Go-to-Market Foundations: Defining Customers and Channels

Most founders don't have a go-to-market problem. They have a planning problem that existed long before growth stalled. The move from "we have a product" to "let's sell it everywhere" happens too fast, and the strategic work that makes execution coherent never gets done. This course is built to close that gap. A go-to-market strategy is not a launch event. It's a living system with 5 moving parts: who you're selling to, how you reach them, what you charge, when you enter the market, and which partnerships actually help versus which ones just feel like progress. Get one wrong, and the others feel the pressure. Get them aligned, and execution becomes a much more tractable problem. The course builds from the ground up. It starts with an honest assessment of company maturity, because the tactics that work at five customers are not the tactics that work at fifty, and skipping stages is one of the most reliable ways to destroy resources. From there, it moves through customer definition, real buying behavior (which looks nothing like a funnel), and positioning that requires making actual choices rather than trying to appeal to everyone. The execution half covers channel strategy and how it evolves, what partnerships genuinely require before they generate results, pricing as a positioning signal rather than a cost-plus reflex, and market timing as a factor worth planning around rather than ignoring. The course closes with unit economics: customer acquisition cost, lifetime value, and the ratio between them that tells you whether growth is building something or just consuming capital. Designed for founders and operators with initial traction, this course provides the framework to think clearly about the whole system before daily execution consumes your capacity to think at all.

Foundation & Market Definition Channels & Partnerships Pricing & Timing Measurement & Unit Economics