Breaking into any new market is a daunting task - as you can’t just replicate playbooks from your HQ country and have it work in exactly the same way in a new one.
Deciding to move into the UK is no different. There’s a distinct culture, unique regulations, different market players, and much more to take into consideration when building out go-to-market plans.
It’s crucial to tailor GTM strategies for the UK business landscape! Which is why we’re here to share all you need to know to do so. Bringing you insights from UK GTM expert and Founder of Growth Genie, Michael Hanson.
Getting to know the UK market nuances
It’s generally understood that the US leads the way in terms of tech adoption and innovation, but the UK isn’t too far behind.
Michael said:
“Obviously, a lot of tech companies are based in the US, if you look at all the tech giants. Right? Even sales tech, Outreach, Salesloft and Salesforce and all these companies.”
“So I think because of that, in the UK we’re a little bit slower to adopt.”
But in general, UK prospects are open to testing new systems if they see the value they can provide.
While the slower pace of tech adoption can be a challenge, it also creates opportunities for companies that invest early in modernising their tools and approaches. This lag allows proactive organisations to differentiate themselves by using innovative sales tech.
With this in mind, however, prospects in the UK are also a little more sceptical of salespeople and marketing ploys than they are in the US.
Michael added:
"In America, you have the American dream and this entrepreneur dream. I think because of that, there's a little bit more respect for the hustle in general."
Whereas in the UK, people generally like to feel that they’ve made decisions on their own, and not been duped or manipulated by marketing material or persuasive sales.
In other words, GTM strategies should try to put information in front of British prospects to demonstrate value and generate demand, but avoid pushy sales language or tactics. Anything too transactional can be seen as crass and off-putting.
Getting to know the UK sales culture
This is the same when it comes to sales and cold calling in the UK. There’s a general mistrust of salespeople from the off, so if you’re going to cold call someone, you had better have a good reason and share it with them quickly.
You may also find you need to adjust your outbound strategies depending on the region you’re targeting in the UK. While you can find success with national campaigns and playbooks across the UK, there are a few differences between those in the North and those in the South.
Michael explained:
“I actually find it much easier to (and this is someone who’s from London) to sell to people in the North.”
“I tend to use the bus analogy here. In London, you sit on the bus or the tube, and no one talks to anyone. If someone starts talking to you, you think, ‘What does this person want?’ There’s an immediate sense of suspicion.”
“People in the North (or outside of major hubs like London) are more likely to have a conversation with someone on the bus. And it’s the same for strangers over the phone.”
“In a business instance, they’re probably targeted a bit less versus those in big cities, so there’s less competition and have probably been burned less, meaning they’re more open and less sceptical.”
As is true in most of Europe, the UK also follows a more relationship-based sales process. Building trust and rapport is generally preferred and prioritised over making a quick sale.
British buyers tend to be cautious and want to see evidence that a salesperson genuinely understands their needs and can provide value, rather than trying to force them into an unnecessary buying situation.
Michael said:
"In the UK, buyers don’t just buy into you right away; they need time to understand your intent and your value. It’s not a market where you can just pitch and close quickly."
Instead of focusing purely on short-term wins, businesses in the UK often need to play the “long game”. Focusing on building credibility, consistency, and a reputation for delivering results.
This means sellers need to invest time in understanding the buyer’s business and context, demonstrating value over multiple touchpoints rather than relying on a single cold outreach.
Strategies that emphasise, demonstrate active listening, and provide tailored solutions resonate more with UK buyers than generic, volume-based approaches.
Michael added:
“Another big thing I’d mention is you can’t just use the same playbook when expanding into the UK and expect it to work. Each market has its nuances, and if you try to copy-paste your strategy, you’re likely to face challenges.”
“I think it’s a good idea to get someone who’s already part of your culture over there [from HQ]. But I’d pair them with a local expert, almost doing a handoff where they train a British leader in the company culture for, like, 3 months, 6 months, a year—however long it takes. But then leave the local expert to implement it for the long term.”
This is because the local expert will better understand the nuances in the market, helping the company to learn faster what works and what doesn’t in this new region.
This way, you have the company DNA and the local expertise both represented.
Getting to know UK communication preferences
One thing that’s useful to know about people in the UK is their unique sense of humour. British folks tend to be quite dry, sarcastic, and self-deprecating in their humour.
And they enjoy it when they see this kind of humour in marketing or sales content. (You only need to see an episode of Peep Show to understand!)
This is one thing that would help you stand out from the crowd or break down hardened walls when developing GTM motions in the UK.
For example:
If a US rep was able to nail UK humour on a cold call, they’d very quickly be able to win points and start building rapport. If marketing materials were able to incorporate this kind of language and translate that humour, it’d likely catch British prospects’ eyes.
The next recommendation is a bit of an unfortunate one. Michael told us:
“I actually think British people need to get better at this, but storytelling is big in the US and less so in the UK.”
