Launching a new product is a high-stakes move for any company. In a case interview, Go-to-Market (GTM) strategy cases test your ability to think across functions—product, marketing, operations, and sales—and to recommend a plan that drives adoption and revenue.
Your job is to assess whether the client should launch the product, how to position it, and how to bring it to market successfully.
1. Clarify the Objective
“Our client is a tech startup that has developed a wearable device to monitor stress in real-time. They want to know whether they should launch it—and if so, how.”
Is the goal to test the market, scale rapidly, gain brand exposure, or beat competitors? Clarifying this shapes everything that follows.
2. Build a MECE Structure for Product Launch
A strong product launch framework might include:
- Market Attractiveness: Is there demand?
- Product Readiness: Does it solve a clear need?
- Customer Segmentation: Who are we targeting first?
- Go-to-Market Strategy: How will we sell and promote it?
- Financial Viability: Will it be profitable?
3. Evaluate Market Attractiveness
Start by understanding the industry landscape:
- Market size and growth trends
- Competitor offerings
- Customer willingness to pay
- Regulatory or technological barriers
“How big is the market for wearable health trackers among working professionals?”
4. Assess Product Readiness
Even if the market is attractive, is the product ready?
- What makes it unique? (differentiation)
- Is the technology proven and reliable?
- Does it meet customer expectations?
- Has it been tested or piloted?
“Has the product undergone beta testing or received regulatory approval?”
5. Define Target Segments
Launching to “everyone” is rarely a good strategy. Narrow down:
- Early adopters (tech-savvy, health-conscious)
- High-LTV users (e.g., enterprise customers, gyms)
- Channels: B2B vs. B2C? Online vs. retail?
“I’d recommend starting with corporate wellness programs—they have budget, volume, and aligned incentives.”
6. Design the Go-to-Market Strategy
This is the heart of the case. A GTM plan includes:
- Pricing: Value-based, tiered, or freemium?
- Channels: DTC, partnerships, retail, online marketplaces
- Marketing: How will we build awareness and drive trial?
- Sales strategy: Inbound vs. outbound, salesforce needs
- Launch timeline: Phased rollout or full release?
Tailor this section heavily to the client’s brand, capabilities, and product category.
7. Check Financial Viability
Estimate potential revenue vs. cost of launch:
- Unit economics: COGS, pricing, margin
- Customer acquisition cost (CAC)
- Marketing budget and ROI
- Expected payback period or break-even point
“What’s our estimated CAC via paid social vs. B2B outbound?”
8. Make a Go / No-Go Recommendation
Summarize the decision and back it with logic:
“Given the large and growing market, unique product differentiation, and early signs of customer interest, I recommend launching through a targeted B2B pilot in Q1, followed by a broader rollout in Q3.”
Include fallback plans (e.g., pilot first, test pricing) and key success metrics to track post-launch.
9. Common Variations of GTM Cases
- New feature launch within an existing platform
- Geographic launch of an existing product
- Customer segment shift (e.g., moving from B2C to B2B)
- Brand repositioning or relaunch after failure
Final Thoughts
New product and GTM strategy cases require cross-functional thinking. Use a structure that balances market analysis, customer targeting, financial logic, and practical rollout planning.
Strong candidates show not only whether to launch, but exactly how to make that launch succeed.