Anything we buy be it product or service is so that we can go from point A to B
We don’t sell a product or service
We sell a path
We buy insurance so that we can go from feeling unsafe to safe
We buy Food to go from hungry to satiated
We buy luxury items to go from feeling normal to feeling exclusive
We sell them a path a path that is better than whatever they are going through right now
We give them a route better than the one they have right now
It’s exactly like everyone is using a 7 kilometer long traffic ridden road when you found a shortcut that takes you there in just 10 minutes
That’s what people pay for
And some journeys from point A to point B feel more important than others
Some point Bs are so important to some people that they would pay a lot for it and quickly
People don’t buy things. They buy transformation.
Every purchase is fundamentally about closing a gap between their current state and their desired state.
Nobody wants a CRM. They want to go from “losing track of customers” to “never missing a follow-up”
Nobody wants a gym membership. They want to go from “feeling out of shape” to “feeling confident and energetic”
Nobody wants accounting software. They want to go from “tax season panic” to “organized and compliant”
The question isn’t what you want build or sell
It is where do people want to go and how do I make my product give that feeling of it being capable to take them there
The awareness about people’s desires is what counts
Because both the gym and ozempic get desire of being slimmer fulfilled
Both vice and virtue have the capability to deliver the short term things we want
You can try to look better by either going for a plastic surgery or just using some looks maxxing app (Don’t know if it works though)
So in commercial world its not about the means it’s about the ends
Ignorance of ends will make you waste means that could have made you millions
They don’t care about your product’s features (the means)
They care about where they want to end up (the ends)
The gym isn’t just competing with other gyms.
It’s competing with Ozempic, meal plans, surgery, photo editing apps, or even just buying clothes that fit better.
World is a huge mess you might never know what exactly you’re competing with
That also means just overemphasis on yourself than on your customer is inherently dumb
Keep your eye on the tiger, Focus all you can on the point B the customer wants to go to instead of what you do as features
Features superiority or knowing about your competition is never going to help you
It’s always about knowing the point B will and convincing them that you can take them to the point B
Where is my customer trying to go, and what’s stopping them from getting there?
Where are they trying to go?
And how we convince them that we can take them there
You have to demonstrate that you understand how bad their current point A is and how cool point B is
Don’t look for a builders or artists glory in business
Its more about being a Sherpa
You are not supposed to have the fanciest gear but only take your clients to the peak of mountain
Features are just gear. Gear doesn’t matter if the climber doesn’t trust you know the route.
Bad GTM thinking: “I built a revolutionary workout app with AI-powered form correction”
Good GTM thinking: “People want to feel confident in their body. Does my app get them there faster/easier than alternatives?”
People don’t buy what you make, they buy the gap you close.
| GTM Concept | Shortcut Equivalent |
|---|---|
| Market Research | Observing where people currently walk and what frustrates them |
| Product-Market Fit | Your shortcut actually saves time/effort for their specific destination |
| Target Audience | People who regularly travel between points A and B |
| Positioning | “Fastest route” vs “Safest route” vs “Most scenic route” |
| Channels | How people discover it (signs, word of mouth, maps, walking past it) |
| Messaging | “Saves 5 minutes” vs “Avoids traffic” vs “Better pavement” |
| Inbound | People see others using the path and try it themselves |
| Outbound | You tell people “Hey, there’s a faster way” |
| Free Trial | “Just try it once” |
| Conversion | They switch from old route to new route permanently |
| Customer Acquisition Cost | Effort per person who switches (signage, explaining, convincing) |
| Adoption Rate | Percentage of eligible travelers who use your path |
| Churn | They try it once, then go back to old route |
| Retention | They keep using it daily |
| Viral Growth | Users naturally show it to friends/colleagues traveling same route |
| Product-Led Growth | Path is so obviously better that usage spreads without promotion |
| Network Effects | More users → more worn path → easier to follow → attracts more users |
| Competitive Landscape | Other available routes (old path, highway, public transit) or not travelling at all |
| Differentiation | What makes your path better (time, safety, scenery, reliability) |
| Market Segmentation | Cyclists vs walkers vs drivers need different paths |
| Beachhead Market | Get morning commuters using it before targeting weekend travelers |
| TAM | All people traveling between relevant points |
| Barriers to Entry | Locked gates, unclear entrance, scary looking, inconvenient access |
| Go-to-Market Motion | How you spread adoption (signs, demonstrations, infrastructure) |
| Switching Costs | How hard to change from old habit/route |
| Time to Value | How quickly they realize it’s better (immediate vs requires learning curve) |
| Usage Metrics | Foot traffic count, time saved per user |
| Customer Success | Ensuring first-time users don’t get lost or confused |
| Expansion Revenue | They start using path for more trips (weekends, errands, not just commute) |
Now let’s break down each piece.