“If you get on a call with a Brit and go into your story straight away, they might think, ‘Why are you telling me all this information?’ Don’t share too much too soon.”
Getting to know UK marketing channels
When it comes to channel options to consider for your GTM strategies, there are a lot you can consider.
LinkedIn for B2B is one of the key channels to be aware of - as it can be highly effective for both marketing and sales in the UK.
However, you should consider your approach to LinkedIn. While having a company profile is still advised, generally, engagement on these pages will be far lower than on personal profiles.
Michael said:
“We got most of our business from my personal LinkedIn. Posting regularly and engaging has been a great channel for us.”
This means utilising your internal team as subject matter experts who share their own content on their own profiles, indirectly raising brand awareness. Generally, people in the UK are more responsive to LinkedIn personal profiles rather than company pages.
You can also consider putting some paid budget behind your subject matter expert posts in the form of thought leadership ads, which allow personal profiles to post ads instead of relying solely on company branding.
Communities
In an era of digital work, there is a rise in online communities that bring people together to share information on what’s working (and what’s not working!) in marketing and sales.
This also includes reviews of vendors, so it’s important to understand the perception of your target market and be aware of the communities in which these conversations happen. WhatsApp groups, Slack channels, and niche forums are also increasingly becoming important spaces for outreach.
Michael said:
“Communities are becoming a bigger thing...whether that’s WhatsApp, Slack, or another community, these are spaces where you can engage meaningfully.”
In-person events
Speaking of connecting with people meaningfully, here is another example of somewhere you can do that: In-person.
Remote interactions still work, but there has been a resurgence in in-person events and meetings. British buyers value the personal touch, especially when it involves the effort of meeting face-to-face.
Michael said:
“We’re doing small dinners with 20 people, where partners bring their customers, and we bring ours. It’s a great way to intermingle and create new opportunities.”
Such initiatives foster closer connections and encourage networking between prospects and clients.
Michael added:
“I’ve closed a lot more deals remotely in the U.S., but in the UK, meeting in person as a final step is often very impactful.”
“They really appreciate you making the effort to come see them, even if it’s taking a train for an hour or two.”
This reflects the UK’s cultural inclination to value effort and personal engagement as a demonstration of genuine interest and commitment.
He said:
“The more we become digital, the more impactful in-person meetings and events become—it’s something different.”
Utilising influencers and partnerships
Influencers and partnerships can be valuable in go-to-market strategies for the UK, particularly for building credibility and accessing new audiences.
Michael said:
“Working with influencers and partners helps access new audiences more quickly and gives credibility by piggybacking on their popularity and trusted brand.”
This approach allows businesses to establish trust through association with well-regarded figures or organisations.
But it’s important that these partnerships look authentic, natural and embedded at all levels.
Michael explained:
“It’s not just about strategic partnerships at the CEO level. Salespeople and CSMs need to be intermingling and aligned with partners to create real value.”
This ensures that partnerships are operationally effective and that the relationship with the influencer looks more than just performative.
SEO and Google
There has been a lot of chatter about Google and SEO searches being dead. But Michael still believes this is a key place to reach people in the UK.
“Even though Gen Z might search on TikTok, big decisions are still being made by people in their forties and fifties, who, in my experience, tend to search more on Google. Google is still very impactful.”
SEO remains critical as a discovery tool, even as younger buyers explore platforms like TikTok.
Getting to know GDPR in the UK
Yes, the GDPR is a big thing for companies operating in the UK. However, it’s not as scary as it sounds.
The GDPR impacts GTM strategies by requiring businesses to handle personal data with transparency, consent, and respect for privacy rights.
Marketers must prioritise opt-in email campaigns, personalised messaging, and non-invasive tactics like content marketing and SEO, while sales teams can leverage "legitimate interest" for targeted, relevant outreach.
Michael explained:
“As long as you have a legitimate business interest in reaching out to someone with sales or marketing materials, then you shouldn’t have a problem. Just be sure it’s personalised outreach with a strong reason as to why you’re contacting them.”
Again, this shows the benefits of quality over quantity regarding outreach in the UK.
Michael added:
“If you send the same email to 2,000 people, they can argue that it’s spam and not legitimate business interest.”
This underscores the importance of avoiding a “spray and pray” approach in regions governed by the GDPR.
The last word
Breaking into the UK market presents both challenges and opportunities, requiring businesses to go beyond replicating strategies from other regions.
Success lies in embracing the cultural nuances, building trust through meaningful engagement, and tailoring go-to-market strategies to align with the UK’s unique preferences.
From leveraging LinkedIn and online communities to embracing the power of in-person meetings and partnerships, the key is to prioritise authenticity, personalisation, and a long-term focus.
The UK market rewards effort and thoughtfulness, whether it’s through localised messaging, GDPR compliance, or demonstrating genuine value to prospects.
By understanding these dynamics and applying the right strategies, businesses can create strong foundations for sustainable growth in this distinctive market.
