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Positioning, messaging, channels, and the order to do them in. Then the execution: internal readiness, support and comms, a staged rollout, and a date set in advance to check whether it worked. I work backwards from who has the problem badly enough to pay for it.
The product is good and the pitch isn't landing. Every audience gets the same deck. Launches happen and nothing much follows. Or the team can describe what the product does at length and can't say who it's for in one sentence.
Go-to-market falls apart in the same place design does: nobody has agreed who this is for and what problem they're paying to remove. Everything after that — messaging, channels, pricing structure, launch sequence — is downstream of the answer.
I start with the segment and the job it's hiring you for, which is the same research that underpins good product work. Then the message, tested against people in that segment rather than approved in a meeting. Then the sequence: what gets said, to whom, in what order.
Doing this as a designer rather than a marketer has one advantage. The promise and the product stay connected, so what the campaign says is something the first session actually delivers.
Three to six weeks for positioning and messaging. Launch support runs alongside whatever timeline you're working to.
Are you a marketer?
No. I work on the positioning, messaging and launch design where they overlap with the product. Media buying and demand generation are someone else's job.
Can you do this pre-launch?
That's the best time. Positioning decided after launch is usually positioning decided by whoever shouted loudest.