Series A and Series B companies often dream of becoming the next Google. But let’s be real—you’re not Google yet. You don’t have their budget, resources, or infrastructure. What you do have is a fighting chance to scale smartly and avoid wasting cash on vanity projects and bloated sales campaigns.

This article will break down the specific go-to-market (GTM) strategies that work for Series A and Series B companies. We’ll cover the essentials—what works, what doesn’t, and how to avoid playing “dress up” as a company far bigger than your current stage of growth. Ready to stop pretending and start executing? Let’s dive in.

What Is a GTM Strategy, and Why Does It Matter?

Before we get into the weeds, let’s align on what a GTM strategy is. Simply put, a GTM strategy is your company’s action plan for delivering your product or service to the market. It involves everything from identifying your target customer to optimizing your sales process and customer acquisition costs (CAC). For early-stage companies, getting this right can mean the difference between explosive growth or burning through your runway.

But why is this crucial for Series A and B companies? Because you’re no longer a scrappy startup; you have investors to answer to, and the stakes are higher. Focusing on the right GTM strategy ensures that your growth is sustainable, rather than just a temporary spike.

At this stage, your investors are no longer just interested in growth—they want efficient growth. The days of burning cash for the sake of user acquisition are behind you, and now it’s about scaling the right way. An effective GTM strategy positions you to grow in a way that keeps the company attractive for future investment rounds while minimizing the risk of churn or customer dissatisfaction.

Series A: Laying the GTM Foundation

At the Series A stage, you’ve likely found product-market fit, or you’re very close. This is the stage where you need to go from a small, nimble team to something that resembles a scalable machine. But guess what? That doesn’t mean splashing out on fancy offices and over-engineered solutions.

Here are the GTM essentials for Series A companies:

1. Know Your ICP (Ideal Customer Profile)

Your ICP is not “everyone.” Even though it might be tempting to sell to anyone with a pulse and a credit card, focusing on your ICP will save you time, energy, and marketing dollars. Your ICP should be highly specific: size of company, industry, job title, pain points, and buying behavior.

Your ICP helps you zero in on the segment of the market that is most likely to benefit from your solution and most likely to convert into paying customers. You need to understand what their pain points are and how your solution directly addresses them.

Pro Tip: If your ICP looks like Fortune 500 companies, but you’re only generating a few million in ARR, you’re aiming too high. Narrow it down, and then expand later. A great exercise is to conduct customer interviews with a select group of existing customers to understand why they bought from you, what they love, and what keeps them coming back.

2. Nail Your Value Proposition

Your value proposition is the reason someone chooses your product over the competition. But it’s not enough to say, “We’re the best.” Why are you better? Why should a customer care? At Series A, your value proposition should be sharp enough to cut through the noise.

When crafting a value proposition, focus on the tangible benefits your customers will see from using your product. Does it save them time? Does it reduce their costs? Will it make their workflows more efficient? The more specific you are about the value you deliver, the better you’ll be at convincing prospects to give you a shot.

Take a page from Slack’s playbook. They didn’t just say, “We’re a messaging tool for teams.” Instead, their value proposition was: “Slack replaces your email inside your company.” That was a clear, concise way to convey exactly what they did and the specific pain point they solved.

3. Focus on Low-Cost Acquisition Channels

You’re not Google, and that’s okay. Instead of throwing money at expensive digital ads or sponsoring every industry conference, start small. Channels like SEO, content marketing, and email campaigns are more affordable and can still drive meaningful results.

In the early stages, it’s crucial to get creative with how you generate leads. Invest in creating valuable, educational content that your target audience finds useful. Blog posts, webinars, and free tools are great ways to engage potential customers without draining your marketing budget.

Also, leverage referral programs. Satisfied customers are some of your best salespeople, and a referral program incentivizes them to spread the word about your product. Dropbox, for example, famously grew its user base by offering extra storage to users who referred their friends.

Pro Tip: Establish a content strategy that educates and nurtures your leads. Thought leadership pieces, how-to guides, and SEO-optimized blogs are gold mines. (Check out more great articles on B2B SaaS thoughts).

4. Sales & Marketing Alignment

Series A is not the time for sales and marketing to be working in silos. Every lead marketing generates should be followed up on by sales, and both teams need to agree on the definition of a qualified lead. Sales and marketing alignment will ensure that your GTM machine is efficient and scalable.