The Terrain = The Market
Picture a massive landscape where millions of people are walking between destinations every day.
That’s your market.
Some areas are crowded with established highways. Others are barely explored wilderness. Some destinations are served by dozens of competing paths. Others have no good routes at all.
Understanding the terrain is market research.
You can’t build a useful shortcut if you don’t know:
- Where people are trying to go
- What routes they currently take
- What frustrates them about existing paths
- Whether they even want a better way
The terrain determines everything. A brilliant path built in the wrong location serves nobody.
The Destination = Point B (The Most Important Thing)
Before you even think about building a path, you need to understand the destination.
Where are people trying to go?
Not theoretically. Not abstractly. Specifically.
“Get in shape” is not a destination. It’s a direction.
Real destinations look like:
- “Look good in a bikini at my beach vacation in 8 weeks”
- “Have energy to play with my kids after work instead of collapsing on the couch”
- “Fit into my old jeans without buying new ones”
“Be more productive” is not a destination.
Real destinations are:
- “Leave work by 6pm instead of 9pm so I can have dinner with my family”
- “Stop forgetting client follow-ups that cost me deals”
- “Clear my inbox every day instead of drowning in 500 unread emails”
The clarity of the destination determines everything that follows.
Vague Point B = vague product = confused customers = no traction.
Specific Point B = clear value prop = targeted messaging = customers who buy immediately.
How to find the real Point B
Most founders think they know where their customers want to go. They’re usually wrong.
They know the category (health, productivity, wealth) but not the specific emotional destination.
To find the real Point B, ask:
1. “What does success look like for this person?” Not in your product. In their life.
What does their day look like after they’ve “arrived”? What are they doing that they couldn’t do before? What are they no longer worried about?
2. “Why does this matter to them RIGHT NOW?” Timing reveals priority.
Someone who wants to lose weight “someday” won’t pay much or move fast. Someone who has a wedding in 3 months will pay a premium and start today.
The urgency of Point B determines your pricing power and sales cycle.
3. “What have they already tried to get there?” This tells you:
- How badly they want it (if they’ve tried nothing, they don’t want it that badly)
- What hasn’t worked (so you don’t build the same thing)
- What they’re comparing you against (your real competition)
4. “What’s stopping them from getting there?” The obstacles reveal your product strategy.
If the obstacle is “I don’t know how” → you need education If the obstacle is “I don’t have time” → you need speed/efficiency If the obstacle is “I’ve tried and failed before” → you need accountability/support If the obstacle is “It’s too expensive” → you need affordability or ROI proof
Multiple destinations in the same market
Here’s where it gets interesting: people in the same market are often heading to completely different Point Bs.
Take “fitness” as a market:
Destination A: “Look attractive to potential partners”
- Values: Visible results (abs, arms, aesthetics)
- Timeline: Weeks to months
- Willingness to pay: High for fast results
- Competition: Ozempic, cosmetic surgery, photo editing apps, nice clothes
Destination B: “Have energy and not feel old”
- Values: How they feel, daily vitality, longevity
- Timeline: Long-term, sustainable
- Willingness to pay: Moderate, consistency matters more
- Competition: Coffee, better sleep, stress management, supplements
Destination C: “Hit a specific performance goal”
- Values: Measurable achievement (run a marathon, deadlift 300lbs)
- Timeline: Training cycle (3-6 months)
- Willingness to pay: Very high for expert coaching
- Competition: Other coaches, training programs, self-discipline
Same market. Three completely different destinations.
A gym trying to serve all three will fail because:
- The messaging confuses everyone
- The product can’t be optimized for conflicting goals
- The “path” needs to be different for each traveler
This is why you must choose your Point B before you build your path.
