Scan to join WeChat group<quick_start> ICP scoring: 80+ = Ideal | 60-79 = Good | 40-59 = Marginal | <40 = Pass
Positioning statement:
For [target] who [need], [product] is a [category] that [benefit].
Unlike [alternative], our product [differentiator].
Value-based pricing: Price at 10-20% of quantified value delivered
Opportunity score: /100 across Market Fit, Technical Fit, GTM Fit, Personal Fit, Economics </quick_start>
<success_criteria> GTM strategy is successful when:
- ICP documented with scoring criteria (firmographics, technographics, psychographics)
- Positioning statement follows April Dunford framework
- Pricing anchored to quantified value (not cost-plus)
- Tier structure follows Good/Better/Best with clear feature gates
- Opportunity scoring identifies red flags and good signals
- Battle cards created for top 3 competitors
- Launch checklist completed (pre-launch, launch, post-launch) </success_criteria>
<core_content> Comprehensive guide for B2B go-to-market strategy, pricing, and opportunity evaluation.
Quick Reference
| Framework | Purpose | When to Use | |-----------|---------|-------------| | ICP Development | Define ideal customer | Before any outreach | | Positioning | Differentiate in market | Product launch, pivot | | Messaging Hierarchy | Consistent communication | Sales enablement | | Competitive Intel | Understand landscape | Deal strategy, positioning | | Value-Based Pricing | Price by value delivered | Setting initial prices | | Tier Structure | Package offering | Feature gating decisions | | Opportunity Scoring | Evaluate fit | New client/project decisions |
Part 1: Go-To-Market Strategy
ICP Development Framework
Three Dimensions of ICP
icp_framework:
firmographics:
- company_size: "50-500 employees"
- revenue_range: "$10M-$100M ARR"
- industry: ["Primary vertical", "Secondary vertical"]
- geography: "North America"
- growth_stage: "Series A-C or profitable"
technographics:
- current_stack: ["CRM", "ERP", "Industry tools"]
- tech_maturity: "Mid - has CRM, considering automation"
- integration_needs: ["ERP", "Accounting", "Field Service"]
- cloud_adoption: "Hybrid or cloud-first"
psychographics:
- pain_awareness: "Problem-aware, solution-seeking"
- change_readiness: "Has budget, executive sponsor"
- buying_process: "Committee (3-5 stakeholders)"
- risk_tolerance: "Moderate - needs proof points"
ICP Scoring Template
| Criterion | Weight | Score (1-5) | Weighted | |-----------|--------|-------------|----------| | Company size fit | 20% | | | | Industry match | 20% | | | | Tech stack compatibility | 15% | | | | Pain point alignment | 25% | | | | Budget availability | 20% | | | | Total | 100% | | |
Tiers: 80+ = Ideal | 60-79 = Good Fit | 40-59 = Marginal | <40 = Poor Fit
Positioning Framework
April Dunford's Positioning Canvas
## [Product] Positioning Statement
**Competitive Alternatives**: What would customers use if we didn't exist?
> [List 2-3 alternatives]
**Unique Attributes**: What do we have that alternatives don't?
> [List differentiators]
**Value**: What capability do those attributes enable?
> [Translate features to benefits]
**Target Customers**: Who cares most about this value?
> [Specific customer characteristics]
**Market Category**: What context makes our value obvious?
> [Category or create new one]
Positioning Statement Template
For [target customer] who [statement of need],
[product name] is a [market category]
that [key benefit/differentiation].
Unlike [competitive alternative],
our product [primary differentiator].
