<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

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 strategy

• reference/pricing.md

• Models, value-based pricing, psychology

• reference/opportunity.md

• Scoring, unit economics, complexity