Go-to-Market for IT products

Find what is holding
your IT product back

We work with IT products: SaaS, web services, mobile apps and marketplaces. We help founders understand where the product is losing demand, customers and money, and build a clear growth plan for the Kazakhstan market.

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GTM principle

GTM strategy for controlled growth

For owners and commercial teams who already have a product and sales but no clear view of which constraint is blocking the next stage of growth.

A new product, business line or market rarely fails because of the idea itself. Usually the team never agreed on exactly who to sell to, how to articulate the value, which channels should bring the first deals and what data to base scaling decisions on.

GTM links the market, priority segment, ICP, positioning, pricing, channels and sales process into one testable model. It is broader than a marketing plan: the launch is built around the buying scenario and the economics, not around a set of advertising activities.

The team ends up with a concrete launch architecture rather than a generic report: a strong offer, a pilot model, metrics and a sequence of actions for the first 30, 60 and 90 days.

Focus: Demand before scale
Foundation: ICP, offer and channels
Output: Plan 30 / 60 / 90

In plain words

What it is and why it matters

What it is: We find out what is slowing your IT product's growth and build a plan: who to sell to, what to offer, through which channels and in what order.
Who it is for: A company with a SaaS product, web service or app that already has customers and sales but no clear view of what is blocking the next stage of growth.
What you get: The main constraint on growth identified, a chosen customer segment, a clear offer, a pilot model, metrics and an action plan for 30, 60 and 90 days.
Where to start: Tell us about your product stage, channels and near-term goal. In a free basic diagnostic we will suggest a format: an audit, research, a unit economics model or a full strategy.

360° strategic audit

We build a single picture of the product, market, marketing, sales and economics instead of separate opinions from each department.

funnel, channels and demand quality;
product value and reasons for losing deals;
acquisition and service economics;
the main constraint and the sequence of decisions.

Result: a gap map and one agreed growth priority.

Market research

We check demand and buying reasons using data, interviews and the observed behavior of customers in Kazakhstan.

customer segments and jobs;
competitors and market alternatives;
price benchmarks and purchase barriers;
unmet needs and entry points.

Result: a factual basis for positioning and market bets.

B2B positioning and sales enablement

We turn a complex product into a clear offer for the owner, the buyer and others involved in the decision.

value proposition by segment;
structure of the website, deck and sales proposal;
proof points, case studies and objection handling;
consistent messaging across marketing and sales.

Result: a set of materials that helps move the customer toward a decision.

RevOps

For sales and marketing directors whose sales and marketing are out of sync, whose CRM is set up poorly and whose pipeline lacks visibility. We bring marketing, sales and customer service into a single revenue system.

end-to-end funnel and lead handoff rules between teams;
CRM stages, clean data and management reporting;
transparent pipeline and revenue forecast;
a cadence of experiments and result reviews.

Result: a unified revenue management system instead of disparate marketing and sales activities.

Unit economics

For founders, CEOs and investors who need to know whether the business model works before pouring budget into traffic. We calculate the economics per customer and per product.

CAC, LTV, margin and payback period;
break-even point and sensitivity of the model;
economics of acquisition and retention channels;
growth scenarios and acceptable cost per lead.

Result: a clear answer on whether the unit economics work and under what conditions budgets can be scaled.

Fractional GTM team

We bring in strategy, product and marketing capacity without hiring a full in-house department.

priorities and a 90-day plan;
contractor and channel management;
weekly decision cadence;
knowledge transfer to the in-house team.

Result: a working launch engine with clear owners, metrics and execution speed.

Gotomarket methodology

Five stages from idea to sustainable growth

5D links market research, product, technology and sales into one coherent system. Each stage builds on the results of the previous one.

Discovery

Research the market

We check demand, segments, competitors and the real reasons people buy.

Design

Design the solution

We shape the value proposition, business model and customer journey.

Deployment

Set up the system

We connect product, analytics, AI tools and workflows.

Distribution

Reach customers

We launch channels, sales and a sequence of market experiments.

Dominate

Lock in growth

We scale what has proven to work and strengthen the company's market position.

For IT products

GTM strategy for an IT product: SaaS, services and apps

A GTM strategy for an IT product is built around how a customer finds, tries and buys software: through sign-up, a demo, a free trial or a pilot. That is why the model for a B2B SaaS, a mobile app and an IT studio differs, even within the same Kazakhstan market.

B2B SaaS on subscription

We map the path from a request or sign-up to the first paid invoice and renewal. We define where the owner makes the decision and where the user does, and which motion works best: self-serve purchase, a demo with a sales rep or a pilot. We track trial-to-paid conversion, churn, upgrades to higher plans and acquisition cost for each channel.

Web services and marketplaces

For two-sided platforms we work out separately which side to acquire first and what keeps the other side engaged. We check where the value of the first transaction appears, which channels bring sellers and which bring buyers, and how commission or subscription shapes the economics. Promotion is planned so that one side never outgrows the other and the platform does not go empty.

