Go To Market Strategy

Purpose

Produce an elite-tier go-to-market strategy document that identifies the market wedge, selects and scores beachhead segments, designs channel strategy with unit economics, sequences launch phases with gates and kill criteria, positions against competitors, and defines success metrics with explicit failure conditions — a GTM strategy a PM cannot produce unaided. The output is a GTM Strategy Document — not a launch checklist, but a structural argument for how to win the first customers and compound from there.

When to Use / When NOT to Use

Use this skill when:

• Launching a new product or feature into a market (new or existing)
• Entering a new market with an existing product
• Pivoting an existing product's GTM motion (e.g., sales-led to product-led)
• Evaluating whether a market entry is viable (go/no-go decision)
• Designing channel strategy with unit economics constraints
• Planning launch sequencing with explicit gates and kill criteria
• Assessing launch readiness before committing budget

Do NOT use this skill when:

• You need a competitive analysis without a launch plan (use Competitive Market Analysis skill)
• You need a product specification (use Specification Writing skill)
• You need to validate a problem exists before solving it (use Problem Framing skill)
• You need to run experiments to validate assumptions (use Metric Design & Experimentation skill)
• You need a marketing campaign plan (this produces strategy, not execution assets)
• The product is already at scale and you need retention/growth optimization (this is for market entry, not market defense)

Anti-inputs (what this skill does NOT handle):

• Marketing copy, email sequences, or campaign assets (downstream of GTM strategy)
• Pricing model design in isolation (pricing is one dimension of channel economics here, not the sole output)
• Organizational design for GTM teams (team structure follows strategy, not the other way around)
• International expansion playbooks (this covers market entry logic; localization is a separate discipline)

Context Gate (Step -1: Is GTM Strategy the Right Artifact?)

Before applying any framework, verify that a GTM strategy document is what the situation actually needs. The most common failure mode is producing an excellent GTM strategy for a product that shouldn't be launched yet.

Run these checks BEFORE proceeding:

If all checks pass: Proceed to Framework Selection (Step 0).

If 1-2 checks fail: Note the gaps explicitly in the output header and proceed with caveats. Flag which sections are hypothetical.

If 3+ checks fail: Stop. The right artifact is not a GTM strategy. Recommend the upstream skill.

Reader Navigation

How to Read This Document

Notation Key

Format Rules (Read First)

These rules govern every output produced by this codex. They are quality enforcement mechanisms, not style preferences.

1. Take positions. Never hedge with weasel words. "Likely," "may," "could," and "seems" are banned from conclusions. Flag uncertainty with explicit confidence levels: H (>70% confident), M (40-70%), L (<40%). Example: "The beachhead segment is 10-50 person design agencies hitting Figma collaboration limits (H)" not "SMBs could be a good target market."

2. Per-cell evidence tier annotation is mandatory in all comparison matrices. Every cell in a segment scoring table, channel economics comparison, or positioning matrix must carry an inline evidence tier tag: (T1), (T2), (T3) etc. Where evidence is absent: (T6: inferred). A matrix with untagged cells is incomplete.

3. The O→I→R→C→W cascade applies to ALL strategic recommendations, not just final sections. Format: Observation [evidence tier] → Implication [mechanism] → Response [specific action + owner + timeline] → Confidence [H/M/L + assumption] → Watch Indicator [observable signal + threshold].

4. Begin with Framework Selection (Step 0) before applying any framework. Identify the stage (new market entry, expansion, feature launch, pivot); select the 3-4 load-bearing frameworks; note which to skip.

5. Contradictions between frameworks are signal, not noise. When two frameworks reach different conclusions (e.g., segment scoring says enterprise but channel economics says PLG/SMB), surface the contradiction explicitly and state which to weight more heavily and why.

6. Flag time-sensitive claims. Any claim based on data older than 6 months must carry [POTENTIALLY STALE — verify before presenting]. Market conditions change faster than competitive positions.

