Building an Effective GTM Plan

Welcome and Introductions

Ryan Cantwell | 00:00–03:00
Welcome, everyone, to “Building an Effective Go-to-Market Plan.” I’m Ryan Cantwell, Principal Consultant and Trainer at Productside, based in Pittsburgh, Pennsylvania. I’m joined today by my colleague and co-presenter, Kenny Kranseler.

Kenny Kranseler | 03:01–04:30
Thanks, Ryan. I’m Kenny Kranseler, also a Principal Consultant at Productside. Normally I’m in Seattle, but this winter I’m presenting from Palm Springs to escape the rain. Excited to talk with you about GTM strategy today!

About Productside

Ryan Cantwell | 04:31–06:00
For those new to Productside, we’re an outcome-driven partner dedicated to helping teams build products that people buy and love. We tailor our solutions to client goals, drive organizational change, and foster community engagement through webinars and leadership resources.

Engagement and Webinar Format

Ryan Cantwell | 06:01–07:30
Please use the Q&A function in Zoom to ask questions throughout the session. You don’t need to wait until the end. And yes—the recording will be available afterward, so you can watch or share it later.

Poll #1 – Your Go-to-Market Experience

Ryan Cantwell | 07:31–09:00
Before we dive in, let’s get a sense of your experience. How would you describe your current GTM success? Consistent? Hit-or-miss? Challenging?

Kenny Kranseler | 09:01–10:00
Most respondents report hit-or-miss success, which is common. GTM is complex, and many organizations struggle with consistency. That’s why we’re here—to close those gaps.

A Tale of Two Go-to-Market Scenarios

Kenny Kranseler | 10:01–13:30
Imagine two product launches. The first team rushed to market without validating pricing or testing. The result? Bugs, confusion, and poor sales. The second team, the “Nimbus Platform,” did extensive research, pilot testing, and pricing validation. They achieved strong customer adoption and market buzz. The difference? Strategic planning and alignment.

What Is Go-to-Market (GTM)?

Kenny Kranseler | 13:31–17:00
GTM isn’t just launch day—it’s an ongoing journey. It’s about aligning the organization around a shared vision for sustained success. A strong GTM plan ensures the product remains relevant and continues to meet evolving customer needs.

The Three Pillars of GTM

Kenny Kranseler | 17:01–21:00
1. **Strategy:** Defines long-term vision, objectives, and rationale.
2. **Planning:** Translates strategy into actionable initiatives and ownership.
3. **Execution:** Focuses on short-term actions, measurement, and flexibility.

Together, these pillars connect the “why,” “what,” and “how” of GTM success.

Developing Your GTM Strategy

Kenny Kranseler | 21:01–26:30
Start with strategy before writing a line of code. Define outcomes, measurable results, and alignment across teams. Gain buy-in early and focus on customer impact—not just internal deadlines.

Understanding Your Market

Kenny Kranseler | 26:31–29:30
Market and customer discovery are the foundation of GTM. Tools like PESTEL analysis help identify political, economic, social, technological, environmental, and legal factors influencing your success.

Ryan Cantwell | 29:31–30:30
Early analysis helps identify your “early customer profile”—the first customers to adopt your product before your ideal long-term market.

Market Segmentation and Targeting

Kenny Kranseler | 30:31–34:00
Segment your market by demographics, geography, behavior, or psychographics. Focus on high-value segments where you can win. Target intentionally and align your product and messaging to that audience.

Planning and Execution

Kenny Kranseler | 34:01–38:00
Every GTM plan should ensure:
1. **Product Readiness** – The product works and delivers customer value.
2. **Market Readiness** – Pricing and messaging communicate that value.
3. **Organizational Readiness** – The company is prepared to sell, deliver, and support.

Positioning and Messaging

Kenny Kranseler | 38:01–42:30
Positioning shapes how customers perceive your product. Define your value proposition and differentiation clearly.
Example: “I’m a Mac, I’m a PC.” That campaign made the comparison explicit and memorable.

Ryan Cantwell | 42:31–44:00
Use “so that” or “ability to” statements to emphasize benefits, not features. Always ask yourself, “So what?” from the customer’s perspective.

Proof Points and Credibility

Kenny Kranseler | 44:01–46:00
Support each key message with 2–4 proof points—data, testimonials, or features. Proof builds trust and reinforces value.

Measuring GTM Success – Pirate Metrics (AARRR)

Kenny Kranseler | 46:01–50:00
Track customer journey metrics: **Acquisition, Activation, Retention, Revenue, Referral.** These metrics apply even to internal product teams—they measure engagement and value delivery.

Iterating and Adapting Your GTM Plan

Kenny Kranseler | 50:01–53:00
Treat GTM as iterative, not static. Start with a minimal viable plan, test, and refine. Use market and performance feedback to evolve continuously.

Ryan Cantwell | 53:01–54:00
Think of GTM fit like Product-Market fit—it evolves through problem-solution fit, market fit, and ongoing adaptation.

Poll #2 – GTM Challenges

Ryan Cantwell | 54:01–55:30
Where do you see the most opportunity for improvement—stakeholder alignment, market research, or customer understanding?

Q&A and Closing Remarks

Kenny Kranseler | 55:31–58:30
Audience questions covered stakeholder management, common GTM mistakes, and frameworks for collaboration. Key advice: build your GTM plan around customer requirements, not internal pressures.

Ryan Cantwell | 58:31–End
Thank you for joining us! Check your email for the on-demand link. We’ll see you at our next webinar, “How to Write Great Outcome Statements.” Have a great day!