| name | gtm-strategy |
| description | When the user wants to plan go-to-market strategy, GTM framework, or market entry. Also use when the user mentions "GTM," "go-to-market," "market entry," "new market," "repositioning," "PLG," "sales-led," "product-led," "marketing-led," "ICP," "buyer persona," "GTM motion," or "market expansion." For launch checklist, use product-launch. |
| tags | ["nontechnical","marketing-skills","gtm-strategy","strategy","sales","marketing"] |
| metadata | {"version":"1.1.1"} |
----|-------|-----|
| Product launch | New product to market | Full GTM; see product-launch for launch execution |
| New market entry | New geography or segment | Full GTM; different buying behaviors, competitors, regulations |
| Repositioning | Shift who you serve, what you solve | Messaging, ICP, channel alignment; not just rebrand |
| Feature launch | New capability in existing product | Tiered by impact; T1 (revenue) = full planning; T2/T3 = lighter |
GTM vs product launch: GTM is the strategy; product launch is the execution phase. GTM applies to multiple scenarios—not just new products.
GTM Modes
| Mode | When to Use | ACV | Buyer |
|---|
| Product-led (PLG) | Value in minutes; self-evaluate; simple adoption | <$10K | Buyer = end user |
| Sales-led (SLG) | Multi-stakeholder; complex procurement; implementation | >$25K | Enterprise; negotiation |
| Marketing-led (MLG) | Content, SEO, paid drive awareness; market education | Varies | Demand gen focus |
| Hybrid | PLG for acquisition; sales for expansion | Common | Self-serve → sales handoff |
Decision factors: ACV, product complexity, buyer profile, how customers want to buy. Target LTV:CAC ≥3:1; CAC payback <12 months.
90-Day Execution Framework
| Phase | Weeks | Focus |
|---|
| Market analysis | 1–3 | Validate demand; competitive landscape; TAM; buying signals |
| Strategy design | 4–6 | ICP, personas; positioning; pricing; GTM mode; channels |
| Execution build | 7–9 | Messaging, content, sales playbook; tech stack |
| Launch & iterate | 10–12 | Go live; measure; iterate |
Key: Connect plan to real buying activity within 90 days—not disconnected strategy documents.
ICP vs Buyer Persona
| Type | Level | Defines |
|---|
| ICP | Company | Which organizations deliver best unit economics; firmographics (industry, size, revenue), technographics, problem intensity |
| Buyer persona | Individual | Decision-makers within target companies; roles, goals, pain points, objections, preferred channels |
ICP impact: Defined ICPs → ~68% higher conversion, ~50% lower CAC, ~30% shorter sales cycles. Include negative profiles (explicit disqualifiers) to protect pipeline quality.
Market Analysis
| Element | Purpose |
|---|
| TAM | Total addressable market; named account lists; primary TAM, serviceable TAM, accounts with buying signals |
| Competitive landscape | Customer bases, strengths, weaknesses, positioning claims |
| Buying patterns | Replace assumptions with data; customer pain points; decision criteria |
Enterprise / High-ACV Challenges
| Challenge | Mitigation |
|---|
| Customization | Product modularity; professional services; clear scope |
| Data security / private deployment | On-prem or private cloud; compliance; security certifications |
| Procurement cycles | Multi-stakeholder alignment; champion building; long sales cycles |
| Buy vs SaaS | Total cost of ownership; flexibility; ongoing value |
Use: When GTM targets enterprise or high-ACV—expect longer cycles, procurement, and security requirements.
New Market Entry
~70% of international market entries fail within two years—often from overestimating demand, underestimating execution, spreading resources thin.
| Entry model | Trade-off |
|---|
| Organic expansion | High control; slower; capital-intensive |
| Strategic partnerships | Faster access; shared risk; reduced control |
| M&A / Acquisition | Immediate presence; high integration risk |
| Asset-light (EOR, outsourcing) | Fastest; minimal upfront; market testing |
| Pilot testing | Lowest commitment; validation |
Critical: Domestic playbook won't transfer. Buying behaviors vary (self-service US vs consultation-heavy Europe vs relationship-driven APAC); competitive landscapes shift; regulatory complexity multiplies (GDPR, data localization).
Repositioning
Repositioning = Strategic shift in who you serve, what problem you solve, where you play. Rebranding = Visual/verbal expression (logo, voice). Repositioning ≠ rebrand.
| When to reposition | Avoid |
|---|
| Moving upmarket (SMB → enterprise) | Quick fix for missed quarters |
| New geography with different dynamics | Leadership boredom |
| ICP fundamentally changed | |
| Major pivot, launch, or acquisition | |
Success factors: Research-driven (customer discovery, market analysis); cross-functional alignment (sales, marketing, product, clinical); sharp differentiation.
Cross-Functional Alignment
- RACI: Responsible, Accountable, Consulted, Informed—clarify roles across teams
- Shared timelines, tools, accountability
- Consistent messaging across all channels
Output Format
- Scenario (product launch, new market, repositioning, feature)
- GTM mode (PLG/SLG/MLG/Hybrid) recommendation
- 90-day phase plan
- ICP and persona (or link to project-context)
- Market analysis checklist
- Launch execution → see product-launch
Related Skills
- product-launch: Launch execution; channels, timeline, checklist; implements GTM for product launch
- pmf-strategy: Validate PMF before scaling GTM
- cold-start-strategy: First users; differs from full GTM (0→1 vs commercialization)
- rebranding-strategy: Domain change, 301, announcement; when repositioning includes rebrand
- localization-strategy: New market entry; i18n, multilingual
- paid-ads-strategy: Ad channel for GTM
- website-structure: Pages needed for GTM
- branding: Positioning, differentiation; GTM messaging foundation