7. Flag thin-evidence conclusions. If a key strategic conclusion rests only on Tier 4-6 evidence, prepend it with [EVIDENCE-LIMITED: validate with Tier 1-2 before acting].

8. First reference to any framework includes a one-line explanation. Not everyone reading a GTM strategy knows what "PLG" or "CAC" or "beachhead" means. Example: "Product-led growth (PLG) — users adopt the product through self-serve trial before any sales contact." This makes the document navigable by non-creators.

9. The Executive Summary uses zero framework jargon. A VP who has never heard of "beachhead strategy" or "CAC payback period" must be able to read the Executive Summary and make a decision. Framework terms appear in the body, not the summary.

Output Template (Mandatory Document Skeleton)

Every GTM Strategy Document MUST follow this exact structure. Copy this skeleton and fill it in. Do not reorder sections, skip sections, or invent new top-level sections. If a framework was skipped in Step 0, note "Skipped — not load-bearing for this stage" in that section.

# GTM Strategy: [Product — e.g., "Vanta Analytics Self-Serve Launch"]

> **Date:** [YYYY-MM-DD] | **Stage:** [new_market_entry / existing_market_expansion / feature_launch / pivot] | **Confidence band:** [Overall H/M/L] | **Staleness window:** [Date after which key claims need revalidation]

---

## How to Read This Document

[Reader Navigation table — by time available and by role. See Reader Navigation section above.]

## Notation Key

[Symbol definitions table. See Notation Key above.]

---

## Executive Summary

[≤300 words. Zero jargon. A VP reads only this and decides whether to fund the GTM. Must answer: What are we launching? For whom? Why now? What's the entry point? What does success look like in 6 months? What kills this? Final sentence = the recommended action in bold.]

---

## Step 0: Framework Selection

| Stage | Primary frameworks (apply in full) | Supporting frameworks (scan only) | Skipped (why) |
|---|---|---|---|
| [e.g., "New market entry"] | [e.g., Market Entry Thesis, Segment Selection, Channel Strategy] | [e.g., Distribution & Growth Mechanics] | [e.g., "Competitive Positioning — no direct competitors yet"] |

---

## 1. Market Entry Thesis

### Why This Market

[Market selection rationale — size, growth, structural opportunity]

### Why Now (Timing Thesis)

| Timing Signal | Evidence | Confidence |
|--------------|----------|------------|
| [e.g., "Regulatory change creating demand"] | [specific evidence] (TX) | H/M/L |
| [e.g., "Incumbent distracted by platform migration"] | [specific evidence] (TX) | H/M/L |
| [e.g., "Cost curve crossing — AI makes X viable at Y price"] | [specific evidence] (TX) | H/M/L |

### The Wedge

[What is the specific gap in the incumbent's armor? What gives you disproportionate advantage in a specific segment? This is NOT "we're better" — it's "we can win THIS slice because of THIS structural advantage."]

### Wedge Defensibility Assessment

| Dimension | Assessment | Evidence |
|-----------|-----------|----------|
| Time to replicate | [months/years] | (TX) |
| Capital to replicate | [$X] | (TX) |
| Structural barrier | [what prevents copying — counter-positioning, data moat, regulatory, network effects] | (TX) |
| **Verdict** | [Durable moat / Temporary arbitrage / Speed-dependent] | H/M/L |

### Go/Wait/Pivot Decision Table

| Signal | Market Ready | Market NOT Ready |
|--------|-------------|-----------------|
| Product readiness | → **GO**: launch beachhead | → **WAIT**: build MVP, re-assess in [X weeks] |
| Product NOT ready | → **BUILD**: market is ready, accelerate product | → **PIVOT**: wrong market or wrong product |

