Get Your Go-To-Market Roadmap
Tell us who you are
Name
First Name
Last Name
First Name
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Email
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example@example.com
Company Name
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Phone Number
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Format: (000) 000-0000.
Funding Stage
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Please Select
Bootstrapped/Pre-Seed
Seed
Series A
Series B
Series C and Beyond
Annual Recurring Revenue Range. (Do not include investment capital).
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Pre-revenue
Under $1M
$1M-$5M
$5M-$15M
$15M-$50M
$50M+
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Customer and Market Clarity
Let's start with who you are selling to
How would you describe your understanding of your ideal customer?
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We have a general sense of the problem our product solves and the TAM but we are still testing and learning who converts best.
We have a documented Ideal Customer Profile (ICP) based on our best customers, including firmographics or demographics, and the specific problem we solve for them.
We have a deeply validated ICP with clear segments, we know exactly where to find them, have validated buying triggers, and our sales and marketing leaders are aligned around the same profile.
Do you know why your best customers chose you over other options?
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We have a general sense based on conversations with advisors but it is not formally documented or consistently used in our messaging.
We have conducted customer interviews and have some understanding of our key differentiators and this informs our messaging.
We have ongoing voice-of-customer input, a documented competitive positioning framework, and our entire go-to-market reflects this understanding.
How confident are you that your team is targeting the right market segment right now?
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We are still validating who our market is and testing different segments to see what gains traction.
We have identified our primary segment and are focused there, though we occasionally pursue opportunities outside of it.
We have a clearly defined and validated Product-Market-Fit or ICP cohort, our team pursues it with discipline, and we have data showing this segment produces our best customers and highest lifetime value.
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Acquisition System
Now let's look at how you bring in new customers
How are you currently bringing in new customers?
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Most new customers come through founder relationships, referrals, or inbound interest from an unknown source.
We have one or two acquisition channels that are working and we are investing in them consistently, though the results are not yet fully predictable or attributed.
We have a documented, repeatable acquisition process across multiple channels with clear attribution, and we know our customer acquisition cost.
How well does your current marketing match the way your buyers actually make decisions?
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We are still figuring out where our buyers go for information and what influences their decisions.
We have a good sense of our buyer's journey and our marketing addresses the key stages, though there are gaps we know we need to fill.
Our marketing is tightly aligned to how our buyers research, evaluate, and decide, and we have content and campaigns that address every stage of their journey.
How would you rate the efficiency of your customer acquisition today?
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We do not have a clear picture of what it costs to acquire a customer or which activities are driving results.
We track Customer Acquisition Cost and have a general sense of which channels perform best, though we are still optimizing.
We have a strong handle on CAC by channel, our CAC payback period is within benchmark for our stage, and we make investment decisions based on this data regularly.
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Retention and Expansion
Let's look at Lifetime Value
How well are you retaining and growing your existing customer base?
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We are focused primarily on acquiring new customers and do not yet have formal systems for retention or expansion.
We track retention and have some visibility into churn, and we are beginning to identify expansion opportunities within our existing customer base.
We have a documented retention and expansion strategy, we track Net Revenue Retention, and existing customers represent a meaningful and growing share of our revenue.
How systematically do you turn happy customers into pipeline?
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We get referrals occasionally but there is no formal process for generating them or leveraging customer success stories.
We have some case studies or testimonials and we ask for referrals, though it is not a consistent or measurable part of our growth strategy.
Customer advocacy is a deliberate part of our GTM strategy. We have a referral program, documented case studies by segment, and a process for turning customer success into new pipeline.
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Revenue Visibility
Finally, let's look at how well you can see your revenue
How clearly can you forecast your revenue for the next 90 days?
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Revenue feels unpredictable. We close deals but cannot reliably forecast how much is coming or when.
We have a general sense of our pipeline and can make reasonable forecasts, though our confidence level varies and our data is not always clean.
We have a documented pipeline process, reliable stage-by-stage conversion data, and we can forecast 90-day revenue with a reasonable degree of confidence.
How well can you connect your marketing activity to revenue outcomes?
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We run marketing activities but it is difficult to draw a direct line between what we do and the revenue we generate.
We have some attribution in place and can identify which channels contribute to pipeline, though our reporting is not complete or consistently reviewed.
We have clear attribution across our GTM activities, we review performance data regularly, and we make resource allocation decisions based on what the data tells us.
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