- \n
- Most GTM mistakes compound from weak ICP, motion, and execution standards.\u00a0<\/li>\n
- Pipeline issues usually trace back to misaligned positioning, qualification gaps, or deal-stage discipline breakdowns.\u00a0<\/li>\n
- GTM models fail when buyer behavior, deal economics, and sales motion are\u00a0mis-matched.\u00a0<\/li>\n<\/ul>\n
What Great GTM Looks Like <\/h2>\n
A strong GTM is not a set of tactics. It is a closed-loop system. <\/p>\n
It has: <\/p>\n
- \n
- Boundaries.<\/strong>\u00a0Who you win with, and who you do not.\u00a0<\/li>\n
- A\u00a0narrative\u00a0that\u00a0sales\u00a0can repeat.<\/strong>\u00a0Not a brand story, but a buying decision story.\u00a0<\/li>\n
- A motion that matches buyer preference and deal economics.<\/strong>\u00a0Not\u00a0wishful thinking.\u00a0<\/li>\n
- Clean handoffs and stage exit criteria.<\/strong>\u00a0So\u00a0pipeline\u00a0means something.\u00a0<\/li>\n
- Metrics tied to reality.<\/strong>\u00a0Not proxy metrics that feel good.\u00a0<\/li>\n
- Feedback loops.<\/strong>\u00a0From sales and customer outcomes back into product, messaging, and planning.\u00a0<\/li>\n<\/ul>\n
If any one of these is missing, you will still make progress \u2013 until you try to scale. Then the same GTM mistakes compound. <\/p>\n
The GTM Mistakes Diagnostic <\/h2>\n
Before you \u201cfix\u201d anything, do one thing: stop treating symptoms. GTM mistakes are usually chained together. You have to locate the first broken link. <\/p>\n
![\"Infographic](\"blog-import\/gtm-mistakes\/content-1.jpeg\")
<\/figure>\nGTM Mistakes in Market and ICP Selection <\/h2>\n
Most GTM mistakes begin here, because every downstream decision assumes you picked the right customer. <\/p>\n
Mistake 1: Your ICP Is Broad, Abstract, Or Defined By \u201cWho Bought First\u201d <\/h3>\n
This is the classic \u201cwe can serve anyone who needs X.\u201d <\/p>\n
It feels safe.
It is not. <\/p>\nA broad ICP creates: <\/p>\n
- \n
- Vague messaging\u00a0<\/li>\n
- Low conversion\u00a0<\/li>\n
- Unclear product prioritization\u00a0<\/li>\n
- Sales cycles that drag because the buyer story keeps changing\u00a0<\/li>\n<\/ul>\n
It also creates internal confusion. <\/p>\n
Marketing markets to one person. Sales sells to another. Product builds for the loudest customer. <\/p>\n
Mistake 2: Misjudging Market Readiness <\/h3>\n
Early adopters are generous. They will: <\/p>\n
- \n
- tolerate\u00a0rough edges\u00a0<\/li>\n
- buy\u00a0for novelty\u00a0<\/li>\n
- take internal\u00a0risk\u00a0<\/li>\n<\/ul>\n
But mainstream buyers are different…
They want reliability, proof, and low change-management cost. <\/p>\nA common GTM mistake is treating early adopter enthusiasm as evidence of scalable demand.\u00a0The warning sign is subtle\u00a0\u2013\u00a0you\u00a0keep getting \u201cinteresting\u201d conversations, but you do not get repeatable conversions<\/strong>.\u00a0<\/p>\n
Mistake 3: Chasing Vanity Logos That Distort Your Roadmap <\/h3>\n
Some revenue dollars cost more than they look. The first enterprise logo can feel like a breakthrough, but if that customer is not a fit, they will: <\/p>\n
- \n
- Demand roadmap commitments\u00a0<\/li>\n
- Pull your team into bespoke work<\/li>\n
- Force a heavy sales motion\u00a0<\/li>\n
- Create messaging debt because you start telling a story that only that logo cares about\u00a0<\/li>\n<\/ul>\n