---

## 2. Segment Selection & Prioritization

### Beachhead Candidates

| Segment | Description | Size (est.) | Evidence |
|---------|------------|-------------|----------|
| [Segment A] | [Specific enough to find 100 prospects by name] | [$ or # users] (TX) | [How you know this segment exists] |
| [Segment B] | [Same specificity] | [$ or #] (TX) | [Evidence] |
| [Segment C] | [Same specificity] | [$ or #] (TX) | [Evidence] |

### ICP Scoring Matrix

| Criterion | Weight | Segment A | Segment B | Segment C |
|-----------|:------:|:---------:|:---------:|:---------:|
| Acute pain (validated) | 25% | [1-5] (TX) | [1-5] (TX) | [1-5] (TX) |
| Willingness to pay | 20% | [1-5] (TX) | [1-5] (TX) | [1-5] (TX) |
| Accessibility (can you reach them?) | 20% | [1-5] (TX) | [1-5] (TX) | [1-5] (TX) |
| Reference-ability (will they tell others?) | 15% | [1-5] (TX) | [1-5] (TX) | [1-5] (TX) |
| Expansion potential (leads to adjacent segments?) | 10% | [1-5] (TX) | [1-5] (TX) | [1-5] (TX) |
| Competitive vacuum (incumbents weak here?) | 10% | [1-5] (TX) | [1-5] (TX) | [1-5] (TX) |
| **Weighted Score** | | **[X.X]** | **[X.X]** | **[X.X]** |

### Expansion Path

[Beachhead → Adjacent Segment 1 → Adjacent Segment 2 → Mainstream]
[For each transition: what evidence or milestone triggers expansion? What do you carry from the previous segment (references, product features, channel)?]

---

## 3. Channel Strategy with Unit Economics

### Channel Selection Matrix

| Channel | Segment Fit | CAC (est.) | Payback (mo.) | LTV/CAC | Scalability | Evidence |
|---------|:-----------:|:----------:|:-------------:|:-------:|:-----------:|:--------:|
| [Direct sales] | [H/M/L] | [$X] (TX) | [X mo.] (TX) | [X:1] (TX) | [H/M/L] | [source] |
| [PLG / self-serve] | [H/M/L] | [$X] (TX) | [X mo.] (TX) | [X:1] (TX) | [H/M/L] | [source] |
| [Content/SEO] | [H/M/L] | [$X] (TX) | [X mo.] (TX) | [X:1] (TX) | [H/M/L] | [source] |
| [Paid acquisition] | [H/M/L] | [$X] (TX) | [X mo.] (TX) | [X:1] (TX) | [H/M/L] | [source] |
| [Partnership/channel] | [H/M/L] | [$X] (TX) | [X mo.] (TX) | [X:1] (TX) | [H/M/L] | [source] |
| [Community] | [H/M/L] | [$X] (TX) | [X mo.] (TX) | [X:1] (TX) | [H/M/L] | [source] |

### Primary Channel Deep-Dive

[For the #1 selected channel: full conversion funnel, unit economics at each stage, evidence requirements before scaling budget]

### Channel Sequencing

| Phase | Channel | Budget | Success Criteria to Add Next Channel |
|-------|---------|--------|--------------------------------------|
| Phase 1 | [ONE channel] | [$X] | [Metric ≥ threshold, e.g., "CAC < $200 on 50+ conversions"] |
| Phase 2 | [Add second] | [$X] | [Metric ≥ threshold] |
| Phase 3 | [Add third] | [$X] | [Metric ≥ threshold] |

---

## 4. Launch Sequencing & Gating

### Phase Plan

| Phase | Duration | Audience | Gate Criteria (must ALL be true to proceed) | Kill Criteria (if ANY true, stop) |
|-------|----------|----------|----------------------------------------------|-----------------------------------|
| **Alpha** (internal) | [X weeks] | [Internal team, N users] | [List specific metrics] | [List specific thresholds] |
| **Closed Beta** (design partners) | [X weeks] | [N design partners] | [List specific metrics] | [List specific thresholds] |
| **Open Beta** (waitlist) | [X weeks] | [N users from waitlist] | [List specific metrics] | [List specific thresholds] |
| **GA** (general availability) | [X weeks] | [Target segment] | [List specific metrics] | [List specific thresholds] |
| **Scale** | [Ongoing] | [Expansion segments] | [List specific metrics] | [List specific thresholds] |

