「gtm」の検索結果

🇺🇸 Hardware + SaaS GTM Playbook — End-to-end go-to-market for consumer hardware products with software subscription models. Covers crowdfunding engineering (Kickstarter/Indiegogo/Makuake), KOL matrix for physical products, hardware PMF validation metrics, device-as-funnel subscription design, localization entry timing, and community flywheel mechanics. Built from verified Plaud, Insta360, and DJI case data. 🇨🇳 硬件+软件订阅 GTM 实操手册 — 面向消费硬件产品的完整出海及增长打法。覆盖众筹超额工程（KS/IGG/Makuake）、硬件 KOL 矩阵策略、硬件 PMF 验证、设备即漏斗订阅设计、本地化进入时机判断、社区飞轮构建。基于 Plaud/Insta360/大疆真实案例数据撰写。 🇯🇵 ハードウェア＋SaaS GTMプレイブック — クラウドファンディング（Kickstarter/IGG/Makuake）を起点とした消費者向けハードウェア製品のGTM戦略。KOLマトリクス、PMF検証、デバイスをファネルとするサブスクリプション設計、ローカライゼーション進入タイミング、コミュニティフライホイールまで網羅。Plaud・Insta360・DJIの実例データに基づく。 🇰🇷 하드웨어+SaaS GTM 플레이북 — 크라우드펀딩(Kickstarter/IGG/Makuake) 기반 소비자 하드웨어 제품의 엔드투엔드 GTM 전략. KOL 매트릭스, PMF 검증, 디바이스-as-퍼널 구독 설계, 현지화 진입 타이밍, 커뮤니티 플라이휠 포함. Plaud·Insta360·DJI 실제 사례 데이터 기반. Triggers: "hardware GTM" | "crowdfunding strategy" | "hardware+SaaS" | "Kickstarter launch" | "hardware KOL" | "hardware PMF" | "device subscription" | "hardware product launch" | "consumer hardware growth" | "Makuake" | "众筹策略" | "硬件出海" | "硬件+订阅" | "硬件GTM" | "KS众筹" | "硬件PMF" | "设备订阅" | "硬件冷启动" | "ハードウェアGTM" | "クラファン" | "하드웨어 GTM" | "크라우드펀딩"

When the user wants to build GTM automation with code, design workflow architectures, use AI agents for GTM tasks, or implement the 'architecture over tools' principle. Also use when the user mentions 'GTM engineering,' 'GTM automation,' 'n8n,' 'Make,' 'Zapier,' 'workflow automation,' 'Clay API,' 'instruction stacks,' 'AI agents for GTM,' or 'revenue automation.' This skill covers technical GTM infrastructure from workflow design through agent orchestration. Do NOT use for technical implementation, code review, or software architecture.

日本語の概要は準備中です。原文の説明を表示しています。

When the user wants to define GTM metrics, build a metrics dashboard, measure pipeline efficiency, or track AI product performance. Also use when the user mentions 'GTM metrics,' 'revenue latency,' 'pipeline metrics,' 'TTFV,' 'time-to-first-value,' 'data health,' 'attribution,' 'conversion rate,' 'CAC,' 'LTV,' 'NRR,' 'GTM dashboard,' 'magic number,' 'pipeline velocity,' or 'funnel metrics.' This skill covers GTM measurement from metric selection through dashboard design, including AI-specific cost metrics, attribution models, and weekly review cadences. Do NOT use for technical implementation, code review, or software architecture.

日本語の概要は準備中です。原文の説明を表示しています。

After the founder brief, turn it into an honest diagnosis and a prioritized, stage-aware GTM roadmap saved as docs/gtm-cofounder/gtm-roadmap.md. This is the hub the user returns to every session to see where they are and the single next move. Use right after start-here, whenever the user doesn't know what to work on next, wants a plan instead of a one-off task, or is drowning in disconnected tactics.

日本語の概要は準備中です。原文の説明を表示しています。

Comprehensive go-to-market strategy and launch execution skill. Use when planning a product launch, feature announcement, market entry, or release strategy. Activates for: go to market, GTM, product launch, launch strategy, launch plan, launch execution, launch marketing, GTM playbook, launch readiness, technical launch, beta launch, early access, waitlist, Product Hunt, feature release, announcement, how do I launch this, launch checklist, we're about to ship, market entry, startup GTM, PLG vs sales-led, GTM motion, launch marketing pack, press outreach, developer product launch.

