The language of go-to-market.

The plan for how a company takes a specific offer to a specific buyer, through specific channels, at a specific price. It is a system, not a marketing plan.

The repeatable way a company acquires and grows customers, such as product-led or sales-led. Naming the motion forces an explicit choice about channel, team and cost.

How your product is a leader at delivering something a well-defined set of customers cares about. Positioning is the input to messaging, not the other way around.

The words that translate positioning for a specific audience. Downstream of positioning, never a substitute for it.

The concrete benefit a buyer gets, stated in their terms and their language, not a list of features.

The progress a customer is trying to make and "hires" your product to achieve. Shifts focus from who the buyer is to what they are trying to accomplish.

A precise description of the accounts your product is built for: firmographics, pain, trigger and buying behaviour. The first decision, because it drives every other one.

A profile of an individual decision maker or influencer within a target account, distinct from the account-level ICP.

The group of stakeholders, often six to ten people, who jointly approve an enterprise purchase. Larger committees push you toward a sales-led motion.

Dividing a market into groups that buy differently, so product, message and motion can be aimed at the segment that values you most.

The total revenue available if you sold to everyone who could ever buy your product.

The slice of TAM you can actually serve and reach with your model and geography.

The portion of SAM you can realistically win in a given period, given competition and capacity.

The product itself drives acquisition, activation and expansion as users self-serve. Fits low friction, fast time-to-value and lower contract values.

Sales reps are the primary driver of new customers. Fits higher contract values, complex products and multi-stakeholder buying.

Treating each high-value target account as a market of one, with marketing and sales coordinated around it. Fits enterprise and a small, finite set of accounts.

ABM extended across the full account lifecycle, coordinating every touch from first contact through expansion.

Content, paid, SEO and events generate inbound interest that sales then qualifies. Fits mid-value, problem-aware markets with repeatable inbound.

Selling through resellers, VARs or systems integrators who distribute your product and reach you could not reach alone.

Using partner data and integrations to source pipeline, speed up deals and reduce churn. Integration-using customers tend to retain markedly better.

An intentional user community drives acquisition, activation and retention. Usually a layer on top of another motion, not a standalone one.

Building awareness and preference among the roughly 95% of a market not yet actively buying, so you are the first call when they enter the market.

Converting the roughly 5% of a market that is actively searching for a solution right now. Easy to measure, which is why teams over-invest in it.

The total value of open opportunities, weighted or counted by sales stage. The number that actually predicts revenue, unlike raw lead volume.

A revenue model shaped like a bowtie that extends past closed-won into onboarding, retention and expansion, because most lifetime value is created after the first sale.

Acquisition, Activation, Retention, Referral and Revenue. The five user-behaviour metrics that pull a team off vanity numbers and onto what drives health.

A lead that marketing judges worth sales follow-up, based on fit and engagement signals.

A lead that sales has accepted as worth active pursuit, a step beyond an MQL.

A user whose actual product usage signals buying intent. Native to product-led motions.

The first meaningful value moment for a new user, the "aha" that predicts whether they stay.

How quickly a new user or customer first realises value. Short TTV is what makes a self-serve motion viable.

The percentage of people or accounts moving from one funnel or bowtie stage to the next.

The percentage of qualified opportunities that close as won.

The time from first touch to a closed deal. Longer cycles push the economics toward a sales-led motion.

The average annualised revenue per customer contract. The single biggest input into which GTM motion you can afford.

Predictable yearly subscription revenue, roughly MRR multiplied by twelve.

Normalised, predictable monthly subscription revenue.

Fully loaded sales and marketing spend divided by new customers acquired. Product-led CAC is far lower than sales-led CAC.

The number of months of gross profit needed to recover the cost of acquiring a customer. Best in class is twelve months or under.

The total gross profit expected from a customer across their entire relationship with you.

The value of a customer relative to the cost of winning them. A healthy SaaS ratio is around three to one or better.

The percentage of customers or revenue lost in a period. The leak the bowtie is designed to expose.

Revenue retained plus expansion from existing customers. Above 100% means you grow even without new logos.

Revenue retained from existing customers excluding expansion. Caps at 100%.

Upsell and cross-sell revenue from customers you already have. Often the cheapest growth available.

A health check where growth rate plus profit margin should sum to at least forty percent.

The function that aligns people, process and data across marketing, sales and customer success under one model, to grow revenue and cut waste.

One agreed dataset and one set of stage definitions that every team operates from, so the numbers stop disagreeing.

How fast you respond to an inbound lead. Minutes beat hours by a wide margin, because the first responder usually wins the deal.

The documented, repeatable steps reps follow to sell, so results do not depend on the one person who figured it out.

The full set of activity that creates awareness and interest in your category and product, spanning both demand creation and demand capture.