Start with an Audit

Template — $39

A go-to-market strategy template you can actually finish.

Nine sections, the prompts that make each one answerable, and a filled example from a real engagement. This is the same structure our Strategy work produces for clients. Buy once and copy it straight into your own doc.

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How to use it

Work top to bottom and resist reordering. Each section is an input to the one after it, which is why plans that start with tactics collapse two months in.

Aim for one tight paragraph per section, not a page. If a section takes more than a paragraph, the thinking underneath it is not finished yet, and that is useful to know now rather than after the spend.

The filled column comes from the Bio Ag Management rebrand and website rebuild, so you can see what a real answer looks like next to each prompt.

The template

Nine sections. Left is what the section is for and the prompts to answer. Right is how it was answered on a live engagement.

01

The position

One paragraph a stranger could read and repeat correctly. Everything downstream inherits it.

What do you sell, in the words a buyer already uses?
Who is it for, and who is it plainly not for?
What is the one claim you can prove that a competitor cannot copy this quarter?

Filled example, Bio Ag Management

A research-led agricultural biologicals company with genuine scientific authority, selling to growers worldwide rather than a single region. The provable claim was the research itself: field results and the science behind them, held by the agronomists on staff.

02

The buyer and the decision they are making

Not a persona sheet. The actual sequence of questions someone works through before they say yes.

Who signs, who evaluates, and who can veto?
What do they look at first, second, and third?
What are they comparing you against, including doing nothing?

Filled example, Bio Ag Management

Growers and their advisors evaluate a biologicals supplier in a fixed order: proven results first, the research behind the results second, the expertise standing behind both third. That order became the site's information architecture.

03

The market and the competitive set

Name the real alternatives, including the incumbent habit you are displacing.

Which three alternatives come up in real conversations?
What do they say better than you do right now?
Where is the gap you can credibly own?

Filled example, Bio Ag Management

The credibility existed in the field and in relationships. The gap was entirely in the shop window: a dated site that spoke locally to a worldwide customer base and did not represent the brand the team had already built.

04

The offer

What someone buys, at what commitment level, and what the first step costs them.

What is the entry point, and is it small enough to say yes to?
What is included and what is explicitly out of scope?
What proof accompanies the offer at the moment of decision?

Filled example, Bio Ag Management

Products stayed as they were. The change was making the entry point legible: results and research placed where a buyer could evaluate them without a phone call first.

05

The message architecture

One position, then the two or three supporting messages every channel is allowed to draw from.

What is the headline claim?
What are the two or three supports underneath it?
What language is retired, so the team stops reintroducing it?

Filled example, Bio Ag Management

Positioning and messaging rewritten for a worldwide buyer rather than a regional one, with results, research, and expertise as the three supports. Sales, the agronomists, and the site now share one position.

06

The channel plan

Two channels you will do properly beats six you will do occasionally. Say what you are not doing.

Where does your buyer already spend attention?
Which two channels can you sustain for two quarters without heroics?
What are you deliberately declining, and why?

Filled example, Bio Ag Management

The site came first, because every other channel pointed at it. Nothing else scaled until the destination could carry the argument.

07

The proof plan

Proof is an asset with an owner and a date, not a hope. List what exists and what must be created.

What evidence do you already have and where is it published?
What proof is missing at the exact point buyers hesitate?
Who owns creating it, and by when?

Filled example, Bio Ag Management

The research and field results already existed internally. The work was structuring them into site sections a grower could navigate, which is what the rebuild delivered.

08

The build and the owner

Every line has one name and one date. A plan without owners is a document, not a strategy.

What is being built, in order?
Who owns each item, including the internal approvals?
What must the team be able to do themselves after launch?

Filled example, Bio Ag Management

A full content migration and rebuild from WordPress onto a platform the internal team could update without a developer, delivered on the client's timeline in October 2025.

09

The measures

Two or three numbers tied to revenue behavior, plus the leading indicators you will read weekly.

What business outcome would make this quarter a success?
Which leading indicator moves first if the strategy is working?
What would tell you to stop and change course?

Filled example, Bio Ag Management

Delivered on the client's timeline, the client's agency described the work as amazing and the workflow as flawless, and the engagement continued into further work rather than going back out to bid.

Three ways this template gets wasted

Filling it in alone

If sales, product, and marketing write section one separately, you will find three different companies. Do that section in one room, out loud, before anything else.

Starting at the channel plan

Section six is the most fun and the least useful first. A channel plan built on an unwritten position just distributes the confusion faster.

Leaving the measures blank

A go-to-market plan without section nine cannot be wrong, which means it also cannot be improved. Two numbers are enough.

Next step

Stuck on section one?

Most plans stall on the position, not the tactics. A marketing audit answers it with evidence: where you actually sit in the market, what your buyer evaluates first, and what the next two quarters should do about it.

Start with an Audit See the Work