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GTM. GBS Process. GBS OPERATING MODEL . GBS Marketing / PLM Offers ST Strategy / NPD Input. STAGE GATE 0. STAGE GATE 1. Corporate New Product Development. NPD Idea Creation. Idea Validation. Corporate Marketing Team Offers LT Strategic Input / NPD Input. NPD PLM OwnerAssigned.

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GTM

GBS Process


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GBS OPERATING MODEL

GBS Marketing / PLM Offers ST Strategy / NPD Input

STAGE GATE 0

STAGE GATE 1

Corporate New Product Development

NPD Idea Creation

Idea Validation

Corporate Marketing Team Offers LT Strategic Input / NPD Input

NPD PLM OwnerAssigned

GBS PLM Sponsor Assigned - co-owns business case development with NPD lead

GBS Governance Council Provides Input and Assigns GTM PM

STAGE GATE 2

Business Case Development

GBS GTM Plan runs parallel to

NPD GTM Stage Gate 3 thru Stage Gate 6

STAGE GATE 6

STAGE GATE 5

STAGE GATE 4

STAGE GATE 3

Project Closeout

Trials Completed

Test / Launch

Systems and M&Ps

GTM Plan

GBS PLM

Lifecycle Management

Assumption – GBS GTM Tool would p to stage gates for milestone management – avoid duplication


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GTM Process Flow – GBS

VzB Existing Product

GBS Existing Product – Price Up

VzW Existing Product

GBS PLM / Mktg Sponsor develops initiative that impacts GBS

GBS PLM / Mktg Sponsor fills out & submits GTM Checklist to GTM Governance Council

Post Launch Feedback provided to GTM Governance Council by PM

No Go Feedback provided to GTM Governance Council by GTM GM

GTM Governance Council reviews and renders decision or recommendation

Decision Rendered:

Go / No Go

GO

NO GO

GBS PLM / Mktg Sponsor fills out VIA tool

Rejected with rationale and returned to GBS PLM / Mktg Sponsor

Return to GBS PLM / Mktg Sponsor for more information and resubmission

YES

NO

PM Assigned?

GTM Database and 30-60-90 Report are updated by GTM GM

PM executes through VIA tool

GBS PLM / Mktg Sponsor manages through VIA tool

  • Holds kickoff and sets/manages next steps

  • Updates GTM Database and 30-60-90 Report

  • Engages functional stakeholders

  • Updates GTM Database

LAUNCH to BSG/Regions


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GTM Process Flow – NPD Corporate Marketing

NPD – Corporate Owner

STAGE 0

STAGE 1

STAGE 2

STAGE 3

STAGE 4

STAGE 5

STAGE 6

BSG /National Mass LAUNCH?

Idea Captured

Idea Validated

Concept and Requirement Planning

Plan – Design – Schedule

Develop and Build

Test and Launch

Project Closeout

NO

Product evaluation

PM/sponsor assigned

Business Case

GTM plan

Systems and M&Ps

Trials completed

Lifecycle management

Strategic input provided by GBS

PLM and Mktg Strategy

YES

GBS PLM / Mktg Sponsor

GBS PLM / Mktg Sponsor fills out & submits GTM Checklist to GTM Governance Council

Post Launch Feedback provided to GTM Governance Council by PM

No Go Feedback provided to GTM Governance Council by GTM GM

GTM Governance Council reviews and renders decision or recommendation

Decision Rendered:

Go / No Go

NO GO

GO

Rejected with rationale and returned to GBS PLM / MktgSponsor

Return to GBS PLM / Mktg Sponsor for more information and resubmission

GBS PLM / Mktg Sponsor fills out VIA tool

LAUNCH

YES

PM Assigned?

NO

GTM Database and 30-60-90 Report are updated by GTM GM

PM executes through VIA tool

GBS PLM / Mktg Sponsor manages through VIA tool

Holds kickoff & updates GTM Database

Engages functional stakeholders & Updates GTM Database


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GTM Checklist

  • Created url and database to capture key business case elements for GTM Governance Council Review

  • Track, manage and report on initiatives requesting launch into GBS Channel

  • Allow for integration of key business case elements into GTM project management tools and methodology




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GTM Governance Process

1. Overview of Product (Campaign) Business Plan

  • Type of Initiative

    (Is this a Product, Campaign, or Channel initiative?)

