The nine GTM dimensions

Competitive differentiation when a weekend clone is possible

Competitive differentiation is the reason a buyer picks you over the alternatives, and it matters because a product that wins only on price or on the founder's personal network stops winning as soon as either runs out. When building software gets cheaper, features alone are a weaker reason than they used to be.

Features are not a moat

If a capable team could rebuild your feature set in a few weeks, the features are not why you win. That is fine at the start, as long as you know what will be. Investors ask the question directly: what stops a better-funded competitor from copying this?

What lasts

Durable advantages usually come from one of a few places.

Say why you win, with evidence

Track why you win and why you lose, deal by deal, in the buyer's words. A short list of real reasons from real deals is more convincing to an investor than any positioning statement.

Key takeaways

Questions founders ask

Is being first to market a differentiation?
Only for as long as it takes someone else to arrive. Use the head start to build one of the durable advantages, and say which one you are building.
How do I learn why I lost a deal?
Ask the buyer, politely and soon after the decision. Most will tell you in a sentence or two, and those sentences are worth more than any internal guess.

Score your company on competitive differentiation

Rate this dimension in the self-score, beside the other eight, and see where your own view is strongest and weakest. It is unsigned: a starting point to test against evidence.

Free calculators for the numbers in this lesson, each with its formula and a worked example.

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