Adapting your GTM strategy

Don't get lost in translation

Your UK offer and GTM strategy may translate to the US market, though several factors could suggest the need to adapt your appraoch.

For example, take your cost structures. Your US pricing strategy needs to account for the additional costs of doing business in the US. Fortunately because the US cost of living is higher, higher costs are often more accepted or expected. That said, expectations around scale can impact your pricing, as companies licensing seats for 10K+ users may expect larger volume discounts than you would encounter in the UK.

US sales strategy	US marketing strategy
Money-driven, with benefits defined in dollars and cost-savings Reference selling is more impactful Americans like to connect directly with the C-Suite Technical founders are often better received than sales founders Americans are more serious and less likely to gather informally outside of work hours Less friction; deals can often move more quickly.	Value prop language may change Preference for localised marketing (including having a .com website, US SEO agency, US support hours, and US English documentation) Service providers can be strong network connections and referral partners Conferences and networking events are especially impactful.

Multiple markets

The key to understanding how to adapt your strategy is to recognise that the US is not a single market, but a collection of multiple markets.

“Don’t assume the US is a larger UK,” says Matt Little. “I’m generalising broadly, but I don't see a huge difference between a customer in Edinburgh and a customer in London. But a customer in New York and a customer in California can be quite different, and the way they want to do business can be quite different as well.”

Glenn Timms agrees, stating, “Even if you're in the US, if you're based in Chicago, or New York, or somewhere, if you're trying to penetrate Texas, you may not have the local knowledge to do that.”

Getting support for your US expansion

Ultimately, going to the US can be a major opportunity for UK brands. Not only is there significant value in US markets, but going multinational has the potential to increase your valuation dramatically.

The caveat, of course, is that you need to be prepared to develop a sound US strategy and spend the money to properly implement it. Without proper investment and infrastructure development, you risk your US expansion becoming a peripheral activity that consumes resources but does little to help you actually grow.

“One thing I've started to see is that American companies at series A or B are already thinking about reimbursement, market channels, value-based or risk-sharing commercial models—they're very up-to-speed with the US health systems.”

John Milad

US demand generation & marketing

There is a common misperception that salespeople in the US possess magical abilities and can sell ‘anything to anyone.’ However, their true expertise lies in selling themselves. Following an initial interview, you might assume that once you hire such an individual, they will automatically generate millions of dollars in annual licenses for your product.

In reality, the US market is highly competitive, and selling—even for great products—can be challenging. The best salespeople excel at guiding qualified leads through the sales process to successful closures. These top performers are typically bolstered by a consistent stream of inbound leads generated through demand generation campaigns and pre-qualification efforts by sales development representatives.

Failing to provide salespeople in the US market with a steady lead flow is a critical mistake. US sales professionals are an expensive resource and retaining them will prove difficult if they are not achieving sales and earning commissions. Proper planning and budgeting for lead generation are essential for successful selling in the US market.

With thanks to our contributors

We could not have provided such in-depth insights and contributions without the support of our network of experienced operators and non-executive directors.

Emma Brown - Upscale Partners

Adam Lovell - Mercia Ventures

John Milad - ERS Genomics

Ross Miller - Audacia Consulting

Simon Peel - Growth Strategy Ventures

David Rose - US Expansion Partners

Bill Spruill - nCino, Inc

Bill Starr - Starboard Services Inc