Six months later, you have a product no one fully understands, and a pipeline full of lookalikes you cannot win. <\/p>\n
How to Prevent and Fix ICP Mistakes <\/h3>\n
Use an ICP definition that is enforceable, not aspirational.\u00a0<\/p>\n
Create an ICP doc that includes: <\/p>\n
- \n
- Trigger event:<\/strong>\u00a0what makes them buy now\u00a0<\/li>\n
- Urgent pain:<\/strong>\u00a0what is costly today\u00a0<\/li>\n
- Constraints:<\/strong>\u00a0budget, systems, compliance, internal friction\u00a0<\/li>\n
- Buying committee:<\/strong>\u00a0who says yes, who blocks\u00a0<\/li>\n
- Success metrics:<\/strong>\u00a0what they measure\u00a0<\/li>\n
- Disqualifiers:<\/strong>\u00a0who you do not sell to\u00a0<\/li>\n<\/ul>\n
Then do the uncomfortable part: write \u201cnot for\u201d rules. <\/p>\n
Example disqualifiers: <\/p>\n
- \n
- No executive sponsor\u00a0<\/li>\n
- No clear business problem tied to a metric\u00a0<\/li>\n
- No ability to change process\u00a0<\/li>\n
- No adoption path\u00a0<\/li>\n<\/ul>\n
If you cannot disqualify, you will keep selling yourself into churn. <\/p>\n
GTM Mistakes in Positioning and Messaging <\/h2>\n
If ICP is the target, messaging is the arrow. This is where a lot of teams bleed… quietly. <\/p>\n
Mistake 1: Feature-led Narrative <\/h3>\n
When your story is feature-led, the prospect has to do the work. They have to translate your product into business value. And most will not. <\/p>\n
So the deal stalls or dies in no decision. <\/p>\n
The sales team then responds in predictable ways: <\/p>\n
- \n
- More slides\u00a0<\/li>\n
- More demos<\/li>\n
- More follow-ups\u00a0<\/li>\n
- More discounting\u00a0<\/li>\n<\/ul>\n
None of that fixes the narrative. <\/p>\n
Mistake 2: Generic Messaging & Copycat Positioning <\/h3>\n
A good test: <\/p>\n
![\"Infographic](\"blog-import\/gtm-mistakes\/content-2.jpeg\")
<\/figure>\nMistake 3: Message Drift Across The Org <\/h3>\n
When the narrative is unclear, everyone improvises (sales invents their own pitch, marketing promises something else, product gets stuck answering for both). <\/p>\n
Over time, your company becomes hard to trust, because buyers hear a different version of you every time. <\/p>\n
How to Prevent and Fix Positioning Mistakes <\/h3>\n
Build a positioning one-liner that the field can use. <\/p>\n
Template: <\/p>\n
- \n
- For\u00a0[ICP]<\/strong>\u00a0who\u00a0[struggle with]<\/strong>\u00a0<\/li>\n
- [Company] <\/strong>helps you\u00a0[achieve measurable outcome]<\/strong>\u00a0<\/li>\n
- By\u00a0[mechanism]<\/strong>\u00a0<\/li>\n
- Unlike\u00a0[alternative]<\/strong>\u00a0because\u00a0[difference buyers care about]<\/strong>\u00a0<\/li>\n<\/ul>\n
Then make it tougher. Add a \u201cwhy now\u201d sentence. <\/p>\n
If you cannot explain why urgency exists, pipeline will always feel soft. <\/p>\n
Also, run a no-decision reduction check<\/strong>.\u00a0If you are\u00a0losing to\u00a0a\u00a0no-decision, you are not making the status quo feel expensive.\u00a0<\/p>\n
GTM Model and Motion Mistakes <\/h2>\n
This is where economics punishes you. <\/p>\n
Mistake 1: Choosing A Motion That Fights How Buyers Want To Buy <\/h3>\n
Forcing sales-led onto a low-friction product creates cost and slows adoption<\/strong>. Forcing PLG onto a complex product creates confusion, stalled evaluations, and hidden churn<\/strong>. <\/p>\n
A motion is not a preference.
