Go-to-Market Strategy on a Page

Aligning and effectively communicating a go-to-market (GTM) strategy can be challenging for product leaders, especially when dealing with long-form versions. The key challenges include:

Information overload from complex, overwhelming content.
Lack of clarity due to excessive detail in long-form strategies.
Difficulty fostering enthusiasm and collaboration among stakeholders.

Our Advice

Critical Insight

Despite the communication and comprehension advantages of a short format over a long one, product leaders may encounter some of the following hurdles when trying to execute a GTM strategy:

Perceived lack of detail.
Fear of oversimplification.
Lack of clarity and understanding.
Ambiguous roles and responsibilities.
Resistance to change.
Uncertain stakeholder buy-in.

Impact and Result

Executing an effective GTM strategy can significantly boost a company's market penetration and revenue growth. It aligns product offerings with market needs, ensuring targeted customer segments are reached efficiently and leading to higher customer acquisition rates and enhanced competitive advantage.

Go-to-Market Strategy on a Page Research & Tools

1. Go-to-Market Strategy on a Page Storyboard – Effectively align and communicate your GTM strategy to ensure successful execution and buy-in from stakeholders.

This blueprint provides a structured approach to effectively communicate your GTM strategy in a concise and compelling manner. It entails a step-by-step process to align stakeholders, foster collaboration, and drive successful execution.

2. Product-to-Market Opportunity Analysis – Get a structured framework to evaluate the market fit and potential success of your product, enabling informed decision-making and strategic alignment.

Use this tool to evaluate the market landscape, customer needs, competitive dynamics, and product fit. It provides a data-driven approach to assess the viability and potential success of your product, enabling informed decision-making and strategic alignment across the organization.

3. Go-to-Market Strategy on a Page Template – Distill your complex GTM strategy into a single page to clearly communicate the strategy and create engagement around it across stakeholders.

This concise yet comprehensive GTM strategy format facilitates alignment, buy-in, and successful execution of your GTM initiatives.

Workshop: Go-to-Market Strategy on a Page

Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Identify and Establish Business Goals

The Purpose

Establish a clear understanding of the business objectives and goals for the product launch.

Key Benefits Achieved

Improved team alignment and collaboration around shared goals.
Clearly defined and measurable objectives for the product launch project.

Activities

Outputs

1.1

Introduction to the workshop and exercises.

1.2

As a team, discuss business goals using the Objectives and Key Results (OKR) framework and use the SMART method for a specific, measurable, achievable, relevant, and time-bound product launch project.

Clarified team objectives and improved team collaboration.
Documented SMART business goals.

Module 2: Explore Market Dynamics and Determine Growth Strategy

The Purpose

Evaluate the current market landscape and explore potential growth strategies.

Key Benefits Achieved

Insights into market trends and dynamics to inform strategic decision-making.
Identification of suitable growth strategies aligned with business objectives.

Activities

Outputs

2.1

Overview of current market trends and dynamics.

Documented insights on market trends.

2.2

Explore growth strategies with on Ansoff's Matrix.

2.3

Discuss how to apply Ansoff's Matrix to the business context.

Applied Ansoff's Matrix for growth strategy planning.

Module 3: Define and Analyze Key Elements of Product Strategy

The Purpose

Conduct a comprehensive analysis of the product, market, and external factors.

Key Benefits Achieved

Thorough understanding of the product's strengths, weaknesses, opportunities, and threats.
Identification of external factors impacting the product launch and market entry.

Activities

Outputs

3.1

Use the Lean Canvas for product analysis.

Completed Lean Canvas for product analysis.

3.2

Conduct a SWOT analysis to identify strengths, weaknesses, opportunities, and threats.

Comprehensive SWOT and PESTLE analysis documentation.

3.3

Understand external factors using the PESTLE analysis.

Module 4: Continue Analysis and Craft GTM Strategy

The Purpose

Develop a comprehensive go-to-market strategy aligned with business objectives and market insights.

Key Benefits Achieved

Clear understanding of market forces and competitive dynamics.
A concise and visually compelling go-to-market strategy that fosters alignment and engagement.

Activities

Outputs

4.1

Apply Porter’s Five Forces to evaluate market forces.

Documented analysis of market forces using Porter’s Five Forces.

4.2

Distill the complexities of the product plan into nine essential building blocks using the Lean Canvas.

4.3

Use the Go-to-Market Strategy on a Page Template.

Completed Go-to-Market Strategy on a Page Template.

Module 5: Finalize, Debrief, and Wrap Up

The Purpose

Finalize deliverables, identify next steps, and gather feedback for continuous improvement.