### Launch Risk Register

| Risk | Phase | Severity (1-5) | Probability (H/M/L) | Mitigation | Owner |
|------|-------|:--------------:|:--------------------:|------------|-------|
| [Risk 1] | [Phase] | [X] | [H/M/L] | [Specific action] | [Role] |
| [Risk 2] | [Phase] | [X] | [H/M/L] | [Specific action] | [Role] |

---

## 5. Competitive Positioning for Launch

### Positioning Statement

> For **[target customer]** who **[need/job-to-be-done]**, **[product]** is a **[market category]** that **[key benefit]**. Unlike **[primary alternative]**, we **[key differentiator]**.

### Battlecards (per competitor)

**vs. [Competitor A]:**
| They'll Say | You Say | Evidence |
|------------|---------|----------|
| "[Objection 1]" | "[Counter + proof point]" | (TX) |
| "[Objection 2]" | "[Counter + proof point]" | (TX) |

**vs. [Competitor B]:**
[Same structure]

### Positioning Validation Checklist

- [ ] Tested with ≥5 prospects before launch
- [ ] Positioning resonates with target segment (not just internal team)
- [ ] Differentiation is verifiable (not aspirational)
- [ ] Category choice is intentional (creating new vs. entering existing)

---

## 6. Success Metrics & Failure Criteria

### Leading Indicators (weekly review)

| Metric | Target | Goodhart Countermeasure | Antidote Metric |
|--------|--------|------------------------|-----------------|
| [e.g., Activation rate] | [≥X%] | [How it could be gamed] | [What to also watch] |
| [e.g., Time-to-value] | [≤X days] | [How it could be gamed] | [What to also watch] |

### Lagging Indicators (monthly review)

| Metric | Target (6-mo) | Target (12-mo) |
|--------|:-------------:|:--------------:|
| [e.g., Revenue] | [$X] | [$X] |
| [e.g., Retention] | [≥X%] | [≥X%] |

### Failure Criteria (HARD stops — not "reassess")

| Condition | Timeframe | Action |
|-----------|-----------|--------|
| [e.g., "<50 beta signups after 4 weeks of outreach"] | [By date] | **STOP:** [Specific action — pivot, kill, or redesign] |
| [e.g., "CAC >3x target after 100 conversions"] | [By date] | **STOP:** [Specific action] |
| [e.g., "NPS <20 from design partners"] | [By date] | **STOP:** [Specific action] |

### Review Cadence

| Cadence | What's Reviewed | Decision Authority | Escalation |
|---------|----------------|-------------------|------------|
| Weekly | Leading indicators | PM | Flag to VP if 2+ metrics miss for 2+ weeks |
| Monthly | Lagging indicators + gate criteria | PM + VP | Kill/pivot decision if failure criteria met |
| Quarterly | Full GTM strategy review | VP/GM | Strategy re-architecture if market conditions shift |

---

## 7. Distribution & Growth Mechanics

### Growth Model

| Model | Applicability | Evidence | Investment Required |
|-------|:------------:|----------|:-------------------:|
| Viral (user invites user) | [H/M/L/N/A] | [Why or why not] (TX) | [$X] |
| Content (SEO/thought leadership) | [H/M/L/N/A] | [Why or why not] (TX) | [$X] |
| Sales-led | [H/M/L/N/A] | [Why or why not] (TX) | [$X] |
| Product-led (PLG) | [H/M/L/N/A] | [Why or why not] (TX) | [$X] |
| Platform/marketplace | [H/M/L/N/A] | [Why or why not] (TX) | [$X] |