It is a fit decision. <\/p>\nMistake 2: Introducing Sales Too Early Or Too Late <\/h3>\n
Too early: <\/p>\n
- \n
- Sales reps call users before they have adopted\u00a0<\/li>\n
- You kill organic growth dynamics\u00a0<\/li>\n
- You accidentally become sales-led, with all the cost\u00a0<\/li>\n<\/ul>\n
Too late: <\/p>\n
- \n
- You leave bigger deals on the table\u00a0<\/li>\n
- Enterprise buyers want humans, procurement, and confidence\u00a0<\/li>\n<\/ul>\n
The rule is simple: match sales investment to segment readiness and volume. <\/p>\n
Mistake 3: Hybrid Without Rules <\/h3>\n
Most SaaS ends up hybrid \u2013 some self-serve; some sales-assisted; some expansion motion. <\/p>\n
Hybrid breaks when: <\/p>\n
- \n
- Motions become separate silos\u00a0<\/li>\n
- No handoff criteria\u00a0exists\u00a0<\/li>\n
- Comp plans create turf wars\u00a0<\/li>\n<\/ul>\n
Mistake 4: Deal Size & Motion Mismatch <\/h3>\n
This is expensive. <\/p>\n
A $500 ARR customer cannot support a heavy-touch enterprise sales motion.
A $250K deal rarely closes through a self-serve website funnel alone. <\/p>\nA telltale sign is CAC payback stretching out<\/strong>. If payback is moving toward 2 to 3 years, you have a model issue, and not an execution issue. <\/p>\n
How to Prevent and Fix Motion Mistakes <\/h3>\n
Use a motion selection rubric: <\/p>\n
![\"Comparison](\"blog-import\/gtm-mistakes\/content-3.jpeg\")
<\/figure>\nThen define handoff rules, for example: <\/p>\n
- \n
- A user becomes a sales lead when:\u00a0\n
- \n
- Usage hits X<\/li>\n
- Seats hit Y\u00a0<\/li>\n
- An admin invites a finance stakeholder\u00a0<\/li>\n
- A target account matches ICP and shows intent\u00a0<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
No rules means politics. Politics means wasted effort. <\/p>\n
Marketing Execution GTM Mistakes <\/h2>\n
Marketing is often blamed for \u201cnot enough leads.\u201d <\/p>\n
Half the time, marketing is producing the wrong kind of demand.\u00a0
The\u00a0other\u00a0half, sales\u00a0is\u00a0not absorbing it.\u00a0<\/p>\nMistake 1: Channel Sprawl <\/h3>\n
Doing a bit of everything feels like progress, but it\u2019s usually avoidance, and the cost is that nothing compounds. <\/p>\n
Instead of asking \u201cwhat channels are working for others,\u201d you need to ask: <\/p>\n
- \n
- Where does our buyer actually learn?\u00a0<\/li>\n
- And what proof do they need to move?\u00a0<\/li>\n<\/ul>\n
Mistake 2: Vanity Metrics & Attribution Blind Spots <\/h3>\n
It is easy to win on metrics that do not pay the bills, such as traffic, MQL volume, CTR. <\/p>\n
Three months later, pipeline is empty. <\/p>\n
The deeper issue is decision-quality. If your attribution model is weak, you will keep allocating budget based on false confidence. <\/p>\n
Mistake 3: Content Without Funnel Intent <\/h3>\n
A lot of content exists to be published, not to be used. <\/p>\n
Content that is not tied to objections, proof points, or conversion moments becomes noise. <\/p>\n
How to Prevent and Fix Marketing Execution Mistakes <\/h3>\n
Build a channel plan around ICP discovery paths. <\/p>\n
Pick three. <\/p>\n
Then tie content to funnel intent: <\/p>\n
- \n
- Awareness:<\/strong>\u00a0problem clarity and stakes\u00a0<\/li>\n
- Consideration:<\/strong>\u00a0category framing and comparison\u00a0<\/li>\n
- Evaluation:\u00a0<\/strong>proof, ROI, case stories, security, implementation\u00a0<\/li>\n
- Enablement:\u00a0<\/strong>talk tracks, objection handling, internal sell tools\u00a0<\/li>\n<\/ul>\n
If you do not include enablement assets, sales will invent their own (and you will lose consistency). <\/p>\n
![\"EnableU](\"blog-import\/gtm-mistakes\/content-4.png\")
<\/a><\/figure>\nSales Execution and Enablement GTM Mistakes <\/h2>\n
This is where \u201cwe have pipeline but we cannot close\u201d lives. <\/p>\n
Mistake 1: Pipeline Bloat From Weak Qualification <\/h3>\n
A bloated pipeline feels healthy until it is time to forecast. <\/p>\n
If pipeline is full of deals without: <\/p>\n
- \n
- a budget owner engaged\u00a0<\/li>\n
- a defined problem tied to a metric\u00a0<\/li>\n
- a mutually agreed next step with date\u00a0<\/li>\n<\/ul>\n
… you do not have pipeline, you\u2019re just hoping. <\/p>\n
Mistake 2: Message Drift In Live Deals <\/h3>\n
When reps are unsure, they default to the product (feature tours, generic discovery, a demo that tries to be everything). <\/p>\n
The buyer leaves with one thought:
\u201cNot sure.\u201d<\/em> <\/p>\nMistake 3: Scaling Sales Too Early <\/h3>\n
Headcount does not fix a broken sale. In fact, it multiplies it. <\/p>\n
Bad narrative + more reps = more messy conversations<\/strong>.
