Go-to-Market Launch Plan

What you'll produce

A go-to-market (GTM) launch brief for Tempo's new AI-assisted capacity-forecasting feature — the single document that turns positioning into a coordinated launch. It names the target audience and the one-line value prop, picks a channel mix matched to where your ICP actually is (not where it's easy to post), sets pricing and timing, lays out a before/during/after timeline with a named owner on every row, spells out the cross-functional coordination plan across product, sales, and support, and defines success metrics in advance plus a launch-day announcement plan. This is the artifact that separates a PMM from a "marketer who makes assets": owning the GTM plan and getting product, sales, and support to execute one story on one timeline is the signature skill the role is hired for (Topic 5). It also de-risks the founders' bet — a great feature with a sloppy launch is a tragedy, and this brief is how you prevent that. It builds directly on your ICP (Deliverable 1) and your positioning and message pillars (Deliverable 2): every line of copy here should trace back to that source of truth.

Instructions

1. Anchor the audience and the one-line value prop. Reuse your ICP from Deliverable 1 — don't re-derive it. State who this launch is for in one sentence (segment + the job-to-be-done it serves), then write the launch's single value proposition as a benefit, not a feature. Test it: if you swapped "AI" for "magic" and the sentence still sounds the same as every competitor, rewrite it until it says something only Tempo can say.
2. Decide the launch tier and packaging — on top of Tempo's real price. First pick the launch size honestly: GA splash vs. phased beta. Then decide how the AI forecast is sold. Start from the canonical pricing fact in the capstone brief — Tempo is one flat plan at $12/seat/month, and the AI feature ships bundled into it at launch — and don't quietly invent new tiers or numbers; the one-pager (Deliverable 4) and the channel economics (Deliverable 6) inherit these exact figures, so anything you change here you must change there too. Bundling-into-the-flat-plan is the default and usually the right call for a few-hundred-team base with no marketing engine (the launch's job is activation and switching, not ARPU). If you instead argue for a paid add-on or a future premium tier, that is your invention, not a brief fact: say so explicitly, give it an exact name and price, justify it against the launch goal, and carry that same name and price unchanged into Deliverables 4 and 6 — a tier that appears here and vanishes later is exactly the broken-thread mistake the capstone warns against. Packaging is a GTM decision, not just a pricing one: it shapes the message and the metric.
3. Build the channel mix from the ICP, then cut it. List every channel where your ICP actually spends attention (Topic 5: SEO, content, email, in-product, social, sales-led, partnerships, communities). For each, write one line: why this channel reaches this ICP. Then cut to 3–4 — a focused launch beats a thin one spread across eight channels. Name the hero channel.
4. Write the message into each channel. Don't reuse one sentence everywhere. Take your three message pillars from Deliverable 2 and tailor the angle per channel and audience (existing customers hear "you just got an upgrade"; prospects hear "here's why to switch"). One consistent story, channel-appropriate words.
5. Lay out a before/during/after timeline with owners. Use real dates relative to a launch day (T-minus weeks → launch day → T-plus weeks). Every row gets a single accountable owner (PMM, Product, Sales, Support, Founder/CEO) and a concrete deliverable. "Before" = build assets and brief teams; "During" = the coordinated announcement; "After" = measure, gather feedback, sustain.
6. Write the cross-functional coordination plan. State explicitly what Product owns (the feature is on, docs ready), what Sales needs (battlecard, talk track, demo — note this is built in Deliverable 4), and what Support needs (known-issues doc, escalation path, who to ping). Name the go/no-go gate and who calls it.
7. Define success metrics up front — before launch, not after. Pick a primary launch metric tied to the business goal (e.g., feature activation among the ICP, or trial-to-paid lift), plus 2–3 secondary metrics, plus one counter-metric (a guardrail that tells you the launch is hurting something — churn, support load, refunds). Put a number on each where you can.
8. Write the launch-day announcement plan. Spell out exactly what goes live on launch day, in what order, on which channel, by what time, owned by whom — the in-app message, the email, the blog post, the social posts, the sales outreach. This is the "everything lands at once" coordination Topic 5 calls for.
9. State your top risk and the rollback. One sentence: the most likely way this launch goes wrong, and what you'd do about it (pause rollout, hold the email, hotfix). Honesty here is a senior signal.

Rubric

The app's AI scores the learner's submission against these criteria and gives feedback. Levels: Needs work (1) / Solid (2) / Excellent (3). Passing = every criterion at Solid or above.

• Audience & benefit-led value prop — 1: vague "everyone" or a feature dump · 2: clear ICP + a one-line benefit · 3: sharp ICP tied to the job-to-be-done and a value prop only Tempo could honestly claim (passes the swap test, traces to Deliverable 1–2).
• Pricing & packaging decision (built on the brief's price, not invented) — 1: not addressed, or invents a price/tier that contradicts the brief's flat $12 plan and the figures D4/D6 use · 2: states bundle/add-on/tier using the canonical $12 plan · 3: picks packaging on top of the real $12 price, justifies it against the launch goal (activation/advocacy vs. revenue), and if it proposes any future tier, labels that as the learner's own invention with an exact name + price committed to carry into Deliverables 4 and 6.
• Channel mix matched to the ICP — 1: random or "all channels" · 2: 3–4 reasonable channels · 3: focused mix, each justified by where the ICP actually is, with a named hero channel and deliberate cuts.
• Message tailored per channel — 1: one generic line everywhere · 2: channel-appropriate copy · 3: consistent story drawn from the message pillars, re-angled for existing customers vs. prospects per channel.
• Before/during/after timeline with owners — 1: no timeline or no owners · 2: phased plan with some owners · 3: dated rows, a single accountable owner each, concrete done-criteria across all three phases.
• Cross-functional coordination plan — 1: marketing-only · 2: names what product/sales/support do · 3: explicit hand-offs, a sales-enablement dependency, a go/no-go gate, and who calls it.
• Success metrics defined up front — 1: missing or measured after the fact · 2: names a primary metric · 3: primary + secondary + a counter-metric guardrail, with numbers, set before launch.
• Launch-day announcement plan — 1: a single post · 2: lists the channels · 3: a sequenced, timed, owned plan so the message lands everywhere at once, plus a stated top risk and rollback.