The New B2B go-to-market model — Jordan Crawford // Blueprint

The buyer's toolkit will be the rubric that you've got to swim upstream against. You can adapt now or suffer later. One way to adapt is to rethink and rejig your go-to-market model. What does that entail? Listen to Jordan Crawford, Blueprint's CEO, as he discusses the new go-to-market model to defeat the buyers' toolkit.

Show Notes

  • 02:19
    How do you begin to overhaul your go to market model?
    It starts with shoring up your ICP, buyer persona, buyer research, and having performative data with your products. Data that shows you understand the problems that your customers are solving with your product. You need to identify them publicly and send that information to the buyer.
  • 04:28
    Turn your data into sales material and not just content
    The new go-to-market model involves using your product data and product information to help buyers understand the problems that you solve. You also need to build a database and an automated process to identify the next wave of buyers. And then use your content strategy to bring those buyers back in.
  • 07:04
    The second piece of the new go to market model: rethink your incentives; go after buyer experience
    Turn over your incentive models. Do a pilot, start with the buyer's experience, and you will find that the buyer experience leads to the same result, if not better, revenue.
  • 09:03
    You don't have to overhaul your entire product strategy
    You should consider using the PLG lens as it applies to your current product setting.
  • 09:35
    Advice for using the PLG strategy
    You have to think about your go-to market as a product.


  • "Where you need to start is to shore up your ICP, buyer persona, and buyer research. You need to know how markets change. Once you understand the problems that your customers are solving with your product, you need to identify them publicly and send that information to the buyer. You can take that message to multiple channels. After all, you are delivering such a specific value about a problem that you know they have because you have validated that problem. You just need to figure out a way to scale that with like engineers and outsourcers." - Jordan Crawford

  • "It's not just taking what you already know and pushing it out to the market like thought leadership. There's value in that, but I'm talking about taking this further and programmatically identifying problems. In some ways, it is like building zoom info for your company; instead of contact information, it's problem information." - Jordan Crawford

  • "You can't ask SDRs to attention hack their way into buyers' inboxes. You have to lead with the problem, and you need engineers to do it." - Jordan Crawford

  • "In my business, I'm publishing 350,000 pages of matching a job description to a person, a free resource, totally for SDRs, to prospect into these people. And here are their job descriptions. You can talk about the problems they have, and I'm going to give that away because all I'm looking for is brand affinity." - Jordan Crawford

  • "Think about this whole funnel from the top of the funnel, all the way to the buying experience. The top of the funnel is like taking that information from your existing customers to identify folks and their experience once they're in the product." - Jordan Crawford

  • "Your go-to-market is the most valuable piece of your business, and it's differentiated. It is a new moat you can carve around your business that makes it even harder for these 78,000 other competitors of yours to catch up." - Jordan Crawford

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