Bad qualification + more reps = bigger pipeline fog<\/strong>. <\/p>\nHow to Prevent and Fix Sales Execution Mistakes <\/h3>\n
Install stage exit criteria.
Not suggestions. Rules. <\/p>\nFor example, Stage 2 cannot exist without: <\/p>\n
- \n
- confirmed problem and impact\u00a0<\/li>\n
- identified\u00a0decision process\u00a0<\/li>\n
- at least one economic buyer path\u00a0<\/li>\n<\/ul>\n
Also, change how deal reviews work. If your deal reviews are \u201cwhat happened\u201d and \u201cwhat is the next step,\u201d you will keep missing the real problem. <\/p>\n
![\"Infographic](\"blog-import\/gtm-mistakes\/content-5.jpeg\")
<\/figure>\nProduct and GTM Misalignment Mistakes <\/h2>\n
GTM does not fail only in the field. It fails when product reality and sales story drift apart. <\/p>\n
Mistake 1: Roadmap Driven By Internal Enthusiasm <\/h3>\n
Shipping is easy to celebrate. Adoption is harder. <\/p>\n
If the product team celebrates output metrics while activation and retention stay flat, you are building noise. <\/p>\n
Mistake 2: Onboarding & Activation Failure <\/h3>\n
A leaky bucket is not a marketing problem. If customers do not reach first value quickly, acquisition becomes a treadmill. <\/p>\n
You can keep pouring spend in, but you will still feel stuck. <\/p>\n
Mistake 3: Ignoring Product Usage Signals <\/h3>\n
SaaS gives you a gift: usage data. <\/p>\n
If a \u201cdifferentiator\u201d is not being used, it is not a differentiator.
If sales keeps touting it, you are setting up disappointment. <\/p>\nThat disappointment becomes churn. <\/p>\n
How to Prevent and Fix Product and GTM Misalignment <\/h3>\n
Create a simple cadence. <\/p>\n
Monthly, review: <\/p>\n
- \n
- adoption of key features\u00a0<\/li>\n
- time-to-first-value\u00a0<\/li>\n
- top reasons customers stick<\/li>\n
- top reasons customers churn\u00a0<\/li>\n<\/ul>\n
Then make one commitment \u2013 either change the product or change the story. <\/p>\n
Doing neither is a hidden GTM mistake. <\/p>\n
RevOps, Data & Measurement GTM Mistakes <\/h2>\n
Bad data hides problems.
Sometimes it creates them. <\/p>\nMistake 1: Inconsistent Definitions <\/h3>\n
If your funnel definitions are not consistent, your GTM is not measurable. <\/p>\n
If one team calls something \u201cqualified\u201d and another team throws it away, you are wasting effort. <\/p>\n
Mistake 2: Optimizing The Wrong KPIs <\/h3>\n
It is possible to win the metrics and lose the game: <\/p>\n
- \n
- Pipeline dollars can be inflated.\u00a0<\/li>\n
- Lead volume can be inflated.\u00a0<\/li>\n
- Feature velocity can be inflated.\u00a0<\/li>\n<\/ul>\n
If close rates, activation, and retention do not move, you are celebrating theatre. <\/p>\n
Mistake 3: Siloed Data Creates Blind Spots <\/h3>\n
Marketing knows lead source. Sales knows deal size. CS knows adoption. <\/p>\n
If these are not connected, you cannot see the real patterns.
You cannot see that one channel produces churn.
