A winning strategy is the following: ● Your customers recognize you for delivering a unique value-added solution and are willing to pay for it. ● The solution is valuable to the target audience and differentiated from your competitors' offers. ● It is hard to copy in a short period of time.

Growth: Select channels that are actually relevant to your target audience and add fuel to it with Growth Loops.

What market opportunity should you pursue? ● Who is your target audience? ● What is your value proposition and product? ● How should you price the product? ● How do you present it in a unique and compelling manner? ● Which channels work best for your product, and how do you scale them?

→ Find all the worksheets, frameworks, and models mentioned in this chapter at https://gtmstrategist.com/resources. They are free and yours to benefit from.

“mission-critical”

North Star Metric, as defined by Sean Ellis, is a core measurement of how much value added you are delivering to your target market.[4] Your North Star Metric (NSM) is not just any metric.

The special ops plan discussed in the previous chapter focuses your GTM efforts on a single focal point (the market) that you will conquer first. By focusing all your forces here, you increase your chances of winning. You also strengthen your company’s capacity and resources to conquer other markets later on. This is called the Beachhead Strategy.

Early Customers: Niche down and serve the selected audience first. While “there can be only one” seems scary initially, the intercept of an excellent GTM strategy happens when you have the solution that perfectly captures the target market's needs.

When creating “customer profiles,” people can get carried away. Daydreaming of some ideal scenario in which Elon Musk falls in love with your product is aspirational, if not delusional, for most to believe. And not very likely to happen in the first 3 to 18 months of GTM. Forget the ideal user. Let’s focus on the ideal customer you can successfully