The Point B test
Before you build anything, write down:
- The specific Point B: (one sentence, concrete, emotional)
- Who urgently wants to get there: (not everyone, just the people who want it NOW)
- What they’ve already tried: (so you know your real competition)
- What’s blocking them: (so you know what to solve)
If you can’t fill this out clearly, you don’t understand the destination yet.
And if you don’t understand the destination, building a path is just guessing.
The trap: falling in love with your path instead of the destination
Most founders fall in love with their solution (the path) and lose sight of the destination (Point B).
They say:
- “We built an AI-powered scheduling tool”
- “We use blockchain for supply chain transparency”
- “We have the fastest load times in the industry”
None of that matters if it doesn’t get people where they’re trying to go.
Users don’t care about your technology. They care about arriving at Point B.
Your AI scheduling tool is only interesting if it gets them to “never miss an important meeting again” or “reclaim 10 hours a week.”
Your blockchain solution only matters if it gets them to “prove our products are ethically sourced” or “eliminate supply chain fraud.”
Your fast load times only matter if they get users to “increase conversions by 30%.”
The path is always a means. The destination is the end.
Get clear on Point B first.
Then and only then start building the path.
Current Paths = Existing Solutions
Before you arrived, people were already getting from A to B somehow.
Maybe they take a long, winding highway because it’s the only paved option.
Maybe they cut through someone’s backyard unofficially.
Maybe they don’t make the trip at all because no good path exists.
These are your competitors and the status quo.
Your job isn’t just to build something new—it’s to build something better than what already exists or what people are currently tolerating.
If existing paths work fine, nobody switches.
If the current solution is “painful but tolerable,” you need to be significantly better to justify the switching cost.
Traffic Patterns = Customer Behavior
Not everyone walks the same routes at the same times for the same reasons.
Morning commuters want speed. They’ll sacrifice scenery for efficiency.
Weekend strollers want safety and beauty. Speed doesn’t matter.
Late-night travelers want lighting and security above all else.
Understanding traffic patterns is customer segmentation.
Who travels this route?
When do they travel?
Why do they travel?
What do they value most: time, safety, cost, convenience, experience?
You can’t build one path that serves every traveler perfectly. You have to choose your target audience and optimize for them specifically.
Your New Path = Your Product
You’ve discovered or built a new route.
Maybe you noticed an unused alley that cuts 10 minutes off the commute.
Maybe you convinced property owners to let people walk through their land.
Maybe you physically cleared brush and laid gravel to create something entirely new.
This is your product—the core value proposition.
But here’s the thing: just because you built it doesn’t mean anyone will use it.
The path must actually deliver on its promise:
- If you claim it’s faster, it better save time
- If you claim it’s safer, it better feel secure
- If you claim it’s easier, it better have smooth surfaces and clear markings
A path that doesn’t deliver on its first use loses that traveler forever.
Path Entrance = Acquisition Channels
Your shortcut could save people 30 minutes, but if they never discover the entrance, it doesn’t matter.
The entrance is how people find you.
Some entrances are highly visible:
- Billboard on the highway pointing to your path (paid ads)
- Signs at major intersections (content marketing, SEO)
- Positioned right next to where people currently walk (marketplace placement)
Some entrances are hidden:
- Unmarked alley that only locals know about (word of mouth only)
- Behind a locked gate requiring a key (invite-only, B2B sales)
Some entrances require someone to personally show you:
- Friend walks you through the first time (referral, demos, sales calls)
Different audiences need different entrance strategies.
Early adopters will hunt for hidden paths.
Mainstream users need obvious, trusted signage.
Enterprise buyers need a personal guide to walk them through.
You must match your entrance strategy to your target traveler.
First 100 Meters = Onboarding Experience
Someone discovers your entrance. They’re curious. They step onto your path.
The first 100 meters determine everything.
If the entrance is confusing (unclear markings, multiple forks, contradictory signs), they turn back immediately.
If the ground is muddy or uneven right at the start, they assume the whole path is poorly maintained.
If they can’t immediately tell whether they’re going the right direction, they retreat to the familiar route.
This is your onboarding and activation experience.
The first use must:
- Be frictionless (easy to start, no setup required)
- Deliver value quickly (they see progress immediately)
- Build confidence (clear markers showing they’re on the right track)
- Create a “wow” moment (something noticeably better than the old way)
Most products lose users in the first 100 meters, not after extended use.
