Positioning without distribution is a document nobody reads. Distribution without positioning is expensive noise. This is both halves as one programme: the product marketing craft that decides what is true and what it costs, then the go-to-market strategy and engineering that carries it to a real market.
parts. Market and positioning; price, channels and launch; then the data and automation engineering that executes all of it. Each one is useless without the others.
modules with no overlap. Pricing is taught once, ICP is taught once, launch is taught once — because this is one programme rather than two courses stapled together.
system at the end: a positioning and pricing decision you can defend, a plan on one page, and a running workflow that executes part of it. Built on your business, not a case study.
The Promise
These are normally two jobs held by two people who do not talk. The product marketer decides the segment, the story and the price. The operator wires up the CRM, the enrichment, the sequences and the reporting. When they are disconnected you get beautifully argued positioning that nothing distributes, and heavily automated outbound aimed at people who were never going to buy.
Putting both in one head is the entire point. By week ten you will have a positioning and pricing decision that survives scrutiny, a go-to-market plan on one page, and a system that runs — because you built all three yourself, in order, on the same business.
Who This Is For
Increasingly the same person. This is for anyone expected to decide what the market should believe and then actually go and reach them.
What You Leave With
Four from the positioning and pricing half, four from the go-to-market half. Together they are a complete system rather than a folder of exercises.
Built through a structured process — competitive alternatives, unique attributes, the value only you deliver, who cares most, and the category you want to be judged in. Pressure-tested by the room.
One core narrative, three supporting pillars, and the proof under each. Versioned per persona so product, sales and marketing finally say the same thing.
A defensible value metric, tier structure and the willingness-to-pay evidence behind it — written to be argued with by a CFO, not admired by a marketer.
Launch tiering, cross-functional timeline, readiness criteria and the internal comms that stop a launch collapsing on the day.
Motion, ICP, channels, pricing and the revenue maths behind them. Short enough for a board, specific enough to be argued with.
Battlecard, one-pager, demo narrative and objection handling — written from real win/loss input rather than wishful thinking.
CRM object model, enrichment, signal capture and deduplication, configured on your own data. The unglamorous foundation everything else fails without.
A live pipeline from signal to research to personalised outreach to CRM record, plus attribution and a forecast you would be held to next quarter.
Where AI Fits
This is a product marketing and go-to-market programme, not a prompting course. AI earns its place by collapsing work that used to take weeks — and it is genuinely bad at the parts that decide whether any of it works.
Where it genuinely helps: synthesising fifty customer interviews into themes, mining reviews and support tickets at scale, drafting twenty messaging variants to react against, researching accounts properly before anyone is contacted, enriching and scoring against real signals, and building internal tools that used to need an engineer.
Where it does not: deciding which segment to abandon, hearing the thing a customer did not quite say, judging whether a claim is honest, and holding a position when a loud stakeholder wants to widen it. Those stay yours, and we are explicit each week about which is which.
What we will not teach: scraping people who never consented, evading spam filters, or mass-sending to bought lists. Consent, GDPR and PDPA obligations and deliverability are taught as first-class requirements — partly because it is right, and mostly because the alternative destroys your domain and your pipeline within a quarter.
Curriculum
Weeks 1–3 decide what is true and who it is for. Weeks 4–7 price it, launch it and equip the people selling it. Weeks 8–10 build the data and automation systems that carry it. Every session ends in an artefact for your own business.
The whole programme rests on this week. Evidence from real buyers, and an honest decision about who you are for.
A one-page PMM charter for your company: what you own, what you influence, what you decline, and how success is judged.
A research plan plus a synthesised themes document from evidence you already have sitting unread.
Your ICP definition and two priority personas, each with the jobs, forces and objections attached.
The same market, expressed two ways: as a query your data can answer, and as the committee of humans who must all say yes.
An ICP definition expressed as filters you could actually run against a database.
A buying-committee map with the value argument and likely objection for each role.
A written motion decision for your business, with the economics that justify it and what you are giving up.
Positioning is a decision, not a paragraph — and every good one makes somebody in the room uncomfortable.
A positioning statement, drafted and then defended against the room's hardest questions.
A complete message house with proof points, plus persona variants for your two priority personas.
A battlecard for your primary competitor and a one-paragraph category narrative.
Price is the constraint everything else has to live inside. This week is mostly arithmetic, and it is the arithmetic most teams avoid.
A pricing and packaging proposal with the value metric named and the evidence attached.
A revenue model for your chosen motion, showing the price point at which it stops being viable.
A channel model for your business with named assumptions and a sensitivity check on the shakiest one.
The funnel it travels through, the launch that starts it, and the channels that carry the message.
A full funnel and lifecycle map with stage definitions and the current drop-off at each.
A tiered launch plan for your next release, with readiness criteria and named owners.
A channel plan tied to your launch, with the message variant each channel carries.
Where to go next, how the sales motion works, and everything so far compressed onto one page.
A market entry case for one new segment or geography, with entry economics and a beachhead named.
A sales motion document: stages, exit criteria, qualification standard and handoff rules.
Your one-page GTM plan, presented and stress-tested by the cohort.
A plan that lives only in a document is worth nothing. This week puts it into the field and onto a scorecard.
Your enablement kit, reviewed by the room as if they were the sceptical sales rep.
A lifecycle plan for one feature: adoption target, the message at each stage, and the trigger for each.
Your complete PMM system presented in ten minutes — positioning through to scorecard.
Bad data does not produce slightly worse automation. It produces confidently wrong automation at scale.
A documented CRM data model plus an audit of your current one with a remediation list.
An enrichment and scoring design, implemented against a real sample of your accounts.
Dedupe and identity rules, plus a consent and retention policy for your GTM data.
You leave each session with something running, not a diagram of something that could run.
A live automation: signal in, enriched and routed, CRM updated, team notified.
A research-to-outreach pipeline for twenty real accounts, with a deliverability and consent checklist applied.
One working internal tool that removes a recurring manual job from your week.
Making it legible to the people who fund it — and honest about what it cannot prove.
An attribution approach for your business, with its blind spots written down explicitly.
A forecast model and dashboard driven by your live pipeline data.
Your complete GTM system: strategy on one page, working automation demonstrated live, and a ninety-day plan.
Programme Format
Our longest programme, because it covers two jobs that are usually taught separately and then never join up.
Live instruction from people who have carried the number, plus the templates and review time that make the artefacts real.
From the Trainers
"Every framework in this programme is one we have used under pressure — with a launch date fixed, a sales team unconvinced, and a pricing decision that had to be defended to a board. That is the only reason to teach it."— Cocoon Trainers
Ten weeks: three deciding what the market should understand, four pricing and launching it, three building the system that carries it. One business — yours — the whole way through.