Strategic Plan for Energy Department is attached. What do we need to go-to-market?
I have read your plan and it is very ambitious. It sounds like you are on the precipice of making a big difference to the world.
Here are some of the additional factors to consider for your GoToMarket plan:
1. Who is your target addressable market? the plan appears to cover a wide range of services covering a large geographical remit. It will be very expensive to market yourselves to such a wide array. Break it down into bite-sized chunks and prioritise based on your ability to service each market profitably.
2.What is your core value proposition? Refine what you do for who and why they should care. The presentation is very wide-ranging, which makes it difficult to ascertain how you would support individual audiences/customers.
3. What are your customers like? Develop some thinking on your target buyer personas. What roles do they occupy and what motivates them to get out of bed in the morning? The more closely you understand your customers the more likely you are to meet their needs, communicate with them and ultimately convert them into clients.
4. Establish channels/routes to market. Once you know your core target markets and buyer personas, how best will you get your services in front of them? Do you need to engage distribution partners, or can you go directly? Are they best reached through digital marketing, or offline, or more likely a mixture of both. What is the customer journey going to be like? In other words, how are target audiences going to engage with your brand throughout the sales cycle?
5. Who else is serving this market? Spend some time developing an understanding of the competition. What are the alternative solutions available to your target customers? How are they positioned? What do they cost? How are they accessed? You must consider the competition when developing your go to market strategy.
6. Identify a budget. How much are you able and willing to invest in communicating with your target market. How much will it cost to engage them on the channels you have identified as being valuable. You will probably need a significant budget for the sheer number of services and market identified. This will be informed also by your pricing strategy, which relates to point 5 about understanding your competition. I am assuming you have spent some time working our what it costs to deliver your service so you have a baseline to work with. If not, you need to establish the cost price too.
7. What personnel do you need? Your ambitious project is going to require expertise to get it to market. Do you have skilled marketing and sales resource within the business, or will you need to establish a team of suppliers/agencies to help you execute?
I hope that helps to stear you in the right direction.
Good luck with your enterprise.
I think the approach has to be one of focus , what I eman by that is assuming funds are limited look for a customer group which you would target. However before even deciding that you would want to do some research to try and understand what propositions and drivers decide who buys what services, it looks like this -
1)Research your target audiences
2)Build an overall core proposition
3)Build sub propositions for each industry sector - they buy for different reasons
4)Work out what channels you need to leverage to contact the right people
5)Build a go to market communications activity plan for the next 3 months
6)Include costs and responses and income
7)Brief person or company to deliver the PR, Media, Social media, telephone calls, direct mail etc
8)Evaluate, learn and build the next 6 months of activity
'Ambitious' doesn't start to describe it - the scope of offerings is so vast, it probably covers the complete UN Contracting Services classification.
Is this an existing current offering, or your intent / roadmap to develop capabilities in the future? Unless you are one of the world's giants like Skanska or Bechtel, you are unlikely to be able to keep all those promises. (And I googled SolMir and didn't find you among the Top 10,000 contractors)...
So, for a realistic GTM (go-to-market) strategy, I would second Marieta's advice to focus, but amplify it by several magnitude degrees: Focus, and then Focus again, and then FOCUS even more!
In a previous life I have first-hand experience of these sectors and the work of giant companies, including in under-privileged developing countries. I can tell you that even very respected, powerful and experienced companies often struggle with the scale of projects and the severity of challenges in those markets.
One first barrier to your GTM is that there is NO MARKET in the target areas of the world. The amazing offerings in your document COST a lot to create and deliver, and there simply isn't buying power to cover those costs. What market? ????
A possible approach is to market and sell not to the needy populations, but to those who might finance improvement projects. Your 'market' are the donors: governments of rich countries, NGOs, the World Bank, UN structures. Here comes the problem with realism in ambitions: all those funding institutions have strict and demanding criteria to ensure that parties contracted to deliver the projects actually deliver to high standards, on time and within (tight) budgets. You will face powerful competition and, unless you have proven capabilities, are unlikely to ever be awarded a project. Your document completely lacks evidence of such proven capabilities, and reads like a school essay or a 'wish list'.
If you do have capabilities, rework your document with substantial evidence: verifiable success stories and case studies. If you don't have them (yet), go back to the drawing board and redesign your entire strategy with sharper FOCUS and a time-phased roadmap to enter fields and introduce offerings one by one.
On Slide 11 you mention "Project Financial Support Services" - this could be a possible focus if you have the capability to offer financial support. Reiterating the above statement that recipients cannot afford life support projects, you may be able to make them more affordable by bringing (or intermediating to facilitate) funding. If this is not your best strength, consider where you can most rapidly build the capacity to keep promises - with a single 'point solution'. E.g. - a containerised water purification system using solar and/or wind energy, that can be delivered fast where there are no roads or infrastructure. Such single product is much easier to
(a) Design, build and start mass-producing, and
(b) Market and sell to a variety of segments: form single units bought by local authorities, to batches of hundreds funded by donor organisations.
This is only an illustration 'product', but once you establish a reputation as a credible and reliable supplier, you can move on and expand the range of products and services. Gradually!
Best of luck with your aspirational and commendable intent!
That is a great business endeavour with a social impact.
I agree with Andy, who already marked the framework of your focus.
I can only elaborate on that and attach a template for Business Model Canvas and Value Proposition (already mentioned by Andy). It will be a great help for you to work on Andy's suggestions and input them on the Canvases.
Another important thing I can raise is that since you have 3 main sectors of operations: electricity, water and heat generation- I would advise you to start first with one of the sectors, then after 6 months add the second and after 6 months add the third. It is more like an Agile approach, but this will give you the opportunity to clear the mistakes and improve operations.
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