Ideation. Transition. Execution.

These are the three stages of business growth every C-suite leader must navigate throughout the life of their company. Surviving each one is not good enough. Leaders want to thrive, evolve, and, when necessary, transform. But who do they market to? What do they need to operate effectively? When can they scale their business, and in which areas can they grow the most?

As the markets change, so will their answers. But these four questions will help leaders focus on the who, what, when, and where of their business—and they remain the same.

In MOVE, B2B go-to-market experts Sangram Vajre and Bryan Brown provide readers with a four-question framework that will reveal their next steps and propel them forward, no matter the size of their company or the stage they’re in. I recently caught up with Sangram to learn what inspired him and Bryan to write the book and their favorite idea they share with readers.

Published with permission from the author.

What happened that made you decide to write the book? What was the exact moment when you realized these ideas needed to get out there?

Companies are formed out of dreams. Think about it. Someone had an amazing idea. They dreamed about making something better, newer, easier, more convenient. They dreamed about doing something that had never been done before, and they formed a company to make that dream a reality. But the reason about 99% of the companies fail is not because their vision was bad or the team wasn’t good, it’s because their ability to go-to-market simply didn’t work.

So the question becomes: How do you know your GTM is broken and who owns it? Well, in one of my conversations with the CEO of Hubspot, Brian Halligan—a public company with over 100,000 customers—he said, “GTM is like a product and I own it.” That changed everything for me. If the CEO owns it and it’s still unclear how you define, measure, and mature your GTM process, something needed to be done. And hence we decided to write this book.

Published with permission from the author.

What’s your favorite specific, actionable idea in the book?

One of the key concepts in the book is called the 3Ps framework, which is problem-market fit, product-market fit, and platform-market fit. You look at an example like HubSpot, they started with marketing and SMB owners. That was their problem-market fit. And then, almost three years into it, they realized that marketing automation was the space where they really shined. They saw there were a lot of competitors and they created the product-market fit there.

Another example is Salesforce. They primarily focused on CRM in the problem-market fit for 10 years, then made that into Sales Cloud, which was the product-market fit.

We even saw how this played out with McDonald’s. By 1948, they realized people only bought three things: hamburgers, fries, and soda. That was 87% of their profits and revenue stream that was coming in. So they focused on that as part of the product-market fit. Now they’re a $150 billion company with 40,000 restaurants in a hundred countries.

Published with permission from the author.

How have you applied this idea in your own life? What’s it done for you?

I applied this framework when I ran marketing at Pardot, which was acquired was ExactTarget, which was then acquired by Salesforce for $2.7 billion. I co-founded Terminus, which recently ranked twenty-first in Deloitte’s list of the fastest-growing companies and was named back-to-back as one of the best places to work. I also apply the principles to my content creation, which has led to over 10 million views in the past two years alone.