Go-to-Market Strategy

This workbook turns the course into a full go-to-market plan for a real product. Each section mirrors one course module with hands-on exercises, fill-in worksheets, and checklists you apply to an offer you actually want to launch. Pick one product and carry it through every section, and you will finish with a chosen beachhead, a positioning statement and message, a sales motion and tested channels with working unit economics, a value-based price and packaging, and a tiered launch plan with the metrics that define success.

Assemble the five GTM components, stress-test the launch against the common failure modes, and choose the single beachhead segment everything else will serve.

Write a first-pass answer to each of the five components from the course. They will be rough now; you will sharpen each in later sections. The point is to expose which components you cannot yet answer.

Imagine it is a year from now and the launch failed. Walk through each of the five failure modes from the course and write how it could have caused the failure, then name the cheapest test that would catch it early.

List two or three candidate first segments and judge each against Bill Aulet's beachhead criteria. The companion xlsx does the scoring; use this to capture the inputs. Choose one beachhead and commit to it for the rest of the workbook.

Define the real competitive alternatives, work through April Dunford's positioning method, and turn the result into a value proposition, message, and category decision.

Find out what your beachhead would actually use if your product did not exist. Remember the alternative is often a spreadsheet, a manual process, or doing nothing, not a rival product.

Fill the components in order: alternatives lead to what is unique, unique leads to value, value leads to the customers who care, and the category frames it all. If you cannot name a unique attribute, that is a differentiation problem to fix, not a wording one.

Turn positioning into words. Write a one-sentence value proposition, then a headline and three proof-backed pillars. Then decide whether you compete in an existing category, subsegment it, or create a new one.

Match a sales motion to your price and buyer, test a small set of channels, and keep only the channels whose CAC, LTV, and payback actually work.

Match the motion to your deal size and product complexity using the course mapping. The gross profit on one sale must comfortably cover the cost of making that sale.

Compute the unit economics for at least one channel using the course formulas. The companion xlsx does the arithmetic; use this exercise to gather and sanity-check the inputs.

Use the Traction Bullseye method. Brainstorm broadly, pick three or four channels for cheap parallel tests, and define what each test must measure before you scale.

Set a value-based price, package it into tiers with a value metric, then plan a tiered, phased launch with leading and lagging metrics that prove whether it worked.

Anchor on the value your product creates, not on your cost. Quantify the money you make or save the customer, then price to capture a fair share while leaving them a strong net benefit. Use cost only as a floor and competitors only as a reference.

Structure the price. Choose a small number of tiers, make the middle one the obvious default, and pick a value metric that scales as the customer succeeds and feels fair.

Decide the launch tier honestly, sequence a phased rollout, and define success before launch day across the AARRR funnel. The companion launch-plan template structures the schedule and owners.