Or that a segment converts but never expands. <\/p>\nHow to Prevent and Fix Measurement Mistakes <\/h3>\n
Do the unglamorous work: <\/p>\n
- \n
- Integrate systems where it matters\u00a0<\/li>\n
- Enforce data hygiene\u00a0<\/li>\n
- Audit key reports for accuracy\u00a0<\/li>\n<\/ul>\n
Then pick a balanced KPI set. <\/p>\n
If one KPI is soaring while others tank, something is off. <\/p>\n
AI and Tooling GTM Mistakes <\/h2>\n
AI can help, but it can also scale your mistakes. <\/p>\n
Mistake 1: Treating AI As Autopilot <\/h3>\n
The danger is not that AI makes mistakes. It is that it makes them believable. <\/p>\n
If your team ships AI-written messaging without review, you will damage trust at scale<\/strong>. <\/p>\n
If you let AI automate poor targeting, you will alienate an entire segment<\/strong> faster than a human team ever could. <\/p>\n
Mistake 2: Tools Before Strategy <\/h3>\n
The SaaS world loves tools.\u00a0
Tool stacks grow. Data fragments. Process becomes a maze.\u00a0
Then everyone complains about \u201cCRM hygiene.\u201d\u00a0<\/p>\nNo one fixes why it broke. <\/p>\n
How to Prevent and Fix AI and Tooling Mistakes <\/h3>\n
Use AI as a copilot. Human-in-the-loop. <\/p>\n
A practical rule set: <\/p>\n
- \n
- AI can draft. Humans approve.\u00a0<\/li>\n
- AI can suggest. Humans decide.\u00a0<\/li>\n
- AI can surface signals. Humans own the follow-through.\u00a0<\/li>\n<\/ul>\n
Also rationalize your stack. If your systems do not talk, your decisions will not be real. <\/p>\n
Leadership and Org Design GTM Mistakes <\/h2>\n
This is the part people avoid, because it implicates leadership. <\/p>\n
Mistake 1: Strategy Churn <\/h3>\n
If the strategy changes every month, execution never compounds. Teams stop believing direction is real, and they start optimizing for survival. <\/p>\n
Mistake 2: Unclear Ownership <\/h3>\n
If everyone owns the funnel, no one owns it. <\/p>\n
Leads sit. Deals slip. Customer issues bounce. <\/p>\n
Then the blame cycle starts. <\/p>\n
Mistake 3: Incentives That Reward The Wrong Behavior <\/h3>\n
Tell me how someone is measured and I will tell you how they behave. <\/p>\n
- \n
- If sales\u00a0is\u00a0paid for land only, they will land bad-fit customers.\u00a0<\/li>\n
- If marketing is paid for lead volume, they will flood the CRM.<\/li>\n
- If CS is paid for ticket closure, they will avoid expansion.\u00a0<\/li>\n<\/ul>\n
This is not a people problem.
It is a system problem. <\/p>\nHow to Prevent and Fix Leadership Mistakes <\/h3>\n
Run an incentive audit. <\/p>\n
Ask: <\/p>\n
- \n
- What\u00a0behavior\u00a0does this comp plan create?\u00a0<\/li>\n
- What\u00a0behavior\u00a0do we actually need?\u00a0<\/li>\n<\/ul>\n
Then create shared metrics: <\/p>\n
- \n
- When marketing and sales share pipeline outcomes, the argument changes.\u00a0<\/li>\n
- When product and CS share retention outcomes, roadmap decisions improve.\u00a0<\/li>\n<\/ul>\n
GTM Mistakes by Company Stage<\/h2>\n
![\"Infographic](\"blog-import\/gtm-mistakes\/content-6.jpeg\")
<\/figure>\nHow to Prevent GTM Mistakes <\/h2>\n
If you want fewer GTM mistakes, you need fewer \u201cone-off fixes.\u201d <\/p>\n
You need standards. <\/p>\n
A GTM Pre-Flight Checklist <\/h3>\n
Use this before you scale spend or headcount: <\/p>\n
- \n
- ICP boundaries and disqualifiers are documented and enforced\u00a0<\/li>\n
- Narrative can be repeated by sales and customers\u00a0<\/li>\n
- Motion matches buyer preference and deal economics\u00a0<\/li>\n
- Stage exit criteria exist and are used\u00a0<\/li>\n
- Data definitions are consistent\u00a0<\/li>\n
- Feedback loop cadence is in place\u00a0<\/li>\n<\/ul>\n
If two of these are missing, do not scale as you\u2019ll just scale waste. <\/p>\n
Early Warning System <\/h3>\n
Pick a small set of indicators and set triggers. <\/p>\n
Example triggers: <\/p>\n
- \n
- Win rate drops 20% in a segment\u00a0<\/li>\n
- No-decision rate climbs for two quarters\u00a0<\/li>\n
- CAC payback increases by 6+ months\u00a0<\/li>\n
- Early churn spikes for a cohort\u00a0<\/li>\n<\/ul>\n
When a trigger fires, leadership reviews root causes.