Messaging Hierarchy
Level 1: Strategic Narrative (Company)
├── Who we are
├── What we believe
└── Why we exist
Level 2: Solution Messaging (Product)
├── What it does
├── Key differentiators (3 max)
└── Proof points
Level 3: Persona Messaging (Audience)
├── Pain points by role
├── Value props by role
└── Objection handling by role
Persona Messaging Matrix
| Persona | Pain Points | Value Props | Proof Points | |---------|-------------|-------------|--------------| | CFO | Cost visibility, compliance | ROI, audit trail | Case study: 30% savings | | Ops Director | Manual processes, errors | Automation, accuracy | Demo: 10x faster | | End User | Clunky tools, training | Easy to use, mobile | G2 reviews: 4.8/5 |
Competitive Intelligence
Battle Card Structure
## Competitor: [Name]
### Overview
- Founded: YYYY | HQ: Location | Funding: $XXM
- Target market: [description]
- Pricing: [model and range]
### Strengths (acknowledge honestly)
- [Strength 1]
- [Strength 2]
### Weaknesses (our opportunities)
- [Weakness 1 -> our advantage]
- [Weakness 2 -> our advantage]
### Common Objections When We Compete
| Objection | Response |
|-----------|----------|
| "They're cheaper" | [Value-based response] |
| "They have feature X" | [Alternative or roadmap] |
### Win Strategy
1. Lead with [differentiator]
2. Demonstrate [proof point]
3. Reference [customer story]
Channel Strategy
GTM Motion Selection
| Motion | Best For | CAC | Sales Cycle | Team | |--------|----------|-----|-------------|------| | Product-Led | Low ACV (<$5K), self-serve | Low | Days | Growth | | Sales-Assisted | Mid ACV ($5-50K) | Medium | Weeks | SDR+AE | | Enterprise | High ACV ($50K+) | High | Months | AE+SE | | Partner/Channel | Geographic expansion | Variable | Variable | Partner Mgr |
Launch Playbook Checklist
## Pre-Launch (T-30 days)
- [ ] ICP documented and validated
- [ ] Positioning finalized
- [ ] Messaging hierarchy complete
- [ ] Battle cards created
- [ ] Sales enablement materials ready
- [ ] Pricing approved
## Launch Week
- [ ] Press release distributed
- [ ] Website updated
- [ ] Sales team trained
- [ ] Customer references lined up
- [ ] Outbound sequences activated
## Post-Launch (T+30 days)
- [ ] Win/loss analysis started
- [ ] Messaging refinement based on feedback
- [ ] Pipeline review
- [ ] Competitive response documented
Part 2: Pricing Strategy
Pricing Models Overview
| Pricing Model | Best For | Complexity | |---------------|----------|------------| | Flat rate | Simple products | Low | | Per seat | Team collaboration tools | Medium | | Usage-based | APIs, infrastructure | High | | Tiered | Feature differentiation | Medium | | Hybrid | Enterprise SaaS | High |
Value-Based Pricing Process
value_pricing_steps:
1_understand_value:
- "What problem does this solve?"
- "What's the cost of the problem?"
- "What's the value of the solution?"
2_quantify_value:
- "Time saved x hourly rate"
- "Revenue increased"
- "Costs avoided"
- "Risk mitigated"
3_capture_value:
- "Price at 10-20% of value delivered"
- "Anchor to alternatives"
- "Leave money on table for adoption"
4_communicate_value:
- "ROI calculators"
- "Case studies with numbers"
- "Value-based proposals"
Value Calculation Template
## Value Calculation: [Product/Service]
### Time Savings
- Hours saved per week: __
- Hourly rate of user: $__
- Weekly savings: $__
- Annual savings: $__
### Revenue Impact
- Additional deals/month: __
- Average deal value: $__
- Monthly revenue increase: $__
- Annual revenue increase: $__
### Cost Avoidance
- Errors prevented: __
- Cost per error: $__
- Annual savings: $__
### Total Annual Value: $__
### Suggested Price Point
- 10% of value: $__/year
- 15% of value: $__/year
- 20% of value: $__/year
Tiered Pricing Structure
Good/Better/Best Framework
## Tier Structure
### Good (Entry)
**Price**: $X/month
**Target**: [Entry segment]
**Core value**: [Primary use case]
**Limitations**: [What's not included]
### Better (Growth) <- ANCHOR
**Price**: $Y/month (most popular)
**Target**: [Primary segment]
**Core value**: [Expanded use cases]
**Includes**: Everything in Good, plus:
- [Feature 1]
- [Feature 2]
- [Feature 3]
### Best (Scale)
**Price**: $Z/month or Custom
**Target**: [Enterprise segment]
**Core value**: [Full platform]
**Includes**: Everything in Better, plus:
- [Advanced feature 1]
- [Advanced feature 2]
- [Enterprise requirements]
Feature Gating Strategy
feature_gating:
gate_by_scale:
- "Number of users"
- "Number of projects"
- "API calls"
- "Storage"
gate_by_sophistication:
- "Advanced features in higher tiers"
- "Integrations at higher tiers"
- "Automation at higher tiers"
gate_by_control:
- "Admin controls"
- "SSO/SAML"
- "Audit logs"
- "Custom roles"
never_gate:
- "Security features"
- "Core functionality"