日本語の概要は準備中です。原文の説明を表示しています。

For marketing and gtm work: bind launches, campaigns, events, and brand plans to growth and pipeline outcomes. Built around the core query "annual-marketing-plan", with GTM strategy lead judgment, buyer-ready proof, and this outcome: approve launch plan, campaign budget, or GTM motion.

日本語の概要は準備中です。原文の説明を表示しています。

When the user is a solo founder building their GTM motion, wants to scale without hiring, or needs to design an AI agent team for go-to-market. Also use when the user mentions 'solo founder,' 'one-person startup,' 'solopreneur,' 'bootstrapped,' 'no team,' 'AI agents as team,' 'scaling without hiring,' 'founder-led sales,' 'lean GTM,' 'one-person company,' or 'no employees.' This skill covers the complete solo founder GTM playbook from stack selection through agent team design, revenue-stage transitions, time allocation, and when to finally hire. Do NOT use for technical implementation, code review, or software architecture.

日本語の概要は準備中です。原文の説明を表示しています。

When the user wants to plan go-to-market strategy, GTM framework, or market entry. Also use when the user mentions "GTM," "go-to-market," "market entry," "new market," "repositioning," "PLG," "sales-led," "product-led," "marketing-led," "ICP," "buyer persona," "GTM motion," or "market expansion." For launch checklist, use product-launch.

日本語の概要は準備中です。原文の説明を表示しています。

Interview the user once and write a docs/gtm-cofounder/founder-brief.md that every other skill reads first, so the advice is about their real business, not a textbook. Use this before anything else, or whenever the agent lacks context on the user's product, ICP, market, or stage, or is giving generic GTM advice.

日本語の概要は準備中です。原文の説明を表示しています。

Define go-to-market strategy including launch plan, messaging, channels, and timing during PRD v0.9 Go-to-Market. Triggers on requests to plan launch, define GTM strategy, or when user asks "how do we launch?", "go-to-market", "launch plan", "marketing strategy", "messaging", "launch channels", "GTM". Outputs GTM- entries with launch plan components.

日本語の概要は準備中です。原文の説明を表示しています。

A great product that nobody knows about is a failed product. Go-to-market strategy is how you get your product into customers' hands. Not marketing in the abstract - specific motions, channels, and sequences for your specific situation. This skill covers GTM motion selection (product-led, sales-led, community), channel strategy, launch sequencing, early customer acquisition, and the critical transitions between GTM phases. Use when "go to market, GTM, launch strategy, how to get customers, sales vs product-led, channel strategy, market entry, customer acquisition, distribution strategy, product launch, getting first customers, sales motion, bottoms up, top down sales, go-to-market, gtm, launch, product-led-growth, sales, channels, customer-acquisition, distribution, marketing" mentioned.

