Take an Indian product to the world

Sell to the US or the Gulf from Bengaluru or Chennai, and be trusted doing it.

5 steps, 20 questions underneath, read for leading a gtm team

1. 1
   Who you sell to

   Picking a customer worth chasing, and knowing early when a deal is not one.

   How do I get the team to actually use the ICP instead of nodding at a slide and then doing what they want? 4 → Should we sell to Indian SMBs, Indian enterprises, or skip India and go straight at US buyers? 5 → We are a marketplace with buyers on one side and sellers on the other. Which side is the ICP? 4 → We are winning in one segment. When is it right to add a second ICP, and how do I know we are not just bored? 4 →
2. 2
   Positioning and messaging

   Making a buyer understand in one sentence why you exist and why you are the one to pick.

   We are changing our positioning. How do I roll it out without breaking the pipeline mid-quarter? 4 → Do we need to create a new category, or should we position inside one that already exists? 4 → We have three products now. Do we message them separately or tell one platform story? 5 → We sell in India, the US and the Gulf. How much should the messaging actually change per market? 4 →
3. 3
   Brand and narrative

   The founder story as a GTM asset, a point of view that sells, and earning trust selling from India to the world.

   How much of my budget should go to brand versus demand? 4 → How do I measure brand when it does not show up in the attribution report? 4 → How do I build a narrative the whole company tells the same way? 4 → Our founder is the brand. How do I make the brand bigger than one person? 5 →
4. 4
   Pricing and packaging

   What to charge, what to charge for, how to package it, and how to change it later without losing people.

   Should I price in rupees for India and dollars for everyone else? 4 → Buyers always ask for a discount. How much do I give, and how do I stop it eating my ARR? 5 → A reseller wants to carry us. How do I build a price book for partners without my own sales team undercutting them? 6 → Should I sign multi-year deals, and what payment terms should I be pushing for? 4 →
5. 5
   Partnerships and alliances

   Tech and integration partners, co-selling, co-marketing, when a partnership is real, and your first partnerships hire.

   When should we hire our first full time partnerships person, and what do we pay them? 4 → How do I stop my AEs from treating partner deals as a threat to their number? 5 → How do I design a partner program from scratch: tiers, margins and enablement? 5 → How do I get real attention from AWS or Microsoft instead of just another badge? 5 →