Mobile apps

For apps, installs matter less than activation in the first days and retention in weeks two and four. We look at how monetization and the paywall are set up, which scenarios drive repeat use and which channels bring paying users rather than just installs. We also assess the role of a Kazakh-language version and local payment methods.

IT studios and product teams

For studios that sell development or launch their own product, we help choose a niche and shape an offer that a business owner understands, not only a technical specialist. We build the ICP, service packages, proof points and a sales motion based on referrals, industry communities and direct outreach to companies in the chosen segment.

How it works

How GTM strategy and SaaS promotion in Kazakhstan work in practice

SaaS promotion in Kazakhstan starts not with ads but with choosing a segment, an offer and a buying scenario that are tested in real deals. Below is how we go through this path and which decisions we make at each step.

We start with the main growth constraint

The first question is not "which channels to launch" but what is holding the product back right now: weak demand, a blurred segment, an unclear offer, poor activation or economics that do not add up. To answer it, we pull exports from the CRM and product analytics, interview the team and several customers, and review loss reasons. A typical mistake is treating the symptom, such as raising the ad budget when users leave right after sign-up. The output of this stage is a gap map and one agreed hypothesis that opens the 30, 60 and 90-day plan. If there are several constraints, we pick the one whose removal will move revenue most in the coming quarter.

ICP and segment for a small market

The B2B market in Kazakhstan is small: a narrow segment may contain only a limited number of suitable companies, and every lost contact is noticeable. That is why we describe the ICP as precisely as possible: industry, size, current tool, the event that triggers a purchase and who signs the contract. Most often the owner makes the decision and cares about clear benefit, speed of implementation and trust in the team rather than a feature list. We check whether a named list of target companies can be built; if not, we narrow or change the segment before spending on promotion. For B2C products, instead of a company list we describe usage scenarios and the moments when a person starts looking for a solution.

Offer, pricing and pilot model

For SaaS, an offer is not a slogan but a bundle: which problem we solve, how soon the customer sees a result, what it costs and how the risk of the first purchase is reduced. We decide what to offer at entry: a free period, a paid pilot with success criteria or a turnkey implementation. Payment habits are reviewed separately: consumers expect Kaspi and cards, companies expect a contract and an invoice from a Kazakhstan legal entity. A common mistake is copying a foreign price and plan grid without checking what the customer actually compares the product with. The pilot model is written down: duration, success criteria and the terms of moving to a paid subscription.

Channels: from direct sales to scale

Channels follow the buying scenario. For B2B SaaS, the first deals usually come from direct sales to a target list, referrals, industry communities and integration partners; advertising is added once it is clear which offer works. We account for bilingualism: materials in Russian and Kazakh, search queries in both languages. Many customers prefer WhatsApp to email, so the contact scenario and the CRM have to reflect that. SEO and AI Visibility come in as a long-term channel that accumulates demand on commercial queries. Each channel is launched as an experiment with a hypothesis, a time frame and a threshold after which we decide whether to continue or stop.

Metrics, data and decision rhythm

The 30, 60 and 90-day plan is tied to metrics: stage-by-stage funnel conversion, acquisition cost by channel, activation, retention and customer payback. To make the numbers trustworthy, we set up CRM stages, most often in Twenty or amoCRM, and end-to-end analytics. If the product handles personal data of people in Kazakhstan, we decide early where to store it: this affects infrastructure choices and the answers corporate clients expect. Once a week we review experiment results and decide what to scale and what to stop. Decisions are recorded in a shared log, so after a quarter it is clear which bets paid off.

Packaging: website, demo and sales materials

Once the segment and offer are clear, we align everything the customer sees with them: the website and landing pages, the demo script, the deck, the proposal, objection handling and email templates. The owner cares about gains in time or money and speed of launch, the user about everyday convenience, the IT specialist about security, integrations and data storage. That is why materials are built around the roles in the decision and in two languages. A typical mistake is a website written in the language of features while the customer is looking for a solution to their problem. We test materials in real conversations and refine them based on loss reasons recorded in the CRM.

Step by step

How we build a GTM strategy for an IT product: the steps

Work on a GTM strategy goes from a free basic diagnostic to a 30, 60 and 90-day plan and its execution. At every step it is clear who takes part on the company side and which document stays with the team.

Free basic diagnostic

A short meeting with the founder or owner. We discuss the product stage, current revenue and channels, the goal for the coming months and what data already exists: CRM, product analytics, financial reports. Afterwards we propose a format, whether an audit, research, a unit economics model or a full strategy, and fix the scope and outcome of the stage before work starts. If there is no product yet, we suggest starting with product discovery and demand validation.

Access and data collection

The team gives access to the CRM, analytics and revenue and spend exports, and appoints a contact person. We interview the owner, the heads of sales, marketing and product, and several customers, including churned ones. The output is a fact summary: the funnel by stage, channel economics, reasons for purchases and losses, and data limitations. If some data is missing, we record it as a separate limitation rather than delaying the work.