日本語の概要は準備中です。原文の説明を表示しています。

产品营销 (PMM, Product Marketing) — 拥有「产品如何被定位 / 表达 / 发布 / 卖进市场」的从业者认知操作系统: 是产品 / 销售 / 市场 / 客户之间的连接组织, 负责把产品能力翻译成市场价值, 并把市场声音带回产品。覆盖 (a) 定位与差异化 (April Dunford 「刻意选择语境」框架 + 竞争性替代方案 + 卖价值不卖功能 + 选择「让你优势成立的市场参照系」, 对照 Ries & Trout 经典「定位是占领心智」), (b) 信息传递与叙事 (messaging 层级 / 信息屋 + 价值主张 + 收益导向 vs 战略叙事「换框架」Andy Raskin + 表达清晰度 Emma Stratton / Punchy + 初创 homepage 定位 FletchPMM), (c) 进入市场 (GTM) 策略与产品发布 (发布分级 T1/T2/T3 + 发布流程与跨职能编排 + GTM 打法 PLG vs SLG vs 混合 + 滩头细分选择), (d) 市场与竞争情报 (竞品分析 + battlecard 战卡 + 输赢分析 win/loss + 竞争赋能 Klue/Crayon/Clozd), (e) 买家与客户研究 (ICP 理想客户画像 + 买家 / 用户 persona + Jobs-to-be-Done 任务理论 Christensen/Moesta/Ulwick ODI + 客户之声 VoC + 用真实买家测信息 Wynter/Peep Laja), (f) 销售赋能 (战卡 + pitch / 销售 deck + 一页纸 + demo 叙事 + 异议处理 + 销售培训 + 内容采用率 — 你的产出只值销售实际用到的那部分), (g) 定价与打包 (价值定价 + 打包分层 + 《Monetizing Innovation》Ramanujam/Simon-Kucher + PLG 定价 — 常与产品 / 财务共担), (h) 细分与品类 (市场细分 + TAM/SAM/SOM + 技术采用生命周期与跨越鸿沟 Geoffrey Moore + 品类设计与叙事 Play Bigger / Christopher Lochhead — 稀有且昂贵, 不是默认选项), (i) 需求生成与内容协同 (campaign 信息 + 思想领导力 + 漏斗内容 TOFU/MOFU/BOFU + ABM 基于客户营销), (j) 分析师与影响者关系 (Gartner 魔力象限 + Forrester Wave + 分析师 briefing — To B 场景, 对 pay-to-play 影响诚实标注), (k) 客户营销与倡导 (参考客户 + case study + 评测站 G2/TrustRadius/Capterra 运营 + 社区), (l) PMM 运营与度量 (影响管道 + 赢率 + 发布采用率 + 信息穿透率 + 角色汇报线「向产品还是向市场」之争 + PMM 作为战略职能 vs 接单工具人陷阱); 跨 B2B SaaS (该学科重心) / B2C 消费 / 开发者 PLG / 平台产品。不含 产品管理 (PM 造产品 / 拥有 roadmap, PMM 拥有市场 — 相邻且极易混淆) / 增长 / 效果营销 / 付费投放 (平行学科) / 品牌 / 企业传播 / 公关为终点 / 需求生成为终点 (PMM 与之协同但不等同) / 平面设计 /「做 slide 和周边的团队」(PMM 抗争的接单工具人窄化) / 泛泛「市场营销」。 (Product Marketing (PMM) — the cognitive operating system of practitioners who own how a product is positioned, messaged, launched, and sold into a market: the connective tissue between product, sales, marketing, and customers, responsible for translating product capability into market value and bringing the voice of the market back into product. Covers (a) positioning & differentiation (April Dunford's deliberate-context framing, competitive alternatives, value-not-features, framing the market in which your strengths matter — vs Ries & Trout classic perception-in-the-mind positioning), (b) messaging & narrative (messaging hierarchy / house, value proposition, benefit-led vs strategic-narrative / change-the-frame messaging Andy Raskin, clarity craft Emma Stratton/Punchy, homepage & startup positioning FletchPMM), (c) go-to-market (GTM) strategy & product launches (launch tiers T1/T2/T3, launch process & cross-functional orchestration, GTM motion PLG vs SLG vs hybrid, beachhead segment selection), (d) market & competitive intelligence (competitive analysis, battlecards, win/loss analysis, competitive enablement Klue/Crayon/Clozd), (e) buyer & customer research (ICP ideal customer profile, buyer & user personas, Jobs-to-be-Done Christensen/Moesta/Ulwick ODI, voice of customer, message testing with real buyers Wynter/Peep Laja), (f) sales enablement (battlecards, pitch & sales decks, one-pagers, demo narratives, objection handling, sales training, content adoption — output is only as good as what sales actually uses), (g) pricing & packaging (value-based pricing, packaging & tiering, Monetizing Innovation Ramanujam/Simon-Kucher, PLG pricing — often shared with product/finance), (h) segmentation & category (market segmentation, TAM/SAM/SOM, technology adoption lifecycle & crossing the chasm Geoffrey Moore, category design & narrative Play Bigger / Christopher Lochhead — rare and expensive, not a default), (i) demand-gen & content partnership (campaign messaging, thought leadership, funnel content TOFU/MOFU/BOFU, ABM account-based marketing), (j) analyst & influencer relations (Gartner Magic Quadrant, Forrester Wave, analyst briefings — for B2B, with honest read on pay-to-play perception), (k) customer marketing & advocacy (references, case studies, reviews G2/TrustRadius/Capterra presence, community), (l) PMM operations & metrics (influenced pipeline, win rate, launch adoption, message pull-through, the role's reporting line product-vs-mark

日本語の概要は準備中です。原文の説明を表示しています。

Use when generating weekly GTM performance reports, summarizing pipeline activity, reviewing outreach metrics, or creating executive updates. Triggers: 'weekly report', 'GTM report', 'pipeline review', 'weekly update', 'outreach summary', 'Friday report'.

