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GTM for IT products → 360° strategic audit
360° strategic audit
360° strategic audit: market, digital, sales funnel, product matrix and economics in 5–7 days. A loss map with figures and a 90-day roadmap for businesses in Kazakhstan.
Discuss your projectOverview
360° strategic audit: what the service is
Gotomarket runs 360° strategic audits for businesses in Kazakhstan. In 5–7 working days we build a picture of the market, competitors, digital presence, sales funnel and economics, and find exactly where money is being lost. The result is a loss map with figures and a 90-day roadmap.
- Timeline
- 5–7 days
- Format
- online or in person
- Output
- loss map
- Plan horizon
- 90 days
Most clients come with one pain point, but the audit shows the root cause lies elsewhere. That is why the diagnostic comes before any investment in advertising or development.
In plain wordsWhat it is and why it matters
- What it is
- In 5–7 working days we review your market, product, pricing, sales and economics and pinpoint where the business loses the most money.
- Who it is for
- An IT company with revenue but unpredictable growth or profit, where the team has several explanations for why. Especially before new spending on advertising or development.
- What you get
- A loss map with money estimates, a 90-day plan with owners and deadlines, and a working session where we agree on the first step with your team.
- Where to start
- Tell us what concerns you most: sales, growth, profit or priorities. In a short call we agree which areas to review and send the list of data we need.
Solution architecture
How a 360° audit works under the 5D methodology
The audit proceeds from gathering facts to one priority plan. Each step reduces uncertainty and helps the team agree on the next action.
Design
Find the loss pointWe pull the picture together, identify the main constraint and estimate its impact in money.
Deploy
Build a 90-day planWe rank actions by impact and effort and set deadlines and owners.
Drive
Align with the teamWe hold a working session and agree on the first step, metrics and owner of the result.
Dominate
Move to implementationIf needed, we support the priority solution and check its effect on the data.
Unit economics and ROI
How an audit pays off
The audit pays off by keeping the company from putting budget into the wrong priority. Within 5–7 days it becomes clear which constraint costs the business the most and where to direct resources first.
The impact comes from dropping an unnecessary project, the wrong channel or premature development. Fixing a single gap in the funnel or pricing can pay for the audit without increasing the budget.
- Time to decision
- 5–7 days
- Focus
- the main loss point
- Action horizon
- 90 days
- Pricing
- fixed
Outcome
What you get
The output is not a report that sits on a shelf, but an agreed set of decisions, data and actions.
- A map of the market, competitors and commercial alternatives
- A review of the funnel and sales loss points
- An assessment of the product matrix and pricing
- A map of digital presence and acquisition channels
- An assessment of the economics and management data quality
- A prioritized 90-day roadmap
- A review session with the owner and team
- The first step, metrics and an owner
Comparison of approaches
Audit or straight to implementation
The right format depends on how clear the cause of the problem is and whether the team has verified data.
| Approach | When it fits | Main risk | Output |
|---|---|---|---|
| Implement right away | The cause of the losses is already confirmed | Fixing the wrong constraint | A ready solution |
| Review a single area | The problem is local and measurable | Missing links to other areas | Findings on one process |
| 360° audit | Priority is not obvious | Requires access to data and the team | Loss map and 90-day plan |
Limitations and risks
When an audit is not needed
An audit is needed when the priority is not obvious. In three cases, a different format is a better choice.
The priority is already obvious
If it is confirmed that leads are lost because there is no CRM, it is cheaper to implement the solution right away.
No access to data
Without funnel and financial figures, the depth of the findings will be limited.
Not ready for change
A loss map won't help if the company isn't ready to change processes and decision owners.
A good fit
When this service is a good fit
- There is revenue, but profit or growth is unpredictable
- The team has several explanations for the problem
- You need to set a priority before a new investment
- The owner needs a big-picture view of the business in numbers
Not a fit
When to choose another approach
- The main problem is already confirmed by data
- You need a one-off piece of work with a clear outcome
- No access to financial and business data
- The team is not ready to implement the audit findings
Terms in plain words
- Loss map
- a list of places where the business is losing revenue, margin or time
- Sales funnel
- the path from first contact to payment
- Product matrix
- a list of products, their prices and the role of each offer
- Roadmap
- a sequence of actions with deadlines and owners
- Main constraint
- the problem whose removal has the biggest impact on results
- Unit economics
- A calculation of what it costs to acquire one customer and how much that customer brings over time. Shows whether growth pays off.
- Onboarding
- A new user's first steps in the product: sign-up, setup, first useful action. Users who drop out here leave before they ever pay.
