The Role of Go-to-Market in B2B Efficiency and Acquisition
Felix Grivot analyzes solution packaging, GTM evolution, and the importance of targeting the right ICP.
Speaking on Marketing - The Podcast, Felix Grivot analyzes the shifts in customer acquisition channels and explains how Go-to-Market has evolved into a strategic intelligence discipline in B2B. He highlights the need for precise targeting and effective solution packaging.
Felix Grivot, Head of Marketing at FCamara, joined Bruno Gimenes on Marketing - The Podcast to discuss the shifts in customer acquisition channels and the evolution of Go-to-Market (GTM) strategy within the B2B corporate landscape.
The landscape of paid media and messaging channels demands greater financial discipline from businesses. With fluctuating performance advertising costs and new pricing structures on platforms like the official WhatsApp API, commercial operations are turning to structured relationship and sales strategies powered by CRM and data intelligence.
The evolution of Go-to-Market into intelligence
Historically treated simply as a product launch phase, Go-to-Market has taken on an analytical role in technology companies. Grivot points out that the discipline now operates much like an exact science, even driving the emergence of new roles across the industry, such as Go-to-Market engineers.
According to Grivot, "for a long time, Go-to-Market was that spearhead, almost that final launch step, and fortunately we now see it through a lens of intelligence." For him, the core function of GTM "stems directly from looking at your solution and being able to craft its value proposition."
Solution packaging and sales enablement
The execution of GTM differs substantially between linear software models and complex services or solutions companies. In SaaS models—such as CRM tools and customer service platforms like Zendesk—the value proposition is pre-formatted. In businesses built around custom technical solutions, the challenge lies in mapping what engineering builds and turning it into a repeatable offering.
Grivot explains that in a solutions model like FCamara's, "Go-to-Market focuses heavily on understanding what our delivery team and tech team are providing to clients relative to what makes the most sense in the market, packaging that end-to-end." This process includes calculating the total addressable market, creating activation playbooks, and running sales enablement for specific offerings such as cybersecurity or synthetic workers.
Internal validation and focus on the right ICP
Before rolling out a new offering to the broader market, the strategy calls for testing the solution across the existing customer base. This approach enables teams to fine-tune sales messaging, validate project acceptance, and confirm that the deliverable addresses a real pain point.
Discussing the practical definition of Go-to-Market, Grivot emphasizes that the secret is not merely entering the market, but targeting the right segment: "it's about going to the right market, reaching the right customer, the right ICP—otherwise, you're just selling ice to Eskimos." According to him, even if a sales rep closes a deal outside the ideal profile, the misalignment triggers mid-term churn, reinforcing GTM as a critical mechanism for commercial precision.