Signage = Marketing Messages
You need signs to tell people:
- Where the entrance is (“Find us here”)
- What the path offers (“Saves 15 minutes”)
- Who it’s for (“Best route for morning commuters”)
- How to use it (“Follow blue markers”)
This is your positioning and messaging.
Good signage is:
- Clear: No jargon. “Faster route to downtown.”
- Specific: Not “better path” but “saves 15 minutes vs Main St”
- Credible: Backed by proof—foot traffic, testimonials, measurable results
- Consistent: Same message everywhere so people remember
Bad signage creates confusion:
- “Revolutionary path” (what does that mean?)
- “Best route for everyone” (nobody believes that)
- Different messages at different entrances (which is true?)
Path Conditions = Product Quality
You can have perfect signage and a visible entrance, but if the path itself is terrible, nobody returns.
Path quality is product-market fit.
Does the path actually deliver what you promised?
If you said “fastest route” but it’s full of obstacles that slow people down, you lied.
If you said “safe and well-lit” but it’s dark and sketchy, people feel betrayed.
If you said “accessible for everyone” but there are stairs and uneven ground, you excluded your target audience.
First-time users forgive nothing.
They gave you one chance. If the experience doesn’t match the promise, they’re gone.
Great paths are:
- Reliable: Works every time, not just sometimes
- Maintained: Clear of obstacles, well-marked, safe
- Better than alternatives: Noticeably superior to existing routes
- Appropriate for the audience: Matches what that specific group values
Foot Traffic = Active Users
Once people start using your path, you can measure success by foot traffic.
Are 10 people using it daily? 100? 1,000?
This is your active user count.
But not all traffic is equal:
- One-time visitors tried it once, never returned
- Occasional users take it sometimes but still use alternatives
- Regular commuters use it daily and depend on it
- Advocates use it AND bring friends
Your goal isn’t just traffic—it’s regular travelers who make your path part of their routine.
Word of Mouth = Viral Growth
The most powerful thing that can happen: someone uses your path and immediately tells others.
“Hey, I found this shortcut—cuts 10 minutes off your commute. Let me show you where the entrance is.”
This is organic, viral growth.
Word of mouth happens when:
- The path is noticeably better (not just marginally better)
- The benefit is easy to explain (“saves 10 minutes” not “improves efficiency”)
- Bringing others is natural (“I’ll walk with you the first time”)
- There’s social proof (others are already using it)
Paths that rely only on word of mouth grow slowly but have the highest trust.
Paths that combine signage + word of mouth grow fastest.
Worn Ground = Network Effects
Here’s something magical about paths: the more people use them, the better they get.
Foot traffic wears down the ground, making it smoother.
Regular use keeps brush from growing back.
High traffic attracts lighting and safety improvements.
Seeing others on the path makes it feel safer.
This is network effects—usage improves the product.
Examples:
- More users → better path maintenance → easier to walk → attracts more users
- More travelers → perceived safety increases → attracts risk-averse users
- More foot traffic → businesses open along the path → adds convenience
Not every path has network effects, but when they exist, they create compounding growth.
Alternate Routes = Competitive Landscape
Your path isn’t the only option.
People can:
- Stick with the old highway (incumbent solution)
- Take a different shortcut someone else built (direct competitor)
- Stop making the trip altogether (non-consumption)
Understanding alternatives is competitive analysis.
Why would someone choose your path over others?
You need a clear differentiation:
- Fastest: Measurably saves time
- Safest: Well-lit, high traffic, emergency access
- Most convenient: Starts right where people already are
- Most pleasant: Scenic, smooth, enjoyable experience
- Cheapest: Free while others charge tolls
If you can’t articulate why someone should choose your path, they won’t.
Path Maintenance = Customer Success
You built a great path. People started using it. Traffic is growing.
Then winter hits. Snow covers the path. Nobody clears it. Users slip and fall.
Maintenance is customer success and retention.
A path requires ongoing investment:
- Clear obstacles (fix bugs, remove friction)
- Update signage (communicate changes, new features)
- Repair damage (handle issues quickly)
- Respond to feedback (users report problems, you act)
Users expect paths to keep working. If quality degrades, they leave.
Great maintenance turns one-time users into loyal advocates.
Regular Travelers = Retained Customers
The ultimate success: people make your path part of their daily routine.
They don’t even consider alternatives anymore. Your path is just “the way they go.”
This is retention and customer lifetime value.