- "Data export"
Pricing Psychology
pricing_psychology:
anchoring:
principle: "First price seen influences perception"
application: "Show enterprise tier first, or '60% choose Pro'"
decoy_effect:
principle: "Irrelevant option changes preference"
application: "Add tier that makes target tier look good"
price_ending:
principle: "9s feel like deals, 0s feel premium"
application: "$99 for SMB, $100 for enterprise"
bundling:
principle: "Bundles feel like better value"
application: "Package features vs. selling a la carte"
annual_discount:
principle: "Upfront commitment = better terms"
application: "20% discount for annual (2 months free)"
Discounting Strategy
discount_types:
volume:
trigger: "Commitment to scale"
range: "10-30%"
example: "20% off for 100+ seats"
term:
trigger: "Annual commitment"
range: "15-25%"
example: "2 months free on annual"
competitive:
trigger: "Switching from competitor"
range: "20-40%"
example: "Match remaining contract"
strategic:
trigger: "Reference customer, logo value"
range: "Up to 50%"
example: "Name brand + case study"
When NOT to Discount
- Customer hasn't articulated value
- No competitive pressure
- Early in negotiation
- Customer is price shopping
- Deal doesn't meet minimum size
Alternatives to Discounting:
- Extended payment terms
- Additional services/training
- Extended trial
- Success milestones unlock features
- Multi-year lock-in
Part 3: Opportunity Evaluation
Brainstorming Lens
I'm a sounding board, not a scorecard. I'll help you:
- Think out loud about what excites you (and what doesn't)
- Spot patterns you might be missing
- Ask the uncomfortable questions early
- Explore angles you haven't considered
Key Evaluation Angles
For Project Ideas
| Angle | What to Consider | |-------|------------------| | Excitement | What specifically pulls you toward this? | | Fit | Does this build on what you're already doing? | | Effort | What would this actually take to build/ship? | | Learning | What new skills or knowledge would you gain? | | Alternatives | What else could you do with this time/energy? | | Worst Case | If this totally fails, what happens? |
For Potential Clients/Customers
| Angle | What to Consider | |-------|------------------| | Fit | Are they your kind of customer? | | Red Flags | Anything that makes you pause? | | Relationship | How did they find you? Who referred them? | | Budget | Can they actually pay for what they need? | | Scope | Is this a one-off or could it grow? | | Exit | How easy would it be to part ways if needed? |
For Partnerships/Collaborations
| Angle | What to Consider | |-------|------------------| | Alignment | Do you want the same things? | | Contribution | What does each side bring? | | Dependencies | What happens if they don't deliver? | | Upside | What does success look like for you specifically? | | Downside | What's the realistic worst case? | | Track Record | Have they done this before? |
Quick Opportunity Score
| Section | Points | Weight | |---------|--------|--------| | Market Fit | /25 | Problem clarity, market size, timing | | Technical Fit | /20 | Can build it, infrastructure, maintenance | | GTM Fit | /20 | Sales complexity, channel access, competition | | Personal Fit | /20 | Interest, growth, lifestyle | | Economics | /15 | Revenue potential, time to revenue, risk/reward | | Total | /100 | |
Interpretation:
- 80-100: STRONG PURSUE - Prioritize this
- 60-79: EXPLORE - Worth time investment
- 40-59: CONDITIONAL - Only if specific factor changes
- 0-39: PASS - Opportunity cost too high
Red Flags to Watch
These aren't deal-breakers, but point them out:
- Unclear who's paying or how
- Scope that keeps expanding before you start
- "We'll figure out the details later" on important things
- Pressure to decide quickly without good reason
- Misalignment between what they say and what they do
- You're more excited than they are
- The economics don't make sense even optimistically
Good Signals
- Clear problem with clear customer
- Builds on what you already know/have
- You'd do a version of this anyway
- The timing makes sense for you
- Reasonable worst case
- Good people involved
- Learning opportunity even if it fails
GTM Complexity Levels
| Level | Buyer | ACV | Cycle | Solo Fit | |-------|-------|-----|-------|----------| | 1: PLG | Individual | <$2K | Days | Excellent | | 2: Low-Touch | Manager | $2-15K | 1-4 weeks | Excellent | | 3: Mid-Market | Director/VP | $15-100K | 1-3 months | Good | | 4: Enterprise | C-suite | $100K-1M | 6-18 months | Moderate | | 5: Complex | Board | $1M+ | 12-36 months | Low |
Reference Files
reference/gtm.md- ICP templates, launch playbooks, channel strategyreference/pricing.md- Models, value-based pricing, psychologyreference/opportunity.md- Scoring, unit economics, complexity