You are launching payroll and compliance software for Indian firms with 10 to 200 employees. Pricing is Rs 60 per employee per month. The market is roughly 6 lakh such firms. Most currently use a local chartered accountant, a spreadsheet, or a legacy desktop product. Compliance changes several times a year and errors carry penalties. You have Rs 1.5 crore of budget for the first year and a team of four, two of whom can sell.
Write a go-to-market plan. Choose a beachhead segment, state the proposition and pricing, pick channels in sequence with rough economics, and set milestones.
100 points, 60% to pass.
Six lakh firms is a market, not a plan. The beachhead has to be narrowed by something that makes the sale repeatable — a state whose compliance rules you handle best, an industry with unusual payroll structure, or firms in the 50-200 band where the CA relationship strains. The unignored channel here is the chartered accountants themselves: they are the incumbent, and they are either the obstacle or the distribution. Strong plans work out what a customer is worth — 50 employees at Rs 60 is Rs 36,000 a year — and check that against a channel that can acquire for a fraction of it, which rules out a field sales motion with two salespeople. Milestones should be leading, such as CA partners activated.