/gtm

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.
metadata:
  version: 1.2.0

Strategies: Go-to-Market

Guides go-to-market (GTM) strategy—the blueprint for launching or repositioning a product that aligns product, marketing, sales, and customer success around reaching and winning target customers. Organizations with a defined GTM process see ~10pp higher launch success rates (63% vs 53%) and ~3× median revenue growth. However, ~72% of sales reps miss quota, often due to execution gaps. Use this skill when planning GTM for product launch, new market entry, repositioning, or feature launch.

**When invoking**: On **first use**, if helpful, open with 1–2 sentences on what this skill covers and why it matters, then provide the main output. On **subsequent use** or when the user asks to skip, go directly to the main output.

GTM Scenarios

| Scenario | Scope | Use | |----------|-------|-----| | **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**: Companies with clearly defined ICPs see higher conversion rates and lower CAC. 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,