ICP, positioning, channel architecture, and pricing — the commercial foundation that converts product investment into predictable enterprise revenue. Designed in evidence, not assumption.
The enterprise GTM failure
The commercial architecture is almost never the product. It's the three questions nobody answered: who should we win, how do we sound different, and where do we meet them.
We rebuild the GTM from evidence — voice-of-customer, win/loss, and competitive positioning — before a single seller is hired or a channel dollar moved.
ICP matrix
Axes: commercial attractiveness (TAM × deal size × retention) vs right-to-win (product fit × channel access × competitive lead). Bubble size = annualised revenue potential.
Positioning, compared
The feature-led pitch
"Our platform provides AI-powered workflow automation with deep integrations and enterprise-grade security."
Describes the product, not the customer outcome
Every competitor could claim the same line
Economic buyer has nothing to take to their board
Channel architecture
A representative channel economics model. Procurement gets the cheapest channel; strategy gets the right one.
Pricing & packaging
We run Van-Westendorp and Gabor-Granger testing on named segments, then model adoption and expansion at each price point. Below, a representative four-tier ladder we validated with 340 buyer interviews on a recent SaaS engagement.
Too many self-serve, low LTV
Sweet spot · prime expansion path
Commercial tier with ACV lift
Strategic, contracted annually
The launch programme
Capabilities
Next step
ICP audit, positioning critique, channel economics review, and a prioritised ninety-day plan. Complimentary — and it often re-writes the revenue plan on the spot.