GTM planning built around the customer journey
I built launch planning on an OKR framework and a customer journey map, so product, marketing, and sales worked from one definition of success.
Industry
SaaS / E-commerce
Scope of work
Go-to-Market
Challenge
Every Joy Loyalty launch opened on the same unsettled question. What is this supposed to move?
Settling that before the work starts costs less than settling it after. I wanted it answered once, written down, and sitting there for the next campaign to pick up.
Approach
I built the scoreboard first, then drew the journey map underneath it. Every GTM plan after that had to name the stage it belonged to.
Installing the OKR framework was straightforward. The value came from the trade-off it forced, a short set of outcomes that ruled out some perfectly good ideas. I wrote the objectives in plain language so anyone could look at a piece of work and tell whether it supported one. The map ran from the first time someone hears a loyalty app exists to the point where they recommend one to another store owner.
Outcome
Planning meetings changed shape. Instead of asking what to promote next, we asked which stage of the journey was leaking.
That question arrived with an owner and a measure attached. The sales decks and case studies I wrote for the business development team drew on the same map. What a merchant heard in a demo matched what had pulled them in. I stopped defending campaigns on taste.