Key Benefits Achieved

Completed set of deliverables ready for implementation.
Clear action plan for executing the go-to-market strategy.
Insights for enhancing future workshops and offerings.

Activities

Outputs

5.1

Complete in-progress deliverables from the previous four days.

All deliverables are completed.

5.2

Set up review time for workshop deliverables and discuss the next steps.

Next steps are identified.

5.3

Wrap up the workshop by gathering feedback from the participants.

Go-to-Market

Strategy-on-a-Page

A quick reference guide to communicate clearly and effectively.

Analyst Perspective

Go-to-Market Strategy on a Page (SoaP)

Nathalie Vezina
Marketing Research Director
Info-Tech Research Group

Product managers often encounter a myriad of challenges when developing their go-to-market (GTM) strategies. The challenges include avoiding information overload, fostering alignment across cross-functional teams, navigating market intricacies, addressing unclear prioritization, overcoming communication inefficiencies, ensuring customer needs are met, and establishing product differentiation.

Overcoming these obstacles requires a strategic approach that a well-constructed GTM strategy on a page can provide. The GTM SoaP acts as a focused and visual tool, offering solutions to these challenges by distilling complex information, fostering alignment, simplifying market complexities, aiding in prioritization, enhancing communication, and guiding the strategic differentiation of products in the market.

Executive summary

Pain Points	Obstacles	Info-Tech’s Approach
Developing and executing a successful GTM strategy can be challenging for product leaders, who can encounter problems when trying to implement a long-form strategy, such as: Overly long time to write, read, and digest. Lack of clarity due to excessive detail. Information overload. Complex, overwhelming content. Lack of enthusiasm and collaboration.	Despite the communication and comprehension advantages of a short format over a long one, product leaders may encounter some of the following hurdles when trying to execute a GTM strategy: Perceived lack of detail. Fear of oversimplification. Lack of clarity and understanding. Ambiguous roles and responsibilities. Resistance to change. Uncertain stakeholder buy-in.	Info-Tech provides a clear and concise GTM strategy development process that streamlines efforts, improves communication, and enables successful market entry. The benefits of this approach include: Effective communication of the GTM strategy across all levels of the organization. Stakeholder and business goal alignment to achieve a cohesive and unified approach. Successful product launches.

Pain Points

Obstacles

Info-Tech’s Approach

Developing and executing a successful

GTM strategy can be challenging for product leaders, who can encounter problems when trying to implement a long-form strategy, such as:

Overly long time to write, read, and digest.
Lack of clarity due to excessive detail.
Information overload.
Complex, overwhelming content.
Lack of enthusiasm and collaboration.

Despite the communication and comprehension advantages of a short format over a long one, product leaders may encounter some of the following hurdles when trying to execute a GTM strategy:

Perceived lack of detail.
Fear of oversimplification.
Lack of clarity and understanding.
Ambiguous roles and responsibilities.
Resistance to change.
Uncertain stakeholder buy-in.

Info-Tech provides a clear and concise GTM strategy development process that streamlines efforts, improves communication, and enables successful market entry. The benefits of this approach include:

Effective communication of the GTM strategy across all levels of the organization.
Stakeholder and business goal alignment to achieve a cohesive and unified approach.
Successful product launches.

“The two most fundamental strategic choices are deciding where to play and how to win.”

– Roger Martin, 2010

Avoid overwhelming GTM strategies

The complexity and length of traditional GTM strategies can pose significant challenges for team members, stakeholders, and decision-makers. This complexity often results in:

Lack of clarity
Stakeholder misalignment
Communication gaps
Limited cross-functional collaboration
Difficulties prioritizing
Information overload

To address these root causes, a winning approach exists. The key is to reduce the information overload sent to different players, promote clarity and enthusiasm among those directly or indirectly involved in the execution of the strategy, and foster effective cross-functional collaboration by adopting a clear and concise GTM strategy.

A strategy is not a plan!

Strategy vs. plan – what’s the difference?

Strategy The strategy is the guiding principle, the "why" behind actions. It sets the direction and provides a framework for decision-making. A strategy is like deciding the destination for a road trip based on broader goals and considerations, similar to a business deciding overarching objectives.	Plan The plan is the “how” – the detailed steps that operationalize the strategy. It provides the actionable elements to achieve the strategic goals. The plan in the road trip analogy comes after the destination is chosen. It outlines specific routes, stops, and activities – a step-by-step guide enabling the broader strategic goal.
This blueprint focuses on crafting an effective GTM strategy, communicating it clearly, and fostering stakeholders’ alignment.
Ask the right questions
High-level goals and objectives? Target customer and their pain points? Value proposition? Market differentiation? Customer outreach channels? Pricing model?	Marketing tactics for achieving objectives? Success measurement for each tactic? Responsibilities for plan components? Required resources for implementation? Plan alignment with overall marketing strategy? Success measurement criteria?