The collaboration between sales and marketing needs to be airtight. Both teams should have a shared understanding of who they are targeting, how to approach them, and what content or messaging resonates best. Set up regular syncs between the two teams to review lead quality, pipeline health, and closed deals.

5. Build a Repeatable Sales Process

At Series A, you’re not just selling—you’re figuring out how to sell in a way that can be repeated by others. This means documenting every step, from lead generation to closing the deal. A solid sales playbook ensures that every new salesperson can replicate the success of your top reps.

Your sales process should outline clear steps for prospecting, qualifying, pitching, and closing deals. Additionally, make sure to capture the objections that frequently come up and how to overcome them. The more you standardize this, the easier it will be to scale.

Series B: Scaling the GTM Machine

By the time you hit Series B, you’ve (hopefully) got a repeatable GTM process. Now it’s time to scale it. But scaling doesn’t mean doing everything you did at Series A, just bigger. Scaling requires smarter, more strategic plays. You have more capital, but you also have more at risk.

Here’s how to level up your GTM strategy at Series B:

1. Expand (But Don’t Overexpand) Your ICP

You’ve been successful with a specific segment of customers, so naturally, the next step is to expand your reach. But don’t expand so broadly that you dilute your offering. Instead, look at adjacent markets that share similar characteristics with your current ICP. This ensures that you can still deliver value without reinventing the wheel.

It’s important to grow strategically. Consider doing a competitive analysis of adjacent markets to understand how your value proposition could resonate. However, resist the temptation to go after markets just because they seem lucrative. Stay close to your strengths and core value drivers.

2. Double Down on High-Converting Channels

By now, you should have a good idea of which marketing and sales channels are delivering the best ROI. Double down on these channels and experiment with new ones—but carefully. Whether it’s LinkedIn ads or account-based marketing, your efforts should be data-driven.

While experimenting with new channels is tempting, keep in mind that not every new marketing channel will yield results. Before diving into TikTok campaigns or billboards, take a close look at your analytics to see where your highest-value leads are coming from.

3. Invest in Sales Enablement

Scaling means more sales reps, and more sales reps mean more training. Invest in a strong sales enablement program to arm your sales team with the tools, content, and information they need to close deals. Whether it’s product training, objection-handling scripts, or case studies, every rep should have a toolkit that makes them as effective as your top performers.

4. Customer Retention > Acquisition

Acquiring new customers is expensive, especially at Series B. Retaining your existing customers and increasing their lifetime value (LTV) should be a top priority. That means a strong customer success team and an expansion strategy that focuses on upselling and cross-selling to current clients.

Pro Tip: Keep an eye on your net dollar retention (NDR). Companies with an NDR of 120% or higher tend to outperform those with lower retention rates. Expansion is easier when your customers are happy and spending more.

5. Start Building Your Brand

You’ve built a great product, but so have a dozen other companies. What sets you apart? Series B is the time to start building a brand that resonates with your target audience. That doesn’t mean flashy Super Bowl ads; it means telling a compelling story that makes people care about your company.

Common Pitfalls to Avoid

Even with the best intentions, GTM strategies can fail if you fall into these traps:

1. Overspending on Unproven Channels

Yes, you have more capital, but that doesn’t mean you should blow it all on untested marketing channels or vanity metrics. Start small, test, and iterate.

2. Ignoring Your Existing Customers

Chasing new business is exciting, but don’t forget about your current customers. Retention is often more profitable than acquisition, so make sure your customer success team is well-resourced and aligned with your GTM strategy.

3. Hiring Too Fast

Scaling is exciting, but hiring too quickly can lead to inefficiencies and cultural dilution. Make sure every hire is necessary and contributes to your long-term vision.

4. Not Tracking Metrics

At Series B, metrics should be your best friend. If you’re not tracking key KPIs like CAC, LTV, and sales velocity, you’re flying blind. These metrics will guide your GTM decisions and ensure you’re scaling smartly.

Wrap Up

So, no, you’re not Google. But that’s a good thing. By focusing on the fundamentals—knowing your ICP, refining your value proposition, aligning sales and marketing, and building scalable processes—you can grow in a sustainable, smart way. Series A and B companies have a unique opportunity to establish themselves as market leaders without falling into the trap of trying to mimic much larger companies.

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