01899nas a2200133   4500008004100000022001400041245004000055210003700095260004200132520151800174100001701692700002001709856003601729       2010                        eng d  a1913-610200aEditorial: Go To Market (July 2010)0 aEditorial Go To Market July 2010  aOttawabTalent First Networkc07/20103 aHistorically, the concept of going to market is fraught with misinterpretation, doubt, and anxiety. In Canada, the term "go to market" typically means the task of readying a product for market. In this context, it is interchangeable with "commercialization," which is another concept suffering in Canada from a definition that generally does not go beyond a software maker's front door. In other parts of the world, and specifically in the U.S., the term "go to market" is clearly interpreted as meaning all the activities required to successfully launch a product into the marketplace and realize both market share and profit.

Going to market is about bringing the right benefit to the right market at the right price through the right channels. Ideally, the entire go-to-market process begins with the identification of a problem or sought-after benefit that a market segment has deemed a priority. More realistically, though, it begins with identifying the segment that best suits the software offering and then determines the business model, positioning and message, pricing, channels, and engagement techniques that will work best in building share in that segment. This issue attempts to take some of the doubt and anxiety from what seems to be the daunting task of pushing a product out of the door and into the harsh realities of a demanding market. It provides clear-eyed discussions of some of the main components, tips and advice from the "battle-scarred," and useful tools that can be readily used.1 aLavigne, Dru1 aKershey, Corien  uhttp://timreview.ca/article/36101332nas a2200121   4500008004100000022001400041245006500055210006200120260004200182520093000224100002001154856003601174       2010                        eng d  a1913-610200aGo-to-Market Targeting: Know the Market and Whether It Cares0 aGotoMarket Targeting Know the Market and Whether It Cares  aOttawabTalent First Networkc07/20103 aThis article explores the importance of good segmenting and targeting to early-stage companies. Most software companies fail within the first three years, and one of the prime reasons is a lack of a focused approach to a single, carefully-chosen target market. Most software companies take the approach of attacking multiple segments simultaneously to see which will work out best, but run out of time and money before they reach an answer. A concentrated strategy that focuses resources on a single segment that the company can win and dominate quickly significantly reduces go-to-market risk. Choosing a segment in the right direction is more important than choosing the right segment.

This article provides a series of six steps to help companies work through a segmenting and targeting exercise that will give them the best chance of success. The article provides real-world tools to help deal with an essential issue.1 aKershey, Corien  uhttp://timreview.ca/article/362