- Cohort
- A group of customers who joined in the same period, such as one month. Comparing cohorts shows whether retention and payments improve over time.
For IT companies
Sales audit for IT companies: SaaS, services and apps
A GTM audit for an IT product examines the path from the first touch to payment and renewal, not just advertising. What exactly we check depends on how the product is sold: through sign-up, a demo, a pilot or a project deal.
SaaS with subscription and trial
We check the path from sign-up to first payment and renewal: where users drop out of onboarding, what share of trial accounts converts to a paid plan, how plans and upgrades are structured. We compare product analytics with the CRM to see whether customers are lost inside the product or in the sales team's work. Churn and its causes are reviewed separately.
B2B sales with a long cycle
For complex products with demos and pilots, we break down deal stages, the speed of moving between them and the reasons for losses. We look at who takes part in the decision, at which step the owner appears, how reps qualify leads and handle conversations, including WhatsApp. We also check whether every open deal has a next step and a date.
Mobile apps and B2C services
For apps and B2C services, the funnel starts with an install or a visit and ends with a repeat payment. We check which channels bring paying users rather than just traffic, how the paywall and plans work, where users lose interest in the first days and how payment methods, including Kaspi, affect conversion.
IT studios and project sales
A studio's revenue depends on the flow of requests, team utilization and project margins. The audit shows where clients come from, which projects make a profit and which drain resources, how work is estimated and sold, and at which stage the proposal loses the client. The output is a clear product matrix and priority niches.
How it works
How a GTM and sales audit works in practice
In 5–7 working days, a GTM audit brings the market, product, funnel, channels and economics into one picture and finds the main growth constraint. Below is what happens inside each stage and which decisions follow from it.
Data: what we collect before interviews
The audit starts with data exports, not opinions. We request the funnel from the CRM, whether Twenty, amoCRM or spreadsheets, product analytics data, revenue and spend by channel, current plans and a list of active customers. We immediately check data quality: do reps understand stages the same way, are loss reasons recorded, are payments linked to the customer's source. If some numbers are missing, that is already a finding: the company is making decisions blind. Data limitations are recorded in the report so we do not draw conclusions that cannot be verified. We send the list of required exports in advance so the first day of the audit is not spent searching for files.
Interviews with the team and customers
In parallel we run short interviews with the owner, the heads of sales, marketing and product, and several customers, both current and churned. The goal is to hear different versions of the problem's cause and compare them with the numbers. In Kazakhstan IT companies, decisions are often concentrated with the founder, so it is important to separate what is confirmed by data from what rests on intuition. Customer conversations show what people actually pay for and why they leave, and this often differs from what the website says. Interviews follow a single script so that answers from different people can be compared. Customer wording is recorded verbatim, as it later feeds the website and sales materials.
Funnel review and loss points
We map the customer path from the first touch to payment and renewal: traffic, requests or sign-ups, qualification, demo or pilot, contract, payment, retention. At each step we estimate the volume of losses and their cost in money. Communication channels get a separate check: in Kazakhstan much of the customer correspondence happens in WhatsApp, and if it does not reach the CRM, the funnel looks different from reality. A frequent finding is that a company buys traffic while the main loss happens after the demo or in the first month of product use. For each loss point we record which data the estimate is based on and how far it can be trusted.
Product, pricing and digital presence
We look at the product matrix and plans through the customer's eyes: is it clear what they get for the money, what they compare the price with, are there plans nobody buys. We check the website, search results and visibility in AI answers for commercial queries in Russian and Kazakh, and compare positioning with competitors. For corporate clients, we note questions that slow the deal down, such as where personal data is stored. The result of this stage is a list of gaps between what the product delivers and how it is sold. We also note whether the product has a Kazakh-language website and materials and whether the priority segment needs them.
Loss map and a 90-day roadmap
The final artifact is a loss map with money estimates and a 90-day roadmap where actions are ranked by impact and effort, with owners and metrics. We choose one main constraint rather than ten parallel initiatives: small teams do not have the capacity to do everything at once. Results are reviewed in a working session with the owner and the team, where the first step is agreed. If needed, we support implementation, such as CRM setup, funnel redesign or offer packaging, but the audit remains a standalone product with no obligation to continue. After 30 days it is worth comparing the first metrics with the plan and adjusting priorities if needed.
Customer economics and decision quality
A separate part of the audit covers economics: what it costs to acquire a customer in each channel, how much a customer brings over their lifetime, when acquisition spend pays back and how discounts, churn and onboarding costs affect this. For SaaS we calculate economics by plan and cohort, for studios we look at margin by project type. In parallel we assess how decisions are made in the company: is there a regular management report, who owns each metric, which numbers the owner looks at. Sometimes growth is blocked not by marketing but by the lack of data for decisions. In that case CRM and reporting setup becomes the priority.