Regular travelers:
- Use your path daily or weekly
- Depend on it for their routine
- Notice when something changes
- Defend it when others criticize it
- Bring new people unprompted
Retention is more valuable than acquisition because:
- Keeping existing users is cheaper than finding new ones
- Loyal users generate word-of-mouth growth
- Long-term usage increases lifetime value
The goal isn’t just getting people to try your path—it’s making them never want to leave.
Putting It All Together
When you launch a product, here’s what you’re actually doing:
- Study the terrain (understand the market and customer needs)
- Identify existing paths (analyze what people currently use and why)
- Build something better (create a product that actually solves the problem)
- Make it discoverable (place visible entrances where your audience travels)
- Optimize the first 100 meters (nail onboarding so people succeed immediately)
- Deliver on your promises (ensure product quality matches your messaging)
- Measure foot traffic (track who’s using it and how often)
- Encourage word of mouth (make it easy for users to bring others)
- Leverage network effects (let usage improve the experience)
- Maintain the path (keep quality high so users stay loyal)
- Build regular travelers (turn one-time users into daily commuters)
This is go-to-market strategy. Every concept maps perfectly to path-building and adoption.
Common GTM Problems in Shortcut City
Now let’s explore everything that can go wrong—and how to fix it.
A. When You Build in the Wrong Location
1. Path to Nowhere — No Real Market Need
Analogy: You built a beautiful shortcut between two places nobody travels.
What happened: You solved a problem people don’t have or built for an audience that doesn’t exist.
Fix: Do market research BEFORE building. Talk to potential users. Validate demand.
2. Shortcut to a Closed Destination — Dying Market
Analogy: You built a path to a shopping mall that just announced it’s closing next year.
What happened: You entered a shrinking market or one about to be disrupted.
Fix: Research market trends. Avoid industries in decline unless you’re actively disrupting them.
3. Too Niche a Route — Market Too Small
Analogy: You built a path that only left-handed accordion players who live on 5th Street would use.
What happened: Your target market is too narrow to sustain a business.
Fix: Expand your audience or pivot to a bigger adjacent market.
B. When Your Path Isn’t Actually Better
4. Path Looks Shorter But Isn’t — False Value Prop
Analogy: Your path looks faster on a map, but it’s uphill and takes longer.
What happened: Your product claims benefits it doesn’t actually deliver.
Fix: Be honest about what your product does. Test your claims with real users.
5. Muddy, Uneven Path — Poor Product Quality
Analogy: Your shortcut is technically shorter but filled with potholes, puddles, and broken pavement.
What happened: Your product is buggy, slow, or unreliable.
Fix: Improve core product quality before scaling marketing. Users won’t tolerate bad experiences.
6. Barely Better Than Existing Routes — Weak Differentiation
Analogy: Your path saves 30 seconds vs the main road. Nobody switches for 30 seconds.
What happened: Your improvement is marginal, not meaningful.
Fix: Deliver 10x value in at least one dimension. “Slightly better” isn’t enough to change behavior.
7. Path Requires Special Equipment — High Friction
Analogy: Your shortcut is great but requires rock climbing gear to navigate.
What happened: Your product has too much setup, learning curve, or prerequisites.
Fix: Reduce friction. Make the first use as simple as possible.
C. When Nobody Can Find Your Entrance
8. Hidden Entrance — Poor Discoverability
Analogy: Your path starts in an unmarked alley behind a dumpster.
What happened: You built something great but nobody knows it exists.
Fix: Invest in visibility—SEO, ads, content, community presence. Great products still need marketing.
9. Entrance in the Wrong Neighborhood — Wrong Channels
Analogy: Your path serves downtown commuters, but the entrance is in the suburbs.
What happened: You’re marketing in places your target audience doesn’t frequent.
Fix: Go where your customers already are. If they’re on LinkedIn, don’t focus on TikTok.
10. Confusing Entrance Signage — Unclear Messaging
Analogy: Your sign says “Revolutionary Mobility Solution” and nobody knows what that means.
What happened: Your marketing uses jargon or fails to clearly communicate value.
Fix: Use simple language. Say exactly what your product does and who it’s for.
11. Too Many Entrances, All Poorly Marked — Scattered Focus
Analogy: You built 15 different entrances but none have clear signage.
What happened: You’re trying too many acquisition channels without mastering any.
