How to research, plan and launch with a structured 90 day plan
Launching into the Australian market, or trying to expand further, exposes every gap in a business. Pressure from investors, slow internal decision making, and a market that does not forgive unclear messages all make early GTM choices critical. A structured plan gives you a way to cut distraction, test assumptions and reach revenue faster.
This roadmap reflects how Australian scale ups can plan and execute without wasting months in decision paralysis.
Why GTM in Australia needs more rigour
Australia has its own set of challenges. Sales cycles are slower, procurement is cautious, state by state behaviour can feel like separate markets. Add a limited pool of decision makers and that rightfully buyers expect clarity on value before they commit, and mistakes travel fast.
A strong GTM plan helps you avoid three common mistakes.
- Segments that look good in theory but convert poorly in practice
- Wasting budget on the wrong channels
- Launching before your team is aligned on value, price and proof
Without a go to market plan you’ll be making expensive guesses.
What is a GTM strategy?
A GTM strategy is a practical plan for finding the right customers, proving value to them and creating a repeatable path to revenue.
A GTM strategy covers:
- Research
- Positioning
- Pricing
- Channel choices
- Sales enablement
- Launch activity
It is not a brand exercise and it’s the step before the marketing plan providing strategy that brings alignment between customer needs and how you plan to sell.
The 90 day go to market roadmap
The structure below reflects how I guide scale ups through early market entry or expansion.
Phase 1. Research and insight (Days 1 to 30)
This phase is about gathering evidence and insight during the foundational 30 days.
Key actions
- Speak with customers across states and sectors to understand differences in buying triggers
- Validate whether the problem you solve is big enough for someone to care and pay for it
- Map competitors and identify gaps in response times, positioning or price
- Review internal capability so the strategy does not rely on skills or resources you do not have
Case study example
A scale up I worked with wanted to target larger enterprise clients because it felt like a natural next step for faster growth with higher account values. After speaking with procurement teams in VIC and NSW, they realised the sales cycle would stretch to twelve months. They shifted focus to smaller companies, where approval paths were shorter and early wins were more realistic.
Outputs from the research and insights phase
- Defined segment that apply to your business, product or service that can be won within a sustainable timeframe
- A value proposition spoken in the language of the customer
- A view of operational limits so you set an achievable plan
Phase 2. Strategy and planning (Days 31 to 60)
Use the Phase 1 research to make the decisions that will drive revenue.
Key decisions
- Who you will target first
- The problem you solve that customers prioritise
- Why your solution is the right choice
- Pricing that reflects value and buying power in the Australian market (or/and overseas ones)
- Which channels you will commit to
Pricing
Pricing is often set poorly due to fear of your product being overlooked. Instead of matching competitors, look at buying triggers, alternatives customers weigh up and the value you deliver.
Channel selection
Choose channels based on where buyers already pay attention. If your buyer does not scroll LinkedIn, your content will not build enough awareness. If retail partnerships are your path to scale, make that channel a key part of your strategy. GTM is timing and placement as much as messaging.
Pipeline conversion
Keep strategy and planning tied to revenue pathways. For example, if enterprise buyers take six months to move from curiosity to pilot, create an acquisition and nurture plan that supports that timeline. If SMBs convert faster, build a simple funnel that gets them to trial without friction.
Case study example
A SaaS scale up planned to invest in paid social to generate demand. Their ICP barely used social media for business decisions however. After reviewing buying behaviour, they shifted budget to partnerships with industry bodies and local events. This putt them directly in front of the buyer which led to lead quality and sales velocity improving.
Outputs from strategy and planning
- ICP and buyer profiles
- Positioning statement and messaging pillars
- Pricing model
- Channel plan aligned to capacity
Phase 3. Execution and launch (Days 61 to 90)
This phase tests the strategy under real conditions. It must be structured, fast and measurable.
What to activate
- Early demand activity designed to test messaging fast
- A lead capture path that mirrors how your buyer actually evaluates options
- Sales enablement so the team can pitch, qualify, and close
- Performance frameworks and weekly tracking so the team can respond to market feedback fast
Avoid generic campaigns
Launch activity should focus on validation. Test:
- Which messages create response
- Where friction happens in the funnel
- What slows deals during qualification
Sales readiness
Make sure sales understand the offer, the pitch, the objections and what qualifies a good lead. Misalignment between sales and marketing is one of the fastest ways a GTM plan fails. Weekly check-ins are crucial.
Monitor and adjust
You will not get everything right. The goal is to spot patterns early. If leads are high but conversion is low, you have either a messaging issue or an offer problem. On the other hand, if traffic is low, your channel mix is wrong.
Revenue
Your early indicators should include pipeline value, conversion rate from first call to proposal, time to move through each stage and drop off reasons. These reveal whether the GTM plan is working long before revenue hits the bank.
Outputs from the execution and launch phase
- Launch a content and campaign calendar
- Sales training and objection handling
- KPI dashboard
- Feedback loop into product and marketing
Common scale up GTM traps
Misreading the Australian buyer
Buyers are cautious and favour proof over promises (just like in every other market). If your messaging focuses on features more than outcomes, traction will be slow.
Stretching resources
Trying to run every channel at once weakens your GTM. Choose one or two channels you can commit to for ninety days.
Poor alignment between sales and marketing
If qualification criteria are unclear or messaging changes weekly, the launch will feel scattered. Set shared definitions early for clear direction, message alignment and customer priorities.
Why work with a go-to-market consultant in Australia
A good consultant brings objectivity, pace and a realistic view of the local market so you can get unstuck, make the right decisions and move faster.
What makes the support valuable
- Access to insight across sectors like SaaS, fintech, FMCG and professional services
- Experience navigating Australian buyer behaviour
- Ability to pressure test assumptions that internal teams avoid or miss
- Faster clarity on revenue pathways
- A plan that reflects capacity
Moreover, an external partner offers the distinct advantage of being unburdened by internal politics or past decisions.
Before you commit to a GTM plan
Make sure you have enough evidence to justify the next ninety days of work. If one or several of the below are missing, you are not ready to launch.
- Clear customer segments
- A value proposition in customer language
- Operationally and financial sustainable plan
Want support applying this roadmap to your own business? Book a call. We’ll map your segments, test your offer and outline your ninety day go to market roadmap.
