Posts tagged "Go To Market Strategy"

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OpenAI’s App Store Moment and the Future of Product Boundaries

2 min read

OpenAI’s new ChatGPT app store redefines how users interact with products — shifting from interfaces to intent.

Yesterday, OpenAI launched its own app store — a full ecosystem for third-party apps that live inside ChatGPT. Spotify, Canva, Figma, Zillow, and Coursera are already in. At first glance, this might feel like another platform milestone. But if you zoom out, it’s something deeper: a redefinition of where products “live” and how users experience them. The interface is dissolving For years, we’ve built products around distinct interfaces — apps, dashboards, websites—each one with its...
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AI Platforms as the New Distribution Layer

4 min read

OpenAI’s Instant Checkout turns ChatGPT into a commerce channel. Here’s what product managers need to know about AI-native distribution.

Seven hundred million people use ChatGPT every week. That’s not just a user base, that’s a distribution channel that makes traditional retail look small. With its new Instant Checkout feature, OpenAI isn’t just adding payments. It’s signaling that AI platforms are on their way to becoming full-blown storefronts. For product strategists, this marks a shift as significant as the arrival of the App Store. Distribution itself is being rebuilt inside AI platforms. From Infrastructure to...
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GTM Playbook for Feature Products in the Platform and AI Era

9 min read

A GTM playbook for feature products competing with platforms in the AI era, focused on delight, speed, and switching costs before the bundle arrives.

Clubhouse and Twitter Spaces. Zoom and Microsoft Teams. Dropbox and Google Drive. The pattern is not about who shipped first or who had the clever feature. The pattern is that platforms with native distribution absorb features, then win on adoption. In 2025, AI accelerates that cycle. Features can be cloned in months, not years, and updates land on millions of seats overnight. This is not a reason to stop innovating. It is a call to...
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The Big Squeeze in B2B and the Challenge of Lasting Defensibility

5 min read

In B2B, escape velocity isn’t enough. Startups must turn rapid distribution into lasting defensibility before incumbents close the window.

AI has created the fastest-scaling companies we’ve ever seen. Lovable, for instance, hit $100 million ARR just eight months after launch. As Brian Balfour observes in The Big Squeeze, “Escape velocity elevated Lovable from obscurity to household name. And now the company has a real chance to build a large and successful business. But there’s no guarantee they’ve found long-term defensibility or can turn this wave of interest into a sustainable business.” That tension—between speed...
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Why Customer Success Belongs at the Start of Product Strategy

7 min read

Shift-left Customer Success by embedding it early in product strategy, design, and GTM to boost retention and drive SaaS growth.

Customer Success (CS) is one of the most misunderstood roles in SaaS. As Saahil Karkera wrote in a widely shared LinkedIn post, one quarter CS teams are heroes; the next, they're blamed for churn, adoption drops, and burnout. This volatility exists because CS sits at the fault lines of Product, Sales, and Customer expectations. The solution isn’t hiring “miracle CSMs.” It’s treating Customer Success as a shift-left strategy—designed into product, GTM, and organizational incentives, not...
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The Informal Committees Behind B2B Buying

3 min read

B2B buying isn’t decided by end users alone. Informal committees shape decisions, and product managers must map their jobs-to-be-done.

When we think about product adoption, the focus usually falls on the end user. Product managers map user needs with frameworks like jobs-to-be-done (JTBD), ensuring the product fits a real workflow. But in B2B, adoption doesn't always equal purchase. Deals often hinge on an informal buying committee — a shifting group of individuals who influence or approve decisions, even if they never use the product directly. This isn’t a boardroom-style committee. It’s a loose network...
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Start with Product and Target for Effective Distribution, Not Channel

3 min read

Learn why smart product managers match channels to product and target, not trends, with a simple hospital software example.

When it comes to getting your product into the hands of customers, many new product managers start with the channel. They ask, “Should we sell through partners, go viral, or build a sales team?” Ben Horowitz puts it simply: “A properly designed sales channel is a function of the product that you have built and the target … that you wish to pursue.” In other words, the product and the target market come first. The...
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