In the B2B SaaS world, real growth is not shaped by the product being "good," but by how you reach the customer and how long the customer stays in the system. This reality is even harsher in regulated sectors. Because the customer doesn't make the purchase decision because they "liked it"; they make it because they see a risk. Similarly, they don't continue using the product because they "got used to it"; they continue because they cannot replace it. Therefore, a Go-to-Market strategy is not just a marketing and sales plan; it's a holistic growth system designed together with product architecture, customer success, and trust relationships. As EGEROBOT®, we are a team that learned this game not through theoretical presentations, but through actual field habits and real purchasing behaviors of organizations. This gives us the advantage of building an approach on the GTM side that "works" rather than just being "elegant."

The most distinctive characteristic of corporate B2B sales in Türkiye is this: the purchasing process is managed not just by budget, but by the trust chain within the organization. Especially in areas such as occupational health and safety, environmental compliance, periodic control processes, and training, what triggers purchasing is often not the idea of "let's manage better," but audit pressure, accident risk, or legal liability concerns. For this reason, the first step in EGEROBOT®'s market approach is to be able to define the customer's problem in the organization's language, not with the sentence "we have a product." The moment the corporate customer feels understood, they drop their defenses. Once defenses are dropped, the process stops being a "sale" and turns into a "solution partnership" discussion. This transformation is very critical in Türkiye; because especially in industrial companies, many real problems experienced in the field have been "managed by getting by without being solved" for years. The main advantage of our GTM approach is that we know the language of these problems from the inside.

The second critical issue in B2B customer acquisition is the first point of contact. In regulated markets, purchasing is often not a single person's decision. The OHS manager, environmental manager, quality unit, human resources, field managers, and IT team all sit at the same table. Each wants something different. IT asks about security, the field team asks about speed, management wants reports, legal wants evidence. This shows that: it is not possible to capture this customer with a single "value proposition." In EGEROBOT®'s GTM approach, product presentation is therefore designed modularly. Different modules within the same platform produce different benefits for different personas. This is not just a product strategy; it's also a scaling strategy for sales. Because a modular value proposition makes it easier to convince each role in the purchasing committee and accelerates speed at key points in the sales cycle.

One reason for long corporate sales cycles in Türkiye is also "explaining value in the wrong place." Most teams count features when explaining the product. However, B2B customers don't buy features; they buy risk reduction and evidence production. In our GTM approach, the product's benefit is explained through report generation, audit trails, process integrity, and facilitation of internal coordination. For example, the training module is not just a training assignment screen; it means participation certificate, signature record, exam result, and overall organizational training performance. The audit module is not just a checklist; it's closing of non-conformities, action tracking, and comparison with past audits. This approach is the fastest way to acquire customers in regulated sectors; because you speak the organization's risk language.

From the perspective of domestic and foreign investors, the signals of a strong GTM strategy are different. Domestic investors generally want to see faster sales proof and know the market realities: here, relationships, references, and trust come first. Foreign investors look for a repeatable sales system: will the same sales playbook work in another country, can the same onboarding flow be adapted to another culture, can it scale through partner channels? EGEROBOT®'s GTM approach can manage both expectations simultaneously. Because while we grow through a field-based reference chain in our primary market, since processes can be standardized due to the nature of the product, sales systematics also become documentable. This becomes one of the most critical levers for growth after receiving investment: sales stops being "the person who knows sells" and transforms into "the organization sells."

The second half, equally important as customer acquisition, is customer retention, namely retention. Growth in SaaS actually starts with retention. Because in B2B, the cost of acquiring new customers is always higher. This cost increases even more in markets like Türkiye; because purchase cycles are long, organizations are cautious, and budgets are more controlled. Therefore, for a SaaS startup, churn is not just lost revenue; it means lost sales effort, lost reference, and lost reputation. The strongest way to retention is possible by making the product not just "used" but "part of the business." EGEROBOT®'s product approach is structured to target different teams within the customer using the same platform. When the system used by the training unit becomes a platform that the audit team also enters, where non-conformities are opened and closed, where reports are collected, the system becomes embedded in the organization's operations. The churn of SaaS embedded in operations decreases, upsell increases.

When we look at actual habits in Türkiye, another determinant of retention is "deployment speed." Organizations often purchase but cannot use. Organizations that cannot use churn. That's why the most critical part of GTM is the onboarding and deployment process. In EGEROBOT®'s growth approach, one of the biggest drivers after investment will be to further standardize and accelerate these deployment processes. Strategic investor contribution is very significant here. Because investors don't just provide capital; they provide experience transfer in establishing onboarding playbooks, designing customer success organizations, and opening the right sales channels. This is the area where many startups in Türkiye are weakest. EGEROBOT®'s acceleration with the right mentorship in this area creates a huge leap on the retention and NRR side.

The third leg of Go-to-Market is channel strategy. The places where B2B software grows fastest in Türkiye are generally areas that grow through distributor or partner networks. Because customer trust often relies on the consultant they know, the service provider they work with, or their sectoral solution partner. This reality is even stronger in regulated sectors. Businesses generally receive OHS services from an OJHS (Occupational Joint Health and Safety) provider, carry out environmental processes with a consultant, have periodic controls done by accredited firms. These actors are already involved in the customer's daily operations. Therefore, EGEROBOT®'s growth potential lies not only in direct sales but also in distribution channels established with the right partners. However, professional management of this channel is required. Structuring this partner model scalably in the GTM infrastructure to be established after investment also becomes a strong signal for global investors.

In conclusion, EGEROBOT®'s Go-to-Market strategy is not just about "finding customers and making sales." Our GTM approach is a growth system built on trust, evidence, process, and speed in regulated sectors. We aim to acquire customers by understanding their real risks; to retain customers by making the product part of operations; to grow by scaling with modular value proposition and channel strategy. This strategy is realistic because it's shaped by a strength that started from the field in Türkiye, and it's structurable enough to produce a model that can be adapted on a global scale. Today, EGEROBOT® is open to strategic investment partners to build this system faster, scale the sales organization, and open international growth pathways. For us, investment is not just a resource; it's a collaboration that multiplies growth with the right experience and the right network. EGEROBOT®'s door is open to investors; because we believe we can write this story faster and on a larger scale with the right partner, not alone.