Fix: Focus on 1-2 channels that work. Go deep, not wide.
D. When People Try Once and Never Return
12. Confusing First 100 Meters — Bad Onboarding
Analogy: Right after the entrance, the path splits into 6 unmarked forks.
What happened: New users get lost or confused immediately and give up.
Fix: Simplify onboarding. Guide users to their first success quickly.
13. Long Walk Before Any Benefit — Delayed Value
Analogy: Your path is faster, but the shortcut doesn’t start until mile 3.
What happened: Users have to invest too much time before seeing any benefit.
Fix: Front-load value. Show benefit in the first minute, not after setup.
14. Path Works Differently Every Time — Inconsistent Experience
Analogy: Sometimes your path is clear; other times it’s flooded or blocked.
What happened: Your product is unreliable or behaves unpredictably.
Fix: Ensure consistency. Users need to trust that it works the same way every time.
15. Promised Speed, Delivered Scenery — Expectation Mismatch
Analogy: Your marketing said “fastest route,” but your path is slow and scenic.
What happened: You attracted the wrong audience or set wrong expectations.
Fix: Align messaging with actual product experience. Don’t promise what you can’t deliver.
E. When Switching Costs Are Too High
16. Entrance Requires Membership Card — High Barrier to Entry
Analogy: To use your path, people must first fill out paperwork and wait for approval.
What happened: Signup friction is too high. Users abandon before trying.
Fix: Reduce barriers. Offer free trials, guest access, or instant signup.
17. Path Incompatible with Current Routine — Switching Friction
Analogy: Your path is faster but starts 2 blocks away from where people currently walk.
What happened: Switching to your product requires disrupting existing workflows.
Fix: Integrate with existing tools/habits or make the benefit so strong it justifies disruption.
18. Old Path Has Loyalty Program — Incumbent Lock-In
Analogy: The highway isn’t great, but travelers get points every time they use it.
What happened: Competitors have lock-in through contracts, integrations, or rewards.
Fix: Offer migration help, make switching seamless, or provide an irresistible benefit.
F. When You Can’t Grow Beyond Early Adopters
19. Only Adventurous Hikers Use It — Can’t Cross the Chasm
Analogy: Hardcore walkers love your path, but regular commuters won’t try it.
What happened: Early adopters use it, but mainstream users need more proof/polish.
Fix: Add safety features, social proof, and clearer signage. Make it feel trustworthy, not experimental.
20. Path Only Works for Small Groups — Doesn’t Scale
Analogy: Your path is great for 10 people but gets overcrowded with 100.
What happened: Your infrastructure, support, or product can’t handle growth.
Fix: Build for scale before pushing growth. Fix bottlenecks early.
21. Word of Mouth Stopped — Viral Coefficient < 1
Analogy: Early users brought friends, but those friends didn’t bring anyone else.
What happened: Your viral loop broke. Growth stalled.
Fix: Make sharing easier, add incentives, or improve the product so people naturally tell others.
G. When Competitors Respond
22. Highway Got Repaved — Incumbent Improved
Analogy: The old route was slow, but they just added lanes and fixed potholes.
What happened: Competitors noticed you and upgraded their offering.
Fix: Keep innovating. If you stop improving, they’ll catch up.
23. Someone Built a Better Path Next to Yours — Direct Competition
Analogy: A competitor built an even faster shortcut that starts in the same spot.
What happened: A new competitor is directly targeting your users with a superior product.
Fix: Differentiate or improve. You can’t win on “same but worse.”
24. New Bridge Makes Your Path Obsolete — Disruption
Analogy: Someone built a bridge that makes all ground-level paths irrelevant.
What happened: A new technology or approach disrupted the entire market.
Fix: Pivot quickly or find a niche where the old way still matters.
H. When You Can’t Monetize
25. Free Path, No Toll Booth — No Revenue Model
Analogy: Thousands use your path daily, but you have no way to make money from it.
What happened: You have users but no business model.
Fix: Add value-based monetization—premium routes, faster lanes, or support services.
26. Toll Booth Placed Too Early — Paywall Before Value
Analogy: You charge people before they even see if the path works.
What happened: You monetize before proving value. Users leave.
Fix: Let users experience value first. Charge after they’re convinced it works.
27. Toll Too High for Value Delivered — Pricing Misalignment
Analogy: You charge $50 to save someone 2 minutes.