### Flywheel Design

[Which actions create compounding advantages? Draw the loop: More X → More Y → Better Z → More X]

### Reference Customer Strategy

| Slot | Target Profile | Selection Criteria | Storytelling Value |
|:----:|---------------|--------------------|--------------------|
| 1 | [Specific company type] | [Why this customer matters as a reference] | [What story they tell] |
| 2 | [Specific company type] | [Why] | [Story] |
| 3-5 | [Remaining slots] | [Criteria] | [Stories] |

---

## Strategic Recommendations (O→I→R→C→W Cascade)

**Recommendation 1: [Title]**
- **Observation** [TX]: [What we see]
- **Implication**: [Why it matters — the mechanism]
- **Response**: [Specific action + owner + timeline]
- **Confidence**: [H/M/L] — assumes [key assumption]
- **Watch**: [Observable signal]; if [threshold], re-assess

**Recommendation 2: [Title]**
[Same structure]

**Recommendation 3: [Title]**
[Same structure]

---

## Cross-Framework Contradictions

| Contradiction | Framework A says | Framework B says | Resolution / Which to weight |
|---|---|---|---|
| [e.g., "Segment scoring vs. channel economics"] | [Segment A scores highest] | [Channel economics favor Segment B's motion] | [Which matters more and why] |

---

## Assumption Registry

| # | Assumption | Framework it underpins | Confidence | Evidence | What would invalidate this |
|---|---|---|---|---|---|
| 1 | | | H/M/L | (TX) | |
| 2 | | | H/M/L | (TX) | |
| 3 | | | H/M/L | (TX) | |

---

## Adversarial Self-Critique

**Weakness 1: [Title]**
[Steelmanned argument against this GTM strategy. What assumption is made? What evidence would disprove it? Scenario where this launch is catastrophically wrong.]

**Weakness 2: [Title]**
[Same depth]

**Weakness 3: [Title]**
[Same depth]

---

## Revision Triggers

| Trigger | What to re-assess | Timeline |
|---|---|---|
| [Observable event — e.g., "Competitor launches competing product"] | [Which sections break] | [When to check] |
| [e.g., "Key assumption invalidated"] | [Which sections break] | [When to check] |

---

## Sources

[All sources cited in the strategy, with evidence tier and date.]

Rules for using this template:

1. Do not skip sections. If a section isn't applicable, write "Skipped — [reason]" and move on.
2. Every table cell with a rating, estimate, or claim must have an evidence tier tag — (T1) through (T6).
3. Section headers are conclusions, not labels. Replace generic headers (e.g., "Channel Strategy") with insight headers (e.g., "PLG Is the Only Viable Channel — Direct Sales CAC Is 5x Too High") after completing the section.
4. The Executive Summary is written last but appears first. Do not write it until all sections are complete.
5. Failure Criteria must be specific and time-bound. "Revenue is too low" is not a failure criterion. "<$50K ARR after 6 months with ≥$200K GTM spend" is.

Domain Frameworks

This section IS the knowledge weapon. Each framework is encoded with its scoring rubrics, decision tables, and application methodology — not merely referenced. A PM using this skill produces a GTM strategy that requires these frameworks; without them, the output degrades to a generic launch plan.

Framework 1: Market Entry Thesis

The structural argument for why this market, why now, and what gives you a disproportionate right to win a specific slice. Without a market entry thesis, a GTM strategy is a plan to spend money without a theory of why it will work.

The Three Pillars:

Timing Thesis — The Four Forces:

Decision Table — Should We Enter?

Wedge Identification Method:

A wedge is not "our product is better." A wedge is a structural advantage in a specific segment that incumbents cannot easily replicate. The wedge is what gets you the first 10 customers without competing on brand, distribution, or scale — advantages you don't have yet.