Strategy session

We present the main constraint we found and options to address it. The owner and the heads of sales, marketing and product take part. Together we choose the priority segment, the offer wording, the pilot model and two or three channels to test. Contentious questions are not postponed: we record which decision was made and which data would make us revisit it. The artifact is an agreed GTM model on a few pages, not a thick report.

The 30, 60 and 90-day plan

We turn the model into a plan with tasks, owners, deadlines and metrics for each period. The first month tests the offer and channels, the second develops what got a response, the third brings scaling decisions. We also describe what needs to be set up in the CRM and analytics so metrics are collected automatically, and which sales materials to prepare. For B2B and B2C products the plan differs in channels, metrics and testing rhythm.

Execution and weekly reviews

Implementation is led by your team, by Gotomarket as Fractional GTM or by a joint group. Once a week we review metrics and experiments and decide what to continue and what to stop. After 90 days we sum up: what was confirmed, which channels to scale and which skills to hand over to the in-house team so the system keeps running without outside support. The artifact of this step is a weekly metrics report and a quarterly review.

Engagement formats

Engagement formats for a GTM strategy for an IT product

A GTM strategy can be ordered as a standalone audit, research or calculation, or as ongoing support. We choose the format based on the product stage and the decision that needs to be made.

Format	What is included	Timeline	Outcome
360° audit	Funnel, channels and demand quality, product value, loss reasons, acquisition economics	A few working days	A gap map and one agreed growth priority
Market research	Customer segments and jobs, competitors and alternatives, purchase barriers, interviews	Several weeks	A factual basis for positioning and segment choice
GTM strategy	ICP, positioning, offer, pricing model, channels, unit economics	Several weeks, followed by a 90-day plan	A launch architecture: offer, pilot model, metrics and a 30, 60 and 90-day plan
Fractional GTM	90-day priorities, channel and contractor management, weekly decision rhythm, knowledge transfer	Several months	A working launch engine with owners, metrics and execution speed

We choose the right format during a free basic diagnostic, based on the product stage and goal.

Glossary

Terms in plain words

GTM strategy: A plan for bringing a product to market: target customers, offer, price and channels, tested on real deals.
ICP: A profile of the ideal customer: industry, size, situation and who signs the contract. It keeps sales and marketing away from poor-fit companies.
Offer: A specific proposal: what problem it solves, when results appear, what it costs and how the risk of a first purchase is reduced.
Unit economics: Revenue and costs calculated per customer. It shows whether acquiring customers pays off and whether it is safe to increase the advertising budget.
RevOps: A single revenue management system in which marketing, sales and customer service follow shared rules, CRM data and metrics.
Fractional GTM: An external strategy, product and marketing team working part-time instead of hiring a full in-house department.

Frequently asked questions

What to know about GTM strategy

How does a GTM strategy differ from a marketing strategy?

GTM covers not only promotion but also the segment, product value, pricing, sales channels, economics and the operational plan for reaching customers.

Can we start without extensive research?

Yes. We define the minimum data needed for the decision at hand and do not research the market just to make the report longer.

Who implements the recommendations?

Implementation can be led by your team, by Gotomarket as Fractional GTM, or by a joint project team with clear owners.

Do you work with offline businesses, retail or manufacturing?

No, our focus is IT products: SaaS, web services, mobile apps and IT studios. The GTM methods we use are built around digital funnels, subscription and transactional economics, and software sales. If you run a retail, manufacturing or other offline business, we will say so openly at the first meeting rather than take on a project outside our expertise.

Is a GTM strategy suitable for an early-stage SaaS?

Yes, if the product already has first users, pilots or paying customers. GTM helps choose one priority segment, shape the offer and test channels before increasing the acquisition budget. If there is no product yet, it makes more sense to start with Product Discovery and demand validation.

How much does a GTM strategy cost?

The cost depends on format and scope: a 360° audit, market research, unit economics and several months of Fractional GTM are different tasks. We prepare an estimate after the diagnostic, once the product stage, goal and available data are clear. The scope and deliverables of each stage are agreed before work begins.

What is an ICP and why does an IT product need one?

An ICP (ideal customer profile) describes the customer who gets the most value from the product and is willing to pay for it. For SaaS and apps, a clear ICP shapes the offer, pricing, channels and sales process. Without it, marketing and sales spread their effort over too broad an audience.

How is Fractional GTM different from hiring a full-time CMO?

Fractional GTM provides strategic, product and marketing capacity without hiring a full department. It fits when the workload does not yet justify a full-time role or when a growth engine needs to be launched before hiring. Knowledge transfer is part of the work, so a future in-house leader inherits a system that already runs.

Do you work with both B2B and B2C IT products?

Yes. B2B SaaS with a long sales cycle and several decision-makers and B2C apps with self-serve purchase need different channels, metrics and materials. We build the GTM model around the real buying scenario of your product rather than a generic template.

What does the 30/60/90-day plan include?

Specific actions, owners and metrics for each period: what we test in the first month, which channels and offer we develop in the second, and which scaling decisions we make at the end of the third. The plan is tied to the main growth constraint identified in the audit, so the team understands why tasks come in this order.

Market data trajectories converge at growth point