Don’t discount the teams in your customer contact center. They have the highest concentration of touchpoints with your customers and are vehemently focused on KPIs. Executives within the customer contact center business unit are uniquely qualified to help formulate GTM planning and drive execution.

Go-to-Market success requires leadership and input from a multitude of functions within a company. Senior leadership provides strategic guidance. Sales management has the pulse of the customer and prospect. Marketing executives understand market trends. Finance heads determine where to make core investments. But one often overlooked functional background within a company is those that rose through the customer contact center. Executives with backgrounds from this group could be your secret weapon in GTM planning and execution.


What Makes the Customer Contact Center Such an Important Background for GTM Planning and Execution?


Is your view of the customer contact center still one of a cost center, or has it evolved into a value center? To understand how the customer contact center has changed, read the following blog. Executives emerging from the customer contact center possess a broad set of skills critical to GTM planning and execution:


  1. They talk to a broad cross-section of customers every day
  2. The role is interlocked with a multitude of company divisions
  3. They are metrics and KPI obsessed (Download this tool to identify a customized process for tracking key metrics and benchmarks.)



Download the KPI Process Planner Here


The Importance of Talking to a Large Cross-Section of Customers for GTM Planning and Execution


Clearly, customer input is critical when making routes to market, coverage, pricing, packaging, and investment decisions. But which employees are talking to your customers the most and collecting direct feedback? Based on the industry and type of business, a customer contact rep may speak to anywhere between 10-200 customers per day. Regardless of where your company falls on the spectrum, it is far more than the 6-7 meaningful conversations an ISR averages per day and 2-3 meaningful conversations a field rep averages per day. The takeaway being that the customer contact center interfaces with your customers more than your selling team does. They are well versed in customer challenges and priorities and are a critical component when making planning and execution decisions for the company.


The Importance of Functional Interlock Across Company Departments for GTM Planning and Execution


As mentioned above, the average customer contact center rep has exponentially more touchpoints with your customers than your selling teams. Aggregating customer feedback around product, service, pricing, market trends, and other critical data points is imperative to future GTM decisions.


  • Customers are requesting product enhancements
  • Customer Experience does not incorporate a holistic view of the customer
  • Pricing and packaging can be modified to grow ASP
  • Buying behavior is changing
  • Customer feedback and KPIs help us understand why customer churn is high


The answers to these questions directly impact Product Management, Customer Success, Sales, Marketing, and Finance. A required interlock across departments to maximize the probability of future success. The representative executive of the customer contact center is responsible for communicating the feedback internally within the leadership team. And the input needs to come from a lens of how this impacts each department. Critical information and a crucial role in the organization.


The Importance of Metrics and KPIs for GTM Planning and Execution


The customer contact center is metric, and KPI obsessed. Tracking interactions with customers and the success measures. Below is a sample set of a core set of metrics tracked daily and the success metrics tied to the KPI:



This becomes a central repository for macro customer and customer feedback data. The data is always current. There is an adherence to metrics and outcomes that is unique to the company. This is a critical muscle for the rest of the organization. A strict commitment to managing customer outcomes and well-documented success metrics. As you look at your GTM planning and execution, incorporating an obsession with metrics, KPIs, and success metrics is essential behavior. To best understand how to build a process for actionable KPIs, Download this tool.


Download the KPI Process Planner Here


How the Data and Information From the Customer Contact Center Affects Strategic Planning


The blueprint for an effective annual strategic plan is referenced in the link here. What you may notice is how many of the core components of the plan can benefit from the data collected out of the customer contact center. The necessary data to make strategic decisions informs planning decisions. Once those initiatives go into effect, the KPIs and success metrics are vehemently measured and tracked. How the customers react to the strategy helps determine iterations the executive team needs to make throughout the year. At the tip of the spear is the customer contact center. How ready is your team? You can request a workshop, and we will help you understand your readiness.


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Marc Odenweller

Winning by staying ahead in an ever-changing customer and competitive landscape

Marc brings 25+ years of hands-on experience in building and leading high-growth, venture-backed and large, publicly traded companies. His background in running sales and multi-national channel organizations provides a unique perspective for companies looking to leverage alternative global routes to market. Marc has worked at the initial stages of start-up companies, helping to build a scalable infrastructure for growth, as well as managing large company business units where companies were constantly optimizing growth models.

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