Product Marketing and GTM skills
Product Marketing and GTM Skills-md for PMMs, Claude & Codex
Product marketing and GTM skills are SKILL.md files that turn Claude, Codex and other AI agents into careful product marketers. They audit the whole function, build positioning from best-fit customers, turn it into a messaging framework, define ICPs and personas from evidence, run customer and win-loss research, keep battlecards current, plan go-to-market and launches, design pricing and packaging, build sales enablement reps actually use, collect customer proof and grow partner pipeline. All 13 are below: copy one, download it, or take the set.
13 skills, 19,836 words, version 1.0.0, written October 2026.
Product Marketing Audit
Audit the product marketing function end to end: positioning, messaging consistency across website, ads, sales deck and demo, ideal customer profile, customer insight, win-loss, competitive intelligence, pricing and packaging, launches, sales enablement usage, customer proof and partners, scored with evidence and turned into a 90-day plan.
Positioning
Build or repair product positioning from evidence: best-fit customers, real competitive alternatives including spreadsheets and doing nothing, unique attributes with proof, value for the customers who care most, a deliberately chosen market frame (head-to-head, subsegment, new or adjacent category), an internal positioning statement and a test and rollout plan.
Messaging Framework
Build messaging frameworks from positioning and customer language: a tested value proposition, three or four outcome pillars with proof and supporting features, objection responses, persona and buying-stage variations, channel adaptations for homepage, ads, deck and email, message testing methods and a messaging house that keeps every team on one story.
Ideal Customer Profile and Personas
Build ideal customer profiles and personas from evidence: customers segmented by retention, expansion and time to close, firmographic and technographic traits of best-fit customers, buying triggers, disqualifiers, interview-based personas with goals, pains, buying roles, criteria and objections, and operational changes to targeting, lead scoring and sales qualification.
Customer Research and Jobs-to-Be-Done Interviews
Plan and run customer research for product marketing: jobs-to-be-done switch interviews and the buying timeline, the four forces, customer, lost prospect and churn interviews, surveys, review and sales call mining, recruiting, unbiased interview guides, synthesis with evidence and quotes, and insights turned into positioning, messaging, pricing and launch decisions.
Competitive Intelligence and Battlecards
Build a competitive intelligence programme: competitors tiered by deal data, ethical sources from win-loss, CRM, reviews, websites and sales calls, analysis from the buyer's view, one-page battlecards with landmines, objections and traps, fair comparison and alternatives pages, training, monitoring and win rate by competitor.
Win-Loss Analysis
Set up and run a win-loss programme: CRM analysis by segment and competitor, balanced selection of recent wins, losses and no-decisions, neutral buyer interviews, a consistent reason taxonomy, comparison of CRM and buyer reasons, patterns by segment, quarterly readouts and actions with owners across positioning, product, pricing and enablement.
Go-to-Market Plan
Build go-to-market plans for new products, segments, markets and repositioning: an objective, a scored beachhead segment, positioning and messaging, pricing and packaging, product-led, sales-led, hybrid, partner-led or community-led motions, channels, sales, enablement and customer success plans, launch, leading and lagging metrics with checkpoints, and documented risks and assumptions.
Product Launches
Plan product and feature launches that drive adoption: tiering by revenue, audience, competitive impact and change required, goals and metrics, launch messaging for customers, prospects and sales, readiness checklists, internal launch first, targeted external channels, launch-day runbooks, sustained follow-up and retrospectives.
Pricing and Packaging
Review and redesign pricing and packaging: value metrics from seats to usage, outcome and hybrid models, good-better-best tiers fenced by needs, upgrade triggers and add-ons, willingness-to-pay research with Van Westendorp, conjoint and win-loss, price points, discount policy, fair price changes for existing customers, pricing page clarity and post-change metrics.
Sales Enablement
Build sales enablement that wins deals: a sales narrative built on positioning, discovery guides, use-case demos, objection handling from win-loss, battlecards, proof, value calculators, pricing guides, stage-based content inside the CRM, retirement of unused assets, role-plays and call reviews, 30-60-90 onboarding and measurement by use, win rate and ramp time.
Case Studies and Customer Proof
Build a customer proof programme: proof gaps mapped by segment, use case and competitor, candidate selection, interviews that capture measurable results, case studies with the customer as hero, quotes, videos, reviews and references, approvals and anonymised fallbacks, formats for website, decks, ads and sales, and yearly maintenance.
Partner Marketing and Co-Marketing
Plan partner marketing that drives pipeline: technology, reseller, agency, marketplace and co-marketing partners scored by audience overlap and fit, programme tiers and benefits, joint value propositions, partner enablement and deal registration, co-marketing campaigns, marketplace listings, account mapping and co-selling, and partner-sourced and influenced revenue.
No skill matches that search. Clear it or choose All.
On this page
What product marketing skills do for an AI agent
Ask a general AI model to “write our positioning” and you usually get a tagline and a list of features dressed as benefits. Positioning built that way ignores who your best customers are, what they would use instead and why they actually buy. Messaging then drifts across channels, sales builds its own story and launches become announcements nobody notices.
These skills work from evidence. They start with the customers who retain and expand most, list the real alternatives (often spreadsheets or doing nothing), find the attributes only you have and choose a market frame that makes your value obvious. They interview buyers, not just reps, to learn why deals are won and lost, and they turn findings into battlecards, demos, pricing and proof that sellers use in real conversations.
Product marketing, go-to-market and sales enablement
Product marketing connects product, sales and marketing: who the product is for, how it’s described, how it’s priced and how it reaches buyers. Go-to-market turns that into a plan with a beachhead, motion and channels. Sales enablement gives sellers what they need to win. The skills cover strategy and positioning, research and insight, go-to-market and launches, and enablement and proof.
Where to start: audit the story
Start with the product-marketing-audit skill. It compares how the product is described on the website, in ads, in the sales deck and in demos, tests positioning against retention and win-loss data and scores ten areas from positioning to partners.
If prospects misunderstand the product, fix positioning before rewriting copy. If losses are blamed on price, run win-loss-analysis before discounting. If you’re launching something new, use go-to-market-plan first, then product-launch.
Which skill fixes which problem, and the principles
Use this table to go straight to the right skill when you already know the symptom.
| Symptom or task | Likely cause | Skill to use |
|---|---|---|
| Win rates falling and nobody agrees why | No end-to-end product marketing review | product-marketing-audit |
| Prospects compare you with the wrong products | Weak or unclear positioning | positioning |
| Website, ads and