Anti-pattern: "Large TAM Therefore Enter"

The sentence "The market is $50B so even 1% = $500M" contains zero strategic content. It doesn't explain:

• Why you can capture any share at all
• Which segment of the TAM is accessible to you
• What your wedge is against players who already have distribution, brand, and scale
• Why now rather than 2 years ago or 2 years from now

If your market entry thesis is "big market + good product = success," you don't have a market entry thesis. You have a hope.

Framework 2: Segment Selection & Prioritization

The single most consequential GTM decision: who to target first. Get this wrong and everything downstream fails — wrong channels, wrong messaging, wrong product priorities. A beachhead segment (the first market niche you dominate completely before expanding) must be specific enough to find 100 prospects by name.

Segment Definition Rules:

ICP Scoring Rubric:

Decision Table — Beachhead Selection:

Expansion Path — Crossing the Chasm Connection:

The beachhead is not the destination. It's the first pin in the bowling alley (Geoffrey Moore's metaphor for sequential niche domination that builds to mainstream adoption). Each segment transition must be planned:

Framework 3: Channel Strategy with Unit Economics

Channels are not "marketing tactics." Channels are the economic engine of your GTM. A channel that doesn't have viable unit economics is a way to lose money efficiently.

Channel Taxonomy with Fit Indicators:

Per-Channel Unit Economics Template:

For the primary channel, calculate:

Awareness → Interest → Trial/Demo → Activation → Paid Conversion → Retention → Expansion

Funnel Stage          | Volume    | Conversion | Cost/Stage  | Cumulative CAC
─────────────────────────────────────────────────────────────────────────────
Awareness (impressions)| [X]      | [X%]       | $[X]       | $[X]
Interest (clicks/signups)| [X]   | [X%]       | $[X]       | $[X]
Trial/Demo            | [X]      | [X%]       | $[X]       | $[X]
Activation            | [X]      | [X%]       | $[X]       | $[X]
Paid conversion       | [X]      | [X%]       | $[X]       | $[X] ← This is your CAC
─────────────────────────────────────────────────────────────────────────────
Payback period: [X months] = CAC / (Monthly revenue per customer)
LTV/CAC: [X:1] = (ARPU × Avg. lifetime months × Gross margin) / CAC

Minimum Viable Channel Rule:

Start with ONE channel. Prove it works (positive unit economics on ≥50 conversions). Then add a second. Multi-channel from day 1 is a failure mode — you learn nothing because no channel gets enough investment to produce statistically meaningful signal.

Evidence Requirements Before Scaling:

Framework 4: Launch Sequencing & Gating

Every launch has phases. Every phase has gates. Every gate has kill criteria. A launch without gates is a launch without learning — you'll discover problems at GA that should have been caught in beta.

Phase Taxonomy:

Gate Criteria Rubric:

Each phase transition requires ALL gates to pass. If any gate fails, you stay in the current phase, fix the issue, and re-evaluate.

Kill Criteria — Hard Stops:

Kill criteria are not "reassess" criteria. They are specific, time-bound conditions that mean "stop spending money on this GTM." The purpose of kill criteria is to prevent sunk cost escalation — continuing a failing launch because you've already invested.

Minimum Viable Launch (MVL):

The MVL is the smallest launch that produces learning, not the biggest launch you can afford. The purpose of each phase is to answer a specific question:

Framework 5: Competitive Positioning for Launch

Positioning is not messaging. Positioning is the strategic decision about what mental real estate you occupy in the buyer's mind relative to alternatives. Messaging is how you communicate that position. Get positioning wrong and no amount of brilliant messaging will fix it.

April Dunford's Positioning Framework (adapted for GTM):

Positioning Statement Template:

For [target customer with specific pain] who [currently do X with Y limitations], [product] is a [market category] that [delivers specific value]. Unlike [primary competitive alternative], [product] [key differentiator that matters to this segment].

Positioning Validation:

Test positioning with ≥5 prospects from the target segment BEFORE launch. Iterate based on:

Battlecard Structure:

For each primary competitor, build a battlecard that sales and marketing can use:

…(truncated)