Not anecdotes.
Reality. <\/p>\nHow To Fix GTM Mistakes Without Burning A Year <\/h2>\n
Fixing GTM is a sequence. Do not skip steps. <\/p>\n
![\"Four-step](\"blog-import\/gtm-mistakes\/content-7.jpeg\")
<\/figure>\nHow EnableU Removes the Root Causes of GTM Mistakes <\/h2>\n
GTM mistakes rarely come from one place. <\/p>\n
Sometimes the strategy is wrong.
Sometimes execution breaks down.
Often, the problem is that decisions made in planning don\u2019t survive contact with real deals. <\/p>\nEnableU is built to change that. <\/p>\n
- \n
- Playbook enforcement.\u00a0<\/strong>GTM standards are applied\u00a0deal\u00a0by deal. Gaps in discovery, stakeholder coverage, or\u00a0stage\u00a0progression are flagged early.\u00a0<\/li>\n
- Real-time guidance.\u00a0<\/strong>Prompts and risk signals appear in-flow, during live opportunities, not buried in training or docs.\u00a0<\/li>\n
- Signal-driven coaching.\u00a0<\/strong>Deal reviews are grounded in\u00a0observed\u00a0behavior, not confidence or optimism.\u00a0<\/li>\n
- Closed-loop\u00a0improvement.\u00a0<\/strong>Deal outcomes continuously refine playbooks, messaging, and\u00a0coaching\u00a0so GTM improves based on evidence.\u00a0<\/li>\n<\/ul>\n
EnableU is a Sales Excellence System.
It makes GTM decisions durable under pressure. <\/p>\nStrategy, execution, coaching, measurement.
Connected. <\/p>\n\ud83d\udc49 Start a free trial<\/a> and see which GTM mistakes are hiding in your pipeline. <\/p>\n
![\"EnableU](\"blog-import\/gtm-mistakes\/content-8.png\")
<\/a><\/figure>\nFrequently Asked Questions <\/h2>\n
What are the most common GTM mistakes in SaaS companies? <\/h3>\n
The most common GTM mistakes include poor ICP definition, misaligned sales motions, weak qualification standards, and unclear ownership across marketing, sales, and product. These issues usually surface as stalled pipeline, no-decision losses, and inconsistent forecasting. <\/p>\n
How do GTM mistakes impact revenue growth and forecasting? <\/h3>\n
GTM mistakes distort pipeline quality, inflate forecasts, and hide risk until late in the quarter. When qualification and stage progression aren\u2019t enforced, forecast accuracy drops and revenue becomes harder to predict quarter over quarter. <\/p>\n
Why do GTM strategies fail even with experienced leadership teams? <\/h3>\n
- Real-time guidance.\u00a0<\/strong>Prompts and risk signals appear in-flow, during live opportunities, not buried in training or docs.\u00a0<\/li>\n
- Playbook enforcement.\u00a0<\/strong>GTM standards are applied\u00a0deal\u00a0by deal. Gaps in discovery, stakeholder coverage, or\u00a0stage\u00a0progression are flagged early.\u00a0<\/li>\n
- Consideration:<\/strong>\u00a0category framing and comparison\u00a0<\/li>\n
- Awareness:<\/strong>\u00a0problem clarity and stakes\u00a0<\/li>\n
- A user becomes a sales lead when:\u00a0\n
- [Company] <\/strong>helps you\u00a0[achieve measurable outcome]<\/strong>\u00a0<\/li>\n
- For\u00a0[ICP]<\/strong>\u00a0who\u00a0[struggle with]<\/strong>\u00a0<\/li>\n
- Urgent pain:<\/strong>\u00a0what is costly today\u00a0<\/li>\n
- Trigger event:<\/strong>\u00a0what makes them buy now\u00a0<\/li>\n
- A\u00a0narrative\u00a0that\u00a0sales\u00a0can repeat.<\/strong>\u00a0Not a brand story, but a buying decision story.\u00a0<\/li>\n
- Boundaries.<\/strong>\u00a0Who you win with, and who you do not.\u00a0<\/li>\n