Step by step
How a GTM and sales audit runs: step by step
The 360° audit takes 5–7 working days. Below is the practical sequence: what we do, what we need from your team and what comes out of each step.
Diagnostic and data request
In a short free meeting with the owner we discuss the product, sales channels, the current pain point and the size of the business. We agree which areas to check and fix the audit scope. Then we send a data list: CRM and analytics exports, revenue and spend by channel, plans, the customer list. The company appoints a person responsible for access. If the main problem is already obvious, we honestly advise moving straight to implementation.
Data collection and checks
We receive exports and access and check how far the data can be trusted: are stages filled in, are payments linked to the customer source, do CRM and accounting numbers match. In parallel we study the website, search results, visibility in AI answers and competitors. The result of this step is a first picture of the funnel and a list of interview questions. If some numbers are missing, this is recorded in the findings as a separate limitation.
Interviews with the team and customers
We talk to the owner, the heads of sales, marketing and product, the person responsible for finance and several customers, including churned ones. Each interview is short and follows a single script. Interviews can be held online, or in person in Almaty and Astana. The output is a comparison of versions of the problem's cause with the facts and a list of hypotheses about the main constraint to test on numbers. Interview results are combined into one table.
Loss map and roadmap
We combine data and interviews into a loss map: at which funnel stage, in which channel or product the company loses revenue, margin or time, and what that loss amounts to. We choose the main constraint and lay out 90 days of actions by impact and effort. Each action gets an owner, a deadline and a metric that will show the effect. Actions that do not affect the main constraint go into a separate list.
Review session and first step
We run a working session with the owner and managers: we present the loss map, discuss the findings and agree on the first step, metrics and the owner of the result. The report and roadmap stay with the company. Implementation can then be led by your team alone or together with us, but the audit carries no obligation to continue. Everyone interviewed on the company side joins, so the people who will implement the findings accept them.
Engagement formats
GTM audit formats for an IT company
The 360° audit takes 5–7 working days and is run online or in person in Almaty and Astana. If the problem is local, a single area can be reviewed, and implementation support can be added if needed.
| Format | What is included | Timeline | Outcome |
|---|---|---|---|
| 360° audit | Market, competitors, funnel, product matrix, digital presence, economics, interviews with the team | 5–7 working days | A loss map with figures, a 90-day roadmap and an agreed first step |
| Single-area review | Review of one area, such as the sales funnel, channels or plans | Based on the diagnostic results | Conclusions on one process and a list of actions for it |
| Audit with implementation support | The 360° audit plus help implementing the priority solution | 5–7 working days plus a 90-day horizon | An implemented priority solution and its effect checked on data |
We choose the right format during a short free basic diagnostic, once it is clear which areas need checking.
Frequently asked questions
360° strategic audit: questions
Do we have to order implementation after the audit?
No. The audit is a standalone product with a fixed outcome and does not commit you to further work.
How long does an audit take?
Usually 5–7 working days, depending on the size of the business and data availability.
What will I get at the end?
A loss map with figures, a competitor analysis, a 90-day roadmap and a review session with the team.
Can the audit be done online?
Yes. In Almaty and Astana we can meet in person; for other cities in Kazakhstan and Central Asia we work remotely.
How much does a 360° strategic audit cost?
The audit has a fixed price agreed before the start. It depends on the size of the business, the number of products and sales channels, and how accessible the data is. We quote the exact amount after a short diagnostic call, once it is clear which areas need to be reviewed.
Is a 360° audit suitable for a SaaS company or a mobile app?
Yes, the format is built for IT products: SaaS, web services, mobile apps and IT studios. We review the path from sign-up or inquiry to payment, pricing plans and the product matrix, acquisition channels and customer economics. This audit is not designed for retail or manufacturing.
What data should we prepare for the audit?
Funnel exports from your CRM or analytics, revenue and cost data, current prices and plans, a list of acquisition channels and access to key team members. The more complete the data, the more precise the loss map. If some figures are missing, this is recorded in the findings as a separate limitation.
How is a 360° audit different from a marketing audit?
A marketing audit checks advertising and acquisition channels. A 360° audit looks at the whole business: market, product and pricing, sales funnel, digital presence and economics. That is why it finds the main constraint even when it lies outside marketing.
Who from our company takes part in the audit?
The owner or founder, the heads of sales, marketing and product, and the person responsible for finance. Their involvement is needed for interviews, data access and the final session where the first step, metrics and owner are agreed.
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