Go-to-Market and Launch Questions
This section covers go-to-market strategy and product launch frameworks for PM interviews.
GTM Strategy Components
| Component | Description |
|---|---|
| Target customer | Specific customer segment for initial focus (not "everyone who might use this") |
| Positioning | How product exists in customer mind relative to alternatives |
| Channels | How customers will discover the product |
| Launch sequence | Phased approach from private beta to scale |
| Success metrics | How launch success will be measured |
Target Customer Definition
Selection criteria for initial target segment:
| Criterion | Question |
|---|---|
| Urgency | Who has the most pressing need? |
| Reachability | Who can we access most efficiently? |
| Forgiveness | Who will tolerate early product gaps? |
| Advocacy | Who will spread the word? |
Example: Slack launched to tech startups (quick adoption, urgent communication needs, extensive inter-company communication about tools).
Positioning Framework
Formula: For [target customer] who [has this problem], [Product] is a [category] that [key benefit]. Unlike [alternatives], we [differentiation].
Example (early Dropbox): "For people who work across multiple devices and lose track of files, Dropbox is a file storage service that automatically syncs everything everywhere. Unlike USB drives or email attachments, your files are always up-to-date without thinking about it."
Channel Options
| Channel | Description | Best For |
|---|---|---|
| Paid acquisition | Ads, sponsorships, paid influencers | Immediate reach, measurable ROI |
| Organic/SEO | Content marketing, search optimization | Long-term sustainable growth |
| Viral/referral | Product-led growth, referral programs | High engagement products |
| Sales | Direct outreach, enterprise sales | High ACV B2B |
| Partnerships | Distribution deals, integrations | Access to existing user bases |
| PR | Press coverage, launches | Awareness spikes |
Channel selection depends on customer, product, and unit economics.
Launch Sequence
| Phase | Description |
|---|---|
| Private beta | Small group of ideal users, gather feedback |
| Expanded beta | Invite-only, build waitlist |
| Public launch | PR push, open access |
| Scale | Paid acquisition, additional channels |
Success Metrics
| Category | Metrics |
|---|---|
| Acquisition | Signups/downloads in first week/month |
| Activation | % completing key action |
| Retention | D1, D7, D30 retention |
| Virality | Referrals, social mentions |
| PR | Articles, backlinks |
| Efficiency | Cost per acquisition (if paid) |
Worked Example: Launching a Meditation App
Market Context
- Crowded market (Headspace, Calm dominant)
- Multiple free alternatives (YouTube)
- "Another meditation app" positioning will not succeed
Target Customer
Primary segment: Busy professionals who have tried meditation but could not sustain the habit. Have downloaded apps before but stopped after a few days. Believe meditation would help but feel they "don't have time" or "can't quiet their mind."
Segment rationale:
- Large enough for business viability
- Underserved by existing apps (which assume motivation)
- Clear pain point
- Willingness to pay
Positioning
"For stressed professionals who've failed at meditation before, [App] is a meditation program that actually works for busy minds. Unlike Calm and Headspace, we don't assume you can sit still for 10 minutes. We start with 1-minute sessions and use cognitive techniques designed for people who can't stop thinking."
Positioning insight: Not "better meditation app" but "meditation for people who think they can't meditate."