What happened: Your pricing doesn’t match perceived value.
Fix: Price based on value delivered, not cost to build. Test pricing with real users.
I. When Retention Fails
28. Path Degrades Over Time — Lack of Maintenance
Analogy: Your path was great at launch, but now it’s overgrown and crumbling.
What happened: You stopped investing in product quality and user experience.
Fix: Continuously improve. Fix bugs, add features, respond to feedback.
29. Users Outgrow Your Path — No Expansion Revenue
Analogy: Your path is perfect for beginners but has no advanced routes.
What happened: Users succeed with your product, then leave for something more powerful.
Fix: Build expansion paths. Offer advanced features, integrations, or add-ons.
30. Seasonal Path, Year-Round Promises — Usage Churn
Analogy: Your path is great in summer but unusable in winter.
What happened: Your product has use cases that don’t sustain long-term engagement.
Fix: Expand use cases or build features that keep users engaged year-round.
J. When You Burn Resources Too Fast
31. Built 100 Entrances, Got 10 Users — CAC Too High
Analogy: You spent $1M on billboards and got 50 users.
What happened: Customer acquisition cost exceeds customer lifetime value.
Fix: Focus on efficient channels. Improve conversion rates before scaling spend.
32. Maintaining a Path Nobody Uses — Sunk Cost Fallacy
Analogy: You keep repairing a path even though only 3 people use it.
What happened: You’re investing in something that will never work.
Fix: Kill it. Pivot to something with real traction.
33. Building Luxury Paths in a Budget Market — Misaligned Investment
Analogy: You’re paving paths with gold bricks when users just need gravel.
What happened: You’re over-engineering for a market that values cost over quality.
Fix: Match your investment to what the market actually values.
K. When Timing Is Wrong
34. Path Built Before Destination Exists — Too Early
Analogy: You built a shortcut to a neighborhood that hasn’t been constructed yet.
What happened: You’re ahead of the market. Demand doesn’t exist yet.
Fix: Wait, educate the market, or pivot to current needs.
35. Everyone Already Has Their Route — Too Late
Analogy: You built a shortcut, but everyone already found their own ways and formed habits.
What happened: Market is mature. Switching costs are high. Competition is entrenched.
Fix: Find an underserved niche or bring radical innovation that justifies disruption.
L. When Your Team Can’t Execute
36. Path Half-Built — Incomplete Product
Analogy: Your path exists but stops halfway. Users hit a dead-end.
What happened: You launched too early with a broken or incomplete product.
Fix: Finish the core experience before launching. MVP doesn’t mean broken.
37. No Path Maintenance Crew — No Customer Support
Analogy: Users hit obstacles, report issues, and hear nothing back.
What happened: You’re not supporting users or fixing problems.
Fix: Build support infrastructure. Respond quickly. Show you care.
38. Building Paths Faster Than You Can Maintain — Overexpansion
Analogy: You opened 20 new paths but can’t maintain any of them well.
What happened: You grew too fast and quality collapsed.
Fix: Grow sustainably. Ensure each path works well before adding more.
39. Path Works Great But Goes to Wrong Destination — Solution-Market Mismatch
Analogy: You built an incredibly smooth, fast, beautiful path… but it goes to the abandoned warehouse district instead of downtown.
What happened: You solved a problem elegantly, but it’s not the problem your target users actually have. Your product is high-quality but aimed at the wrong Point B.
Example: Building AI-powered form correction for a fitness app when your users actually want accountability and community, not technique tips.
Fix: Go back to Point B. What do users actually want to achieve? Rebuild for that destination, even if it means scrapping great work.
Summary: The GTM Framework
Go-to-market is about building a path people actually want to use and making sure they find it, try it, love it, and tell others.
The formula:
- Understand where people want to go (market research)
- Build a meaningfully better path (product-market fit)
- Make it discoverable (acquisition channels)
- Perfect the first 100 meters (onboarding)
- Deliver on your promise (product quality)
- Get people using it regularly (activation & retention)
- Make it so good they bring others (viral growth)
- Maintain and improve continuously (customer success)
- Expand value for power users (expansion revenue)
- Monetize aligned with value delivered (pricing strategy)
Every problem listed above is a breakdown in one of these areas.
Fix the breakdown, and your path succeeds.
Ignore it, and nobody walks your way.