GTM STRATEGY SPRINT · 4 WEEKS
Make the commercial choices your organisation can execute.
A focused four-week intervention for B2B technology leadership teams that need to decide where to play, whom to serve and how to win across Southeast Asia—before complexity turns into uncoordinated activity.
MARKET
DECIDED
ICP
DECIDED
VALUE
DECIDED
ROUTE TO MARKET
DECIDED
WHEN THE SPRINT IS THE RIGHT STARTING POINT
Strategy is needed when the company has activity, but not enough shared direction.
01
Too many markets compete for the same resources. Markets receive minimal attention, ensuring no single territory achieves critical mass.
02
The ICP is broad enough to satisfy everyone and precise enough to guide no one. Marketing spend is diluted across low-intent segments while sales teams pursue mismatched prospects.
03
Country teams, partners or functions interpret priorities differently. Regional coordination fails as execution targets diverge based on local historical comfort rather than strategic intent.
04
The value story changes from one sales conversation to the next. The product loses its premium position as teams struggle to articulate an objective reason to win.
SELECTED WORKING OUTPUTS
Practical assets leadership can use to activate the strategy.
Market Attractiveness Matrix
Scores market opportunity, strategic fit and execution readiness.
Southeast Asia Demand Map
Makes country-level demand, buying conditions and sequencing visible.
ICP and Segment Hierarchy
Defines priority accounts, buyers and use cases.
Buyer and Buying-Committee Map
Clarifies roles, influence, decisions and proof requirements.
Competitive Distinction and Value Architecture
Establishes the commercial problem, value and defensible reasons to choose.
Route-to-Market and Partner Leverage Model
Defines how direct, partner and ecosystem motions work together.
Country-Specific Activation Guidance
Identifies what stays regionally consistent and what adapts locally.
90-Day Execution Plan
Assigns owners, milestones, decision points and operating cadence.
THE OPERATING VALUE
The result is not a strategy document. It is a system of decisions the business can use.
Leadership leaves with a clear commercial direction, a common vocabulary for execution and an activation plan that exposes trade-offs rather than hiding them. The work is designed to connect directly into revenue operations and execution governance where required.
WHAT MB EDGE NEEDS
Executive sponsor · relevant commercial data · access to country, sales, marketing and partner leaders · timely decisions.
Not intended for generic market research, outsourced lead generation or a strategy document without implementation ownership.
BEST FIT
B2B technology companies with product-market evidence, meaningful Southeast Asia ambition and leaders prepared to narrow choices so execution can improve.
Start with the constraint
Decide what needs to be true before asking teams to execute.
The GTM Diagnostic establishes whether the immediate issue is strategic clarity, revenue reliability or execution leadership—and whether the Strategy Sprint is the right entry point.
30 minutes · Confidential · No preparation deck