Navigating today’s sales and marketing competitive landscape has become a top priority and establishing go to market (GTM) models that support outcome-based business goals is vital, according to a panel of Comms Vision experts who doubled down on the trend drivers reshaping the channel’s GTM planning and the priority actions to be considered by MSP leaders.
GTM transformation has shot up the boardroom agenda, propelled by evolving technology adoption trends and a sharpening focus on how value is created for the channel and end user organisations. A pressing issue for MSP business leaders is how to make the most of new value creation models, and not get left behind. According to Sam Weller, Head of Wholesale Services, Sky Business, commercial and marketing leaders in the channel require a more sophisticated understanding of customer engagement and how value is created for end users, with a focus on outcomes. “Customers want value and results, not just services, and this has changed how companies approach their sales and marketing strategies,” he stated. “A key challenge is managing the shift towards outcome-based customer expectations.”
Customers want value and results, not just services, and this has changed how companies approach their sales and marketing strategies
Adnan Sarwar, Head of Distribution & Reseller Channel, Vodafone Business, observed that sales and marketing leaders need to be versatile if they are to effectively respond to the shift towards value-based selling. “Customers now demand solutions that deliver specific business outcomes, such as efficiency gains, cost reductions or revenue growth,” he stated. “Partners must therefore transition from focusing on features to articulating the impact and RoI of their offerings.”
He noted that one of the key findings from Vodafone Business’ Partner of the Future research was the importance of emerging tech in the minds of end users, including AI and UC. “Eighty one per cent of end users said their business interest in emerging technologies has increased in the past six months and 96 per cent said that emerging technology would be part of their company’s vision of the future,” he added. “Partners need to explore how emerging technologies can be emphasised in sales and marketing communications.”
Focus on outcomes
Outcome-focused marketing content should be delivered through case studies, success metrics and testimonials that show measurable business improvements, observed Sarwar. Approaches like these, noted Raza Baloch, Head of Business Partners, Virgin Media Business Wholesale, would also provide a counterpoint to a challenge faced by many MSPs. “The biggest challenge for sale and marketing leaders is the race to the bottom on price,” stated Baloch. “We focus on our value proposition, refining our GTM strategy to emphasise long-term growth over price. In 2023 we rewrote our channel strategy, leading to 40 per cent growth year-over-year.”
Innovating commercial models to create customer value and stickiness is also key, with outcome and usage-based pricing gaining traction. “Partners can explore models that tie fees to customer success,” added Sarwar. “Given that end user interest in emerging tech has surged, partners could introduce pricing models that connect payments to outcomes, making investments in technology more accessible and appealing. Meanwhile, subscription and consumption-based models provide flexibility and align with customer budgets, while also promoting long-term relationships by building in consistent engagement points.”
The evolving customer demand mix is forcing further change in the channel’s GTM, with successful MSPs making the most of recurring revenues. “The trend towards subscription-based services is especially prominent in the UK, where businesses want the flexibility to scale services up or down without heavy upfront costs,” added Weller. “This approach not only reduces the burden on internal teams but also means businesses can focus on their core operations.”
We must create new products, new sales and marketing strategies and new partnership models
For MSPs seeking to transition their GTM towards today’s business transformation and CX demands of end users, the question of where to target valuable resources and planning priorities is at the forefront of their minds. “If you’re looking at business transformation and CX, you’re looking at innovation,” commented Baloch. “It’s vital that fear doesn’t deter us from progressing. We must look forwards, create new products, new sales and marketing strategies and new partnership models. This creates its own challenges, but if we don’t innovate we don’t create tangible value add for our partners’ long-term growth. Then we don’t fulfil our purpose which is to accelerate the UK’s digital economy.”
Specialisation through the deployment of sector focused solutions is also becoming an important GTM differentiator, according to Weller. “Verticalisation is more critical because businesses want tailored solutions that address specific industry pain points,” he explained. “Specialisation allows companies to build a deeper understanding of particular challenges and enables more relevant and effective solutions to be delivered. By focusing on the unique needs of different sectors we can provide solutions that not only meet technical requirements but also support the broader goals of businesses.”
Differentiate through expertise
According to Vodafone Business’ research, 74 per cent of end users prefer working with vendors specialising in their industry, underscoring the growing need for sector knowledge. “As businesses seek solutions tailored to their unique industry challenges, sector-specific expertise can set providers apart in a crowded market,” said Sarwar. “Developing solutions for industries like healthcare, finance or retail, with specialised knowledge and compliance considerations, allows partners to target pain points more precisely. Demonstrating industry expertise can foster trust with clients, making partners more integral to their strategic initiatives and overall ecosystem.”
Andrew Wilson, Sales Director, CityFibre Business, reaffirmed that customers are looking for innovative solutions, but says future success rests on striking the right balance between innovation and extending the reach of particular solutions into the wider market. “There needs to be a balance between being innovative and developing applications for particular scenarios, versus having something that’s repeatable 80 per cent of the time,” he stated. “It’s dangerous to develop an application that fixes a single problem, you need to find the niche and vertical to repeat that piece of development work.”
How sales and marketing leaders adapt to AI, analytics, and automation is another critical factor in staying competitive, believes Sarwar. He says advanced analytics can provide richer insights into customer behaviour, empowering more personalised and effective GTM strategies. “AI-driven insights can enable hyper-personalised marketing, aligning content and messaging with each customer’s unique needs and behaviour patterns,” he explained.
“At the same time, predictive sales analytics can help forecast customer needs, optimise cross-sell and upsell opportunities, and shorten sales cycles by identifying high value prospects and customising approaches. With AI, MSPs can analyse customer interactions, feedback and usage patterns, providing data-backed insights that refine sales pitches and improve service delivery.”
It is more important than ever to prioritise sustainable GTM approaches, and Baloch highlighted more key elements to be taken into account when establishing a future-ready GTM strategy. He commented: “Focus GTM resources on three areas... planning to ensure your business direction and offering is in line with customer needs, prioritise education so everyone is aligned, and focus on marketing and sales collateral so partners and customers have good reasons to believe in you and your offering.”
Sarwar added that smart resource allocation is also key to the future success of the channel’s sales and marketing leaders. “Focus resources on high potential industries or clients poised for transformation, and consider implementing account-based marketing strategies that align resources toward key accounts and prospects with substantial growth potential,” he stated.
“ICT buyers are also increasingly influenced by ESG factors. Therefore demonstrating a strong stance on sustainability and social responsibility can enhance brand perception and appeal to these value-driven buyers – and provide MSPs with competitive differentiation. Highlighting clear metrics and goals related to ESG and CSR practices, such as carbon neutrality, diversity efforts or community engagement, adds credibility to marketing claims.”