日本語の概要は準備中です。原文の説明を表示しています。

Go-to-market engineering for the Yupcha portfolio (OmniVoice-Studio, the Clay-alternative in this repo, ResuBird). A closed set of executable verbs — research, audit, draft, measure, prepare, publish, escalate — each with a typed contract, required sources, and a risk tier. Use when: (1) researching ICP/competitors/channels/prior art, (2) auditing our own properties for what's actually broken (dead pricing pages, 404ing clone URLs, unfilled demos, licence detection, watermark coverage), (3) drafting docs/comparison pages/release notes/launch copy, (4) measuring real numbers against GOAL.md, (5) preparing a Show HN or a listing up to the send button, (6) any question about whether a GTM action is allowed. Triggers: 'gtm', 'go to market', 'launch', 'show hn', 'growth', 'marketing', 'positioning', 'icp', 'competitors', 'outreach', 'cold email', 'audit our', 'is it ok to', 'can we post', 'promote'.

日本語の概要は準備中です。原文の説明を表示しています。

Product marketing and go-to-market strategy for B2B SaaS launches and positioning. Use this skill when planning a product launch, developing positioning and messaging, analyzing competitive landscape, building customer advocacy programs, designing a customer referral program (who may accept the reward, how the introduction is made), designing a win/loss interview program, working out why we lose deals, designing GTM strategy, creating category positioning, planning analyst briefings, or deciding which country to expand into and how far to localize. Also use it for an early-stage startup where the founder is still doing the selling — running founder-led sales, setting up a design-partner program, judging whether you have product-market fit, deciding what not to do yet, deciding when to hire the first AE or first marketer, and moving upmarket to larger buyers. Also use it when your company has just acquired another (or is about to), to plan the marketing integration: what you may and may not do between signing and close, the first letter to the acquired customers, whether to keep, endorse, fold in or retire the acquired brand, merging the two marketing databases without mailing people who opted out, when to start cross-selling, and announcing a product sunset. Also use it to design a demand-generation campaign and the channel plan it runs on: one campaign with one job, the offer for buyers who are and are not in market, what each channel is for, the kill and scale rules set before launch, the follow-up sales agrees to, the yearly calendar of always-on programs and tentpole campaigns, and which channels to keep, test or stop. Also use it for brand marketing and demand creation — how much to spend on brand versus performance, what to measure when a brand campaign produces no conversion event, and how to answer "we cannot attribute it". Also triggers on: founder-led sales, founder-led GTM, design partners, design partner agreement, first customers, first 10 customers, do we have product-market fit, PMF, Sean Ellis test, very disappointed survey, pre-seed, seed stage, when to hire our first AE, first sales hire, first marketing hire, moving upmarket, going upmarket, enterprise readiness, first enterprise deal, what do enterprise buyers need before they sign, positioning, product launch, beta program, early access program, design partners, private preview, public preview, general availability, GA launch, when can we call it GA, can sales sell a beta feature, selling the roadmap, launch tier, competitive intelligence, messaging, customer advocacy, win/loss analysis, win/loss interviews, why we lose deals, closed-lost analysis, loss reason, close-reason field, competitive displacement, displace an incumbent, rip and replace, competitive takeout, switch from a competitor, win deals from a competitor, incumbent contract, renewal window, auto-renewal notice period, switching costs, EU Data Act, cloud switching rights, why do we lose to no decision, GTM, category design, ideal customer profile, ICP, what is our real ICP, who actually buys from us, refresh our ICP from closed-won deals, ICP refresh before planning, analyst briefing, G2 review, international expansion, market entry, expand into Europe, which country should we launch in next, localization, translate our site, in-country go-to-market, regional GTM, is cold email legal in Germany, brand marketing, brand awareness, brand vs performance, brand versus demand gen, demand creation, demand capture, 95-5 rule, out of market buyers, category entry points, distinctive brand assets, mental availability, brand tracking, brand health, brand lift, share of search, how do we measure brand, justify brand spend, brand budget. Also triggers on public-sector marketing: sell to government, government marketing, public sector go-to-market, federal marketing, state and local government, SLED, FedRAMP, FedRAMP marketing claims, can we say FedRAMP ready, GovRAMP, StateRAMP, VPAT, accessibility confor

日本語の概要は準備中です。原文の説明を表示しています。

Evaluates current go-to-market positioning versus the market. Analyzes website, content, pricing, ICP alignment, and competitive landscape to identify gaps, opportunities, and produce a GTM health report.

日本語の概要は準備中です。原文の説明を表示しています。

Use when a startup is approached by a prospective partner and someone has to decide should we sign this partner, at what partner tier (referral / reseller / OEM / SI-consulting / strategic alliance), with what joint GTM commitment, and at what revshare. Classifies partner tier from independent-demand evidence vs. preferential-terms hunting, designs a 90-day joint GTM plan, models revshare against direct-sale margin, and surfaces kill criteria for unwinding under-performing partnerships. For Head of Partnerships, Head of BD, and Founder-CEOs doing reseller agreement, OEM deal, or strategic alliance review — not technical sale enablement, not channel cost economics, not M&A.

日本語の概要は準備中です。原文の説明を表示しています。

Comprehensive GTM analysis of any target company. Researches what a company is currently doing across all go-to-market dimensions — content/blog, founder LinkedIn activity, SEO/traffic, hiring signals, social/community presence, customer acquisition channels, podcast appearances, review sites, competitive positioning, and partnerships. Produces a structured report identifying what's working, what's missing, and where white space exists for new strategies. Use before designing GTM strategies for a client or prospect.

日本語の概要は準備中です。原文の説明を表示しています。

Measure GTM with the metrics that matter (net developer retention, DREAM funnel) instead of vanity numbers. Use when the user has dashboards full of stars and pageviews but can't tell if go-to-market is working, or is optimizing acquisition over a leaky bucket.

日本語の概要は準備中です。原文の説明を表示しています。

Refresh the user's competitive and market context. Re-scan named rivals and the category for what changed since the brief was written (rebrands, repositioning, new entrants, pricing shifts, renamed categories) and update docs/gtm-cofounder/founder-brief.md and the roadmap with anything that moves positioning. Use on a cadence, or whenever a competitor rebrands, a new tool appears, or the user senses the market has shifted under them.

日本語の概要は準備中です。原文の説明を表示しています。

Before showing the user any substantive GTM deliverable (positioning, value prop, homepage, launch post, pricing, sales script, the brief or roadmap), stress-test it against the standard as an independent critic, because the agent that wrote it is the worst judge of whether it is good. Use as a gate right before presenting work, or when the user asks whether something is actually strong.

日本語の概要は準備中です。原文の説明を表示しています。

Turn developer love into revenue by enabling champions and choosing a GTM model. Use when developers adopt the free tier but nobody pays, when the user is cold-selling the VP instead of arming the developer, or when picking between open-source, PLG, inbound, and sales-led.

日本語の概要は準備中です。原文の説明を表示しています。

Orchestrate go-to-market strategy by running positioning, offer construction, and channel allocation as a sequenced workflow during PRD v0.9 Go-to-Market. Triggers on requests to plan launch, define GTM strategy, or when user asks "how do we launch?", "go-to-market", "launch plan", "marketing strategy", "GTM", "launch this product". Chains three framework-grounded sub-skills (Dunford → Hormozi → ORB) and reconciles their outputs.

日本語の概要は準備中です。原文の説明を表示しています。

Bret Taylor 视角. Sierra 联合创始人 / CEO, OpenAI 董事会主席 (2024-), ex-Salesforce co-CEO, Google Maps 联合创造者. B2B SaaS enterprise 派代表 / outcome-based pricing 第一手提倡者 / brand-as-moat 在 agent 时代重新阐述者. 把 monetize-agents 语境从 "卖软件 access" 换成 "卖 outcome — 客户问题解决一次收一次费", 把 product 设计从 "feature breadth" 换成 "vertical depth + measurable outcome + procurement-grade trust". 用途: 当用户问 "agent 该怎么定价 / per-seat 还是 per-outcome / B2B agent 怎么 GTM / enterprise 0 到 1 / vertical 还是 horizontal / design partner 怎么搭 / 一开始要不要融大钱" 类问题时, 用 Bret Taylor 视角先把 "outcome 可不可测量 + vertical 是哪个 + 第一批 design partner 是谁" 盘清楚, 再给定价 / GTM / 融资判断. 当用户提到 "Bret Taylor" "Sierra" "outcome-based pricing" "deflection" "vertical agent" "design partner" "enterprise agent" "B2B agent GTM" "agent 定价" "agent procurement" 时使用. 即使用户只是说 "用 Sierra 思路看一下" 也应触发.

日本語の概要は準備中です。原文の説明を表示しています。