In the current landscape of higher education, technology, and institutional transformation, growth is no longer driven by isolated initiatives. Sustainable success now depends on a systemic approach—one that aligns every part of the organization around a shared vision of value creation. Whether in EdTech, higher education leadership, or mission-driven consulting, the ability to scale hinges on designing and executing a cohesive go-to-market (GTM) value chain.
Recently, I revisited a strategic framework that crystallized how growth happens—not through silos, but through interdependence. Originally developed for high-growth SaaS organizations, its underlying principles are highly transferable to other sectors, especially higher education. What resonated with me was the emphasis on integration: building alignment across functions to move from friction to traction.
As I’ve interpreted and adapted it, the GTM value chain is made up of seven core components. Each must be strong on its own, but also operate in concert with the others to drive results.
Market. Know the landscape. It starts by defining the right Target Customer Profile (TCP)—a broader and more flexible lens than the traditional Ideal Customer Profile (ICP). This enables organizations to identify adjacent needs, engage emerging markets, and avoid tunnel vision. In higher education, that may involve expanding beyond enrollment officers to include academic deans, student affairs leaders, and employer stakeholders.
Product. It is not enough to build a great product—you must align it with real, validated needs. In education and EdTech, this means developing solutions that are not only technically sound but also designed with learners, institutions, and employers in mind. The strongest products deliver tangible impact—improving student experiences, retention, or institutional efficiency.
Messaging. Your message is your market’s first impression. It must be clear, compelling, and value-driven. In the academic world, that also means being authentic and aligned with mission. Messaging should articulate how your offering contributes to student success, equity, or operational improvement—while building institutional trust.
Marketing must do more than promote—it must educate, engage, and position your value with precision. In academic and nonprofit sectors, where reputation and credibility matter deeply, effective marketing communicates impact, not just features. It becomes a vehicle for thought leadership and long-term partnership.
Sales must mirror the real buyer’s journey, especially in institutional contexts where purchasing cycles are complex. It’s not about closing quick deals, but about understanding RFP timelines, working across committees, and aligning to long-term institutional goals. Empathy and strategic patience are critical.
Customer Success. Growth doesn’t end at conversion. Institutions and clients must experience success—and that requires structured onboarding, ongoing support, and shared accountability. Strong customer success functions are what turn early wins into lasting relationships and advocacy.
Data & Analytics. Smart organizations are insight-driven. By continuously monitoring what’s working—and where there’s friction—they adapt faster and make better decisions. In the higher education sector, this means using data not only for reporting, but for diagnosing challenges, measuring engagement, and informing strategy.
What makes this framework particularly timely is its relevance to today’s conditions. Many institutions and EdTech companies are navigating constrained budgets, increasing demands for measurable impact, and a rapidly shifting landscape of learner and employer expectations. Misalignment in even one part of the GTM value chain can quietly erode progress. But when all seven components are strategically integrated, organizations become more resilient, more efficient, and more capable of sustained growth.
For leaders in higher education, this model offers a valuable lens. Whether the goal is to strengthen enrollment, enhance student outcomes, or expand strategic partnerships, the GTM value chain provides a roadmap that bridges planning and execution.
To deepen your understanding of this topic and explore different approaches to go-to-market strategy, I recommend the following resources:
Sangram Vajre, MOVE: The 4-Question Go-to-Market Framework (2021)
Go-to-Market Alliance, Product Marketing: Effective Go-to-Market Strategy (2022)
Victoria L. Titus (ed.), Go-To-Market Strategies for Women Entrepreneurs: Creating and Exploring Success (2020)
In the end, growth is not about tactics in isolation. It is about orchestrating value across the enterprise—aligning product, people, and purpose. And that work begins with building the right value chain.