Go-to-Market Strategy
| Phase | Timeframe | Focus |
|---|---|---|
| Validate | Months 1-2 | MVP with 1-3 minute meditations, 50-100 beta users, iterate |
| Build proof | Months 3-4 | Collect testimonials, document transformation stories, refine onboarding |
| Launch | Month 5 | PR push on "meditation for non-meditators" angle, target business/productivity press, launch referral program |
| Scale | Months 6+ | Content marketing, podcast ads, corporate wellness partnerships |
Channel Selection
Selected channels:
- Content/SEO: Target searches like "why can't I meditate" and "meditation doesn't work for me"
- Podcast ads: Business and productivity podcasts (not wellness/yoga podcasts)
- Referrals: Built into product
Rejected channels:
- Instagram wellness influencers: Wrong audience (people who already meditate)
- App store optimization: Too competitive, Calm/Headspace dominate
- Enterprise sales: Too early, need consumer proof points first
Success Metrics
Week 1 launch targets:
- 10,000 downloads
- 40% Day 1 retention
- 20% complete first 7-day streak
Month 1 targets:
- 50,000 downloads
- 15% Day 30 retention (vs. industry ~5%)
- NPS > 50 among active users
- 100 testimonials collected
Risk Mitigation
| Risk | Mitigation |
|---|---|
| Market too crowded | Hyper-specific positioning, do not try to be everything |
| "Busy mind" positioning feels negative | Frame as empowering, not deficit-focused |
| Short sessions don't deliver results | Design for progression, prove effectiveness with data |
Launch Timing Factors
| Factor | Considerations |
|---|---|
| Market readiness | Is customer need urgent? Are enabling technologies in place? Cultural moment? |
| Competitive landscape | What are competitors doing? Is there a window before copying? First to new category? |
| Internal readiness | Is product ready? Resourced for post-launch support? Can handle scale? |
| External factors | Seasonality, industry events, news cycles |
Example: Tax Product Launch Timing
Weak approach: "As soon as it's ready"
Strong approach: Tax products have extreme seasonality. Target November launch (early enough to build awareness before January, late enough for polish). Beta in September with accountants and tax-savvy early adopters to validate accuracy.
Market Entry Questions
Framework for New Market Entry
| Step | Questions |
|---|---|
| 1. Market differences | Different customer needs? Competitors? Regulations? Channels? |
| 2. Entry strategy | Direct entry, partnership, acquisition, or franchise/license? |
| 3. Adaptation | What must be localized? What should stay standard? What could be better if localized? |
Entry Strategy Options
| Option | Pros | Cons |
|---|---|---|
| Direct entry | Control, brand ownership | Expensive, slow learning |
| Partnership | Lower cost, shared risk, local expertise | Less control, split economics |
| Acquisition | Immediate scale, instant expertise | Expensive, integration risk |
| Franchise/license | Low capital, rapid expansion | Quality control, brand risk |
Worked Example: Uber Entering Southeast Asia
Market analysis:
- Local competitors exist (Grab, Go-Jek)
- Different payment infrastructure (cash-heavy)
- Different transport modes (motorcycles common)
- Different regulatory environment
Options evaluated:
| Option | Assessment |
|---|---|
| Compete directly | Expensive, locals have head start |
| Acquire local player | Immediate scale but costly |
| Partner | Lower cost, shared risk |
Recommendation: Partnership or acquisition rather than direct competition. Uber's brand alone insufficient if product does not fit local needs (cash payments, motorcycles).
Note: Uber sold to Grab in Southeast Asia, validating this analysis.
Common Launch Mistakes
| Mistake | Description |
|---|---|
| "Build it and they will come" | Distribution is a strategy, not an afterthought |
| Launching too broad | "For everyone" means resonates with no one |
| Wrong first customers | First customers shape product trajectory |
| Launching too early | Bad first impressions are hard to overcome |
| Launching too late | Competitors grab market while waiting for perfection |
| Ignoring unscalable tactics | Founders personally onboarding users builds early momentum |
Practice Questions
New Product Launches
- How would you launch a smart home device in a market dominated by Amazon and Google?
- How would you bring a new enterprise SaaS product to market?
- How would you launch a fintech app in a market with strict regulations?
Market Entry
- Spotify wants to enter a new emerging market. What is your strategy?
- How would Netflix approach launching in a country with low internet penetration?
- A US-based e-commerce company wants to enter Europe. What should they consider?
Timing
- Your product is ready, but a major competitor just announced something similar. What do you do?
- Your product could launch in 2 months at 80% quality or 4 months at 95% quality. How do you decide?
Turnarounds
- A product launched 6 months ago and is not hitting growth targets. What would you do?
- How would you reposition a product that early users love but cannot break into mainstream?