Strategy & Growth
Go-to-Market
For a new product, service or market, we settle who you sell to first, at what offer and price, through which channel, and prepare sales and marketing to launch together.
The problem
The product is ready and the launch date is set, but nobody has settled who buys first or what sales should say.
In many companies go-to-market work starts after the product is finished and shrinks into launch communications, while the target customer, buying process and price remain untested guesses.
The most common error is defining the market too broadly. A target like “all SMBs” blurs the message, the channel and the sales process at once. Early demand then arrives scattered, and the team can't tell whether weak signals point to the product, the targeting or the price.
Teams also assume that a sales motion proven with current customers will transfer to a new market. It rarely does without redesign.
You may recognize this
- Pricing was set from cost plus margin or a competitor's list price.
- Sales first hears about the new offer during launch week.
- Nobody wrote down what success looks like, so early signals can't be read.
How we work
ICP and beachhead
Customer data, market sizing and buyer interviews produce an ideal customer profile, a narrow first segment and a map of the buying committee.
Offer and price tests
We test packaging, value metric and price range with a Van Westendorp survey and live proposals. The first price is treated as a hypothesis.
Sales motion and channel fit
Deal size and decision length determine whether inbound, outbound, partner-led or product-led fits, and channel spend is matched to what that motion can afford.
Launch tiers and readiness
Launches are tiered by impact. Sales, support, legal and billing readiness sit on one checklist, and a pilot group goes live first.
What we deliver
- ICP document and buying committee map
- Packaging and pricing recommendation
- Channel and sales motion plan
- Sales kit: battlecard, demo flow, proposal template
- Launch calendar and readiness checklist
How we measure
- Qualified opportunities from the target segment: tests whether the ICP exists as described.
- Sales cycle length: shows if the buying process was understood correctly.
- Pilot usage and renewal intent: hints at whether early sales will last.
Taking a new module upmarket
Illustrative scenario: A logistics software company selling to small businesses prepares a module for large manufacturers. Buyer interviews show that IT and procurement decide together and that monthly subscriptions don't fit their contracting. The company starts with pilot customers in one industry and prepares annual contracts and security documentation.
Common questions
Do existing products need a go-to-market plan?
If you're moving to a new segment, country or pricing model, yes. The product may stay the same, but the buyer, the competition and the sales process all change.
Can you support international market entry?
Yes. Buyer interviews, local alternatives, pricing and channel assumptions are handled separately for each target country. Tax, contract or language specialists are built into the plan where needed.
How early should we start?
While the target segment and price can still change. Once contracts and campaigns are locked, findings become hard to act on.
Before we work together, let's think together.
Requests are answered by the founder.