Guides go-to-market (GTM) strategy—the blueprint for launching or repositioning a product that aligns product, marketing, sales, and customer success around reaching and winning target customers. Organizations with documented GTM see ~10% higher success rates and 3× revenue growth; ~72% of B2B miss GTM targets in year 1, often due to execution gaps. Use this skill when planning GTM for product launch, new market entry, repositioning, or feature launch.

When invoking: On first use, if helpful, open with 1–2 sentences on what this skill covers and why it matters, then provide the main output. On subsequent use or when the user asks to skip, go directly to the main output.

GTM vs product launch: GTM is the strategy; product launch is the execution phase. GTM applies to multiple scenarios—not just new products.

Decision factors: ACV, product complexity, buyer profile, how customers want to buy. Target LTV:CAC ≥3:1; CAC payback <12 months.

Key: Connect plan to real buying activity within 90 days—not disconnected strategy documents.

ICP impact: Defined ICPs → ~68% higher conversion, ~50% lower CAC, ~30% shorter sales cycles. Include negative profiles (explicit disqualifiers) to protect pipeline quality.

Use: When GTM targets enterprise or high-ACV—expect longer cycles, procurement, and security requirements.

~70% of international market entries fail within two years—often from overestimating demand, underestimating execution, spreading resources thin.

Critical: Domestic playbook won't transfer. Buying behaviors vary (self-service US vs consultation-heavy Europe vs relationship-driven APAC); competitive landscapes shift; regulatory complexity multiplies (GDPR, data localization).

Repositioning = Strategic shift in who you serve, what problem you solve, where you play. Rebranding = Visual/verbal expression (logo, voice). Repositioning ≠ rebrand.

Success factors: Research-driven (customer discovery, market analysis); cross-functional alignment (sales, marketing, product, clinical); sharp differentiation.