Second, if you have a mature product and you have a traction metric that you know is critical to your company’s success, it makes sense to assign this traction metric to an optimization team.

as go to market (GTM).

Enable growth to hit a revenue or business goal Improve conversion of specific customers Generate awareness, improve discovery, or build a brand Define, reshape, or lead a category, ecosystem, or platform Engender customer validation, loyalty, or evangelism Find and develop new customer segments, partners, and programs

Before you can set about getting traction, you have to define what traction means for your company. You need to set a traction goal. At the earliest stages, this traction goal is usually to get enough traction to either raise funding or become profitable. In any case, you should figure out what this goal means in terms of hard numbers. How many cus

Your Traction Goal You should always have a traction goal you’re working towards. This could be 1,000 paying customers, 100 new daily users, or 10% of your market. The right goal is highly dependent on your business. It should be chosen carefully and align with your company strategy. If you reach this goal, what will change significantly? Perhaps y

Part 1 makes the case for using traction as the universal measure of progress (the Goal). It starts by defining traction and shows you how to turn fuzzy business model goals into a more tangible metric that you can use to ballpark the viability of any business model. Next you’ll learn how to break this ballpark goal into more actionable milestones

TARGETS Put half your efforts into getting traction. Pursue traction and product development in parallel, and spend equal time on both. Think of your product as a leaky bucket. Your early traction efforts are pointing you toward the holes worth plugging. Set your growth goals. Focus on strategies and tactics that can plausibly move the needle for y