Purpose
Take messy GTM planning notes, research findings, and stakeholder input and compress them into a single-page, decision-ready go-to-market summary — with clear audience segments, sharp positioning, prioritized channels, and measurable success criteria. Turns a folder of half-formed ideas into a document a VP can read in three minutes and align a team around.
When to Use
Invoke this skill when the user asks to:
- Consolidate GTM planning notes into a one-page strategy summary
- Turn research or interview findings into a structured launch brief
- Prepare a GTM overview for a leadership review or kickoff
- Align product, marketing, and sales on a single GTM narrative
- Summarize a launch plan for a new product, feature, or segment expansion
- Clean up scattered GTM docs into one shareable source of truth
Inputs Required
Before starting, collect:
- Product/feature name: What is being taken to market
- Planning notes/research: The raw material — notes, docs, interview snippets, competitive research (paste or describe)
- Target market: Who this is for at a high level (segments, ICP, verticals)
- Launch type: New product / new feature / segment expansion / repositioning / market entry
- Primary business goal: What success looks like (revenue, adoption, pipeline, expansion, retention)
- Timeline: Target launch date or window
- Known constraints: Budget, headcount, sales motion (PLG / sales-led / hybrid), or channel limits
If launch type or business goal is missing, infer the most likely one from the notes and state the assumption at the top of the summary.
Instructions
Step 1: Extract and Cluster the Raw Input
Read all planning notes and separate signal from noise:
- Pull out every distinct claim about who (audience), why (problem/value), how (channels/motion), and what success is (metrics)
- Discard duplicate ideas, tangents, and unresolved debates that don't affect the summary
- Flag any contradictions in the notes (e.g., two different primary audiences) — resolve to the strongest one and note the trade-off
- If a required section has no supporting input, mark it as a gap rather than inventing detail
Step 2: Define Target Segments (Primary + Secondary)
Structure the audience into a tight hierarchy:
- Primary segment: The one buyer/user profile the launch is optimized for — include role, company type/size, and the core problem they feel
- Secondary segment(s): 1–2 adjacent profiles worth capturing but not prioritizing
- For each: name the trigger (what makes them look for a solution now) and the status quo (what they do today)
- Avoid listing more than 3 segments total — a GTM summary that targets everyone targets no one
Step 3: Build the Positioning Statement
Assemble a sharp positioning frame using this structure:
- For [primary segment] who [key problem/need]
- [Product] is a [category] that [core benefit]
-
Unlike [primary alternative or status quo], it [key differentiator] Then add:
-
Category: The frame of reference the buyer will place this in
- One-line value proposition: Plain-language, benefit-first, no jargon
- 3 messaging pillars: The recurring themes all copy, sales enablement, and content should ladder up to — each pillar = a claim + the proof point behind it
Step 4: Prioritize Channels and Motion
Map how this reaches the market:
- Motion: PLG, sales-led, partner-led, or hybrid — with a one-line rationale tied to the segment and deal size
- Priority channels: Rank 3–5 channels by expected impact for the primary segment (e.g., outbound, content/SEO, paid, community, partnerships, events, lifecycle email)
- For each channel: the role it plays (awareness / demand / conversion / expansion) and the first concrete play to run
- Cut channels that don't match the motion or budget — note what's explicitly out of scope
Step 5: Sequence the Launch
Break execution into phases:
- Pre-launch (internal readiness, enablement, beta/reference customers)
- Launch (announcement moment, hero channels, key assets)
- Post-launch (sustained demand, iteration, expansion)
- For each phase: the goal, 2–3 key actions, and the owner function (Product / PMM / Sales / Demand Gen)
Step 6: Define Success Metrics
Set measurable criteria tied to the business goal:
- North Star metric: The single number that proves the launch worked
- Leading indicators: 2–3 early signals (activation, pipeline created, trial starts, meetings booked)
- Lagging indicators: 2–3 outcome metrics (revenue, adoption rate, win rate, expansion)
- Include a target or directional benchmark for each where the notes support it — mark unsupported ones as "to be set with [owner]"
Step 7: Surface Risks and Open Questions
Close with the honest gaps:
- 2–4 key risks or assumptions the strategy depends on
- The open decisions that still need an owner before launch
Output Format
- Structure: One-page structured document with labeled sections and scannable bullets — designed to fit on a single page/slide when formatted
- Length: 500–750 words
- Format: Structured document — short headers, tight bullets, one positioning block, one metrics table or bulleted set
- Sections: Header (product, launch type, goal, timeline) → Target Segments → Positioning & Messaging Pillars → Channels & Motion → Launch Phases → Success Metrics → Risks & Open Questions
- Tone: Product marketing director — crisp, decision-oriented, opinionated where the notes support a clear call, transparent about gaps where they don't
Quality Checklist
Before delivering output, verify:
- [ ] Every section is populated from the input — no invented specifics presented as facts
- [ ] Exactly one primary segment is named (not a list of everyone)
- [ ] Positioning statement follows the For/Unlike structure and names a real alternative
- [ ] Exactly 3 messaging pillars, each with a claim and a proof point
- [ ] Channels are ranked (not an unordered list) and matched to the stated motion
- [ ] Success metrics separate leading from lagging indicators, tied to the primary business goal
- [ ] Any gaps or contradictions in the source notes are flagged, not silently filled
Notes
- The most common failure in GTM summaries is a fuzzy primary segment — force the trade-off even when the notes hedge
- If the notes describe a feature launch inside an existing product, keep positioning relative to the current product narrative, not a net-new category
- When the business goal and the metrics don't line up (e.g., goal is pipeline but every metric is adoption), call it out — misaligned metrics are the most useful thing this summary can catch
- Keep it to one page even if the source material is large; the value is compression, not transcription
How to use this skill
This file is a Claude Code skill in Anthropic's standard format — markdown with YAML frontmatter at the top.
Installing in Claude Code:
~/.claude/skills/<folder-name>/SKILL.md— auto-loads in every session anywhere on your machine (recommended for skills you'll use across multiple projects)<your-project>/.claude/skills/<folder-name>/SKILL.md— auto-loads only when working in that project (recommended for project-specific skills)
Restart Claude Code or open a new session to register.
Using in Claude.ai, ChatGPT, Gemini, or other AI tools:
- Drag this file into a new chat, or copy and paste its contents
- Send your task or request as your next message — the AI will apply the skill where it fits
For Claude Code skill details: https://docs.anthropic.com/en/docs/claude-code/skills