My Conviction : 

Introduction

This document proposes a strategic repositioning of the company, based on research data and consulting best practices. Our analysis combines the causes of startup failures (42% linked to lack of market need, "CB Insights") and success factors of scale-ups (33% additional success rate with a documented GTM strategy, "Aberdeen Group").

The objective is to transform company positioning into a powerful attractiveness lever for B2B and B2C prospects.

Analysis of a positioning strategy and Go-To-Market optimized for sustainable differentiation

Growing companies face a major challenge: the absence of a Go-To-Market (GTM) strategy. This approach is crucial for defining and structuring their development and operational execution.

This fundamental issue is too often neglected by leaders. Focused on developing their initial concept (often relevant and innovative), they underestimate the importance of an organization capable of transforming this idea—generally based on innovative technology—into a structured and autonomous company, generating recurring revenue and sustainable growth.

This is why investment funds and VCs (Venture Capitalists) emphasize the concept of ScaleUp. The principle is clear: once the concept is validated by initial customers and positive results (even if unprofitable), investors actively support the company's structuring towards its next development phase.

This involvement concretely translates into their participation in strategic recruitment, where expertise and experience are crucial for growth, particularly through the integration of talent from their close network.

Strategic Diagnosis: Key Positioning Challenges

1. Go-To-Market (GTM) Challenges in a Competitive Context

According to a Harvard Business Review study (2022), 85% of executives consider GTM strategy crucial, but only 29% feel they master it. This gap is explained by:

- An overcomplexity of processes (56% of companies find their GTM reports "difficult to interpret" - Harvard Business)

- A gap between internal positioning and external perception: 87% of executives cite reputation as the main risk, but only 19% feel prepared to manage it (Deloitte).

Concrete example: French mid-sized companies often neglect the market validation phase, while 74% of startup failures result from product-market misfit (CB Insights).

Priority initiatives to undertake:

1. Go-To-Market (GTM) Definition

Development of a detailed plan including:

- Target market definition and positioning as a disruptive player

- Ecosystem analysis via SWOT matrix

- Buyer personas identification (profile, needs, purchase motivations)

- Analysis of key messages to highlight for the offering

2. Internal Process Definition

Following initial analysis, establishment of the following elements:

- Business model (accessible offering, scalable pricing, focus on recurring revenue)

Sales Model (structured process with key stages and intermediate deliverables guiding prospects toward decision)

- Complete Customer Journey, from acquisition to loyalty, including onboarding and customer service

- Process industrialization for optimized and reproducible execution, adapted to decentralized organizations

3. Brand and Image Positioning

This approach includes:

- A precise value proposition

- Distinctive values reflecting the company's identity

- Memorable and attractive brand attributes

- A coherent and lasting image

​

4. Reputation Management

To maximize the company's attractiveness and uniqueness among all stakeholders (clients, suppliers, employees, investors, regulators, influencers, KOLs).

Required actions:

- Evaluate alignment between positioning and company strategy via the brand platform

- Analyze stakeholder perception to identify gaps between desired and perceived image

- Adjust strategy to fully leverage positioning and ensure sustainable development

​

Conclusion

These four pillars constitute the essential foundation for a company's success, among other important factors.

They form a virtuous cycle of continuous improvement with decisive impacts.

Let's remember this revealing adage: "In France, we have good ideas, but we don't know how to sell them, unlike Americans"

It's concerning to see so many companies, particularly mid-sized ones, neglecting GTM and other pillars, postponing their implementation to "later."

This is a strategic error—tomorrow, the opportunity could be lost, or seized by others who will deprive you of a significant portion of your capital.

Companies must tackle these challenges with determination, even with limited resources. A pragmatic and simple approach is better than burying one's head in the sand due to daily urgencies.

​​