- How does your company think of its 'market'? This is essentially a segmentation exercise but sometimes the hardest part. This requires alignment between sales, product, and marketing and is a great starting point for PMM to make an impact. Decide on the GTM 'vector' early - ie. verticals, company size, revenue band, geo, use case, needs based. Decide on the definitions of each and write them down
- For a given release or launch, what are the priority segments?. Not everything is going to be equally important to every segment and the core of GTM is to make those prioritization decisions. E.g. a launch that's aimed at Financial Services companies vs. Health providers or a major release that's targeting Enterprise customers vs. SMB. For this exercise, you also need to understand product intent. Are we trying to capture new share, fix bugs and rescue CSAT, open up a new market, etc. This will help to determine the opportunity value that a given segment can provide for a given release or launch
- For those priority segments, what is the segment-by-segment positioning? This is the 'art' of PMM where you write down the basic value prop for each target segment. Remember, what matters to an Enterprise buyer is very different from a vertical-specific buyer. Trying to be all things to all people is a recipe for failure
- How does the positioning translate into execution? Sales enablement, campaigns, website updates, social/blog/content plan
- Stakeholders - the above points address what, how and why. But you also need to loop in the 'who'. Product, sales, support, documentation, sales engineering and the entire village required to make your GTM successful.
Ultimately you need to start with the launch or release date, and create a 'work back plan' that addresses all of the above questions.