The most expensive mistake in B2B GTM for telecom and ICT companies in Southeast Asia is building the sales team before building the commercial model. I’ve watched operators do this in three countries. The result is always the same.
Define the ICP with precision
Not a segment — a specific account: industry, size, geography, buying trigger, decision-maker by title.
Build the enterprise pricing architecture
A tiered structure with a clear anchor. Price pilots at full commercial rate, not a discount — a discounted pilot sets the wrong anchor.
Design the channel before you hire
Direct vs. partner-led depends on the ICP and sales cycle, not the size of the sales budget.
Build first-90-day pipeline mechanics
The specific, repeatable process — not just the stages, the actual actions and decision criteria at each one.
Build commercial infrastructure first
SLA framework, support escalation, named commercial contact, shareable pricing document — before the first enterprise conversation.
These are not parallel tracks. You cannot design the channel without the ICP. You cannot build pipeline mechanics without the channel design. You cannot have the first enterprise conversation without the commercial infrastructure.
Operators who compress this sequence produce the same outcome: a B2B GTM that generates activity but not revenue. The conversations are good. The commercial model doesn’t close.