Accomplish more with less

In contrast to cumbersome, exhaustive documents, a concise one-pager distills the essence of the market approach into a streamlined, focused format.

This approach enhances clarity, enabling stakeholders to quickly grasp the key elements of the strategy without getting bogged down in excessive detail.

The simplicity of a one-pager promotes efficiency and facilitates quicker decision-making. Its brevity encourages a more accessible and digestible understanding of the GTM strategy, fostering alignment among team members and stakeholders.

Get everyone on the same page

The importance of a concise GTM strategy

A GTM strategy is essential for synchronizing team efforts, judiciously using resources, and effectively reaching target customers to elevate the chances of market success.

The GTM SoaP takes this further, fostering a collective grasp of the business approach, ensuring value proposition clarity, and guiding uniform GTM execution. It's a strategy that fine-tunes actions for better outcomes, such as:

Team alignment across various functions.
Strategic use of budgets and personnel.
Precision in identifying and engaging customer segments.
Customized messaging for distinct market segments.
A boost in the likelihood of a product's market takeoff.

In essence, a well-designed GTM strategy is the glue that binds all contributors in a product's journey, providing a clear roadmap that facilitates efficiency and reduces missteps.

Achieve revenue target with a clear GTM strategy

Embrace a GTM SoaP to align stakeholders, streamline communication, and enhance the likelihood of achieving your financial goals. Turn your strategy into a competitive advantage.

GTM Strategy
Over 60% of companies develop a GTM strategy (Product Marketing Alliance, 2022).

Systematic Approach
Yet merely a third apply a systematic approach to it (Product Marketing Alliance, 2022).

Revenue Target
Companies with a well-documented GTM strategy are 33% more likely to achieve their revenue targets (Aberdeen Group, as cited in Mario Peshev, 2024).

Key elements of an effective GTM strategy

Done well, the key elements of a solid GTM strategy should fit into one double-sided page, with all elements being useful and interconnected. The one-pager should condense these elements into a coherent strategy that encapsulates the essence of your approach to the market.

Those key elements are:

Identify ideal customer segments and specify the target market.
Determine effective channels for reaching and distributing the product.
Articulate a clear and unique value proposition for the product.
Craft compelling, consistent messaging that resonates with the target audience.
Align product positioning and pricing with market expectations.
Develop both launch and post-launch strategies, as well as marketing and sales strategies.
Address considerations, assumptions, and risks associated with the GTM plan.
Document, communicate, and align the strategy with key stakeholders to ensure cohesive execution.

“In the second half of 2023, 75% of companies surveyed realized the need to shift their strategy towards efficient growth, requiring more leadership efforts to align teams, fix GTM issues, and retool their businesses.”

– GTM Partners, 2024

The image contains a diagram that connects with the key elements of an effective GTM strategy.

Three phases to a winning GTM strategy

You’re only three phases away from building and communicating an effective GTM strategy that will position your product for success in the marketplace. Adhering to these steps will equip you with a succinct and powerful roadmap that empowers your team to implement the strategy effectively and achieve measurable success.

Phase 1
Define Business Goals

Phase 2
Analyze Product-to-Market Opportunity

Phase 3
Document, Align, and Communicate

Step 1 – Define Business Goals

Document business goals guiding your GTM strateg

Before launching a new product or service, it is essential to document the business goals that will guide your go-to-market strategy. This ensures a proper alignment between the strategic objectives and the launch plan.

The image contains a screenshot of a table on documenting business goals guiding your GTM strategy.

Product-to-Market Opportunity Analysis, Slide 4

A quick reference guide to communicate clearly and effectively.

About Info-Tech

Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

Table of Contents

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Call 1: Introduction and goal setting. Discuss business objectives and challenges.
Call 2: Build market understanding – market dynamics and trends, competition, target audience’s needs, and opportunities.
Call 3: Assess internal and external risk and impact on business and mitigation plan
Call 4: Review findings from the analysis, discuss strategic insights, and identify opportunities.
Call 5: Outline effective product strategies, messaging, positioning, channels, and tactics.
Call 6: Evaluate resource requirements and ensure alignment with business goals.
Call 7: Discuss the development of the GTM strategy on a page. Discuss potential challenges and solutions.
Call 8: Identify opportunities for optimization and continuous development.