer intent and cultural preferences… Adaptation is essential.’
Picking the wrong GTM strategies can use resources inefficiently, slowing down your sales pipeline and leaving you trailing behind competitors. Ultimately, the best GTM strategies start with a deep understanding of target audiences and their specific pain points.
Businesses which arm themselves with this insight put themselves in the best position to make informed, tailored approaches that maximise lead generation and revenue growth.
4. Neglecting the balance between brand and performance
Many B2B organisations struggle to balance long-term brand building with short-term performance marketing. It’s a tension that often leads to disappointing results, whether that be chasing quick wins at the expense of brand equity, or creating brand-focused campaigns that struggle to show tangible results.
‘We often see companies investing heavily in performance marketing without considering how brand perception influences conversions,’ notes David Van Schaick. ‘A strong brand creates demand before a sales call even happens.’
The secret? Treating these approaches as complementary, not competitive. As Chris Wade puts it: ‘A strong brand fuels performance. But if you’re only performance-driven, you’ll plateau. And if you’re only brand-led, you’ll struggle to justify spend.’
Moving forward: designing a winning GTM execution plan
Our analysis of these challenges makes one thing clear: addressing them calls for a fresh approach in how organisations approach GTM strategy. It’s time to move from siloed, metric-focused campaigns to integrated, customer-centric initiatives that align all commercial functions.
Stay competitive in 2025, download the full report ‘Unlocking B2B Growth: How a Winning GTM Strategy Drives Commercial Success’ to learn how high-performing teams overcame these exact issues.
Inside, you’ll find exclusive frameworks, real-world GTM playbooks and detailed examples to help you build smarter, faster strategies that drive commercial success.