  • Strategic Statement

    (What the initiative is and what we are we trying to accomplish, by when?)

  • Link to Verizon strategy

    (How does this initiative support Verizon’s Strategic Imperatives & GBS strategies?)

  • Marketing strategy

    (Acquisition and/or Retention, including customer target market?)

  • Target Launch Date

    (Estimated date of tariff or product launch and why?)

  • Funding

    (Is the funding Departmental or IT approved?)


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GTM Governance Process

2. Sales/Revenue Objectives and Strategy

  • Sales Objectives/Revenue Impact

    (What are the sales goals for this initiative? Is it incremental or enabling existing business? What is projected ROE for program/campaign? )

  • Channel Identification

    (What Sales channels are impacted, along with Training, Back Office systems, tools, and/or applications?)

  • Sales Strategy by Channel

    (What titles will be selling product and how? HDNO, Always offer, offer with certain product?)

  • Incentive Strategy by Channel

    (Are there sales compensation {QRV?, AwardPerqs?} for this initiative?

    Are they same for all channels? What is the impact on Systems and Compensation?)

  • Funding

    (Is the funding Departmental or IT approved?)


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GTM Governance Process

3. Product/Campaign Description

  • Product/Campaign Description/Offer

    (Describe the product/campaign offer or description)

  • Benefits

    (To customer, to Verizon)

  • Pricing Overview

    (What is the estimated pricing information?)

  • Process Impacts

    (Is this replacing an existing process or creating new one(s)? Does IT impact the overall timeline for target launch? Is there a Process Diagram?)

  • SME Impact Team

    (Has a cross functional SME team developed and submitted an Impact Statement, including regulatory, customer communications, fulfillment, affiliates, and/or LOBs ?)


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GTM Process Stakeholders

  • GBS PLM

  • LOBs (VzB & VzW) via GBS PLM

  • NPD via GBS PLM

  • Channel (e.g. One Source)

Sponsors (Business Owners)

GTM Governance Council Members

  • Diane Brown

  • Mike McLaughlin

  • David Frendo

  • Carrie Gray

  • Maria Mongan

  • Mike Kalina

  • Elizabeth Richardson

  • Sue Molnar

  • Steve Thomson

  • Chair: GTM Group Manager (GM)


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GTM Process Stakeholders

  • Bi weekly review of requests

  • Develop, publish, and manage 30-60-90 day launch calendar

  • Manage GTM Data Base information

  • Coordinate GTM Data Base and VIA user training

  • Provide updates to and solicit feedback from Channel leadership

GTM Governance Council - Functional roles, lead by the GTM GM:


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GTM Process Execution Gaps

Process execution gaps include:

  • Identify and assign dedicated GTM GM from existing GBS GM resource pool

  • Identify, reassign, and train individual contributor (Level 6) from GBS pool that matches Project Management skill set

  • Ensure BSC and Regions properly engage and support the GBS GTM Governance process in order to launch their initiatives that impact the channel – identify Regional SPOCs to handle National Mass Launches – Who would handle Launches to Alt Channels in Mass?

  • Evaluate VIA with Kelly Moore as the baseline GTM project management tool – does it work for new products, price-ups and campaigns? Are there any changes/updates that need to be added to cover all types of launches?

  • Develop and roll out training on the GTM Process, including use of the GTM Checklist/Data Base and VIA project management tool


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GTM Key Decision Drivers

Go/No Go

Strategic importance, alignment with GBS goals, and channel impacts as detailed in the GTM Checklist

Assignment of GTM Project Manager

  • High strategic value to meeting GBS business objectives

  • Involves two (2) or more Business Units

  • Requires a broad base of cross functional participation

    Sponsor lead initiatives

  • Requires limited cross functional participation

  • Involves GBS only business unit


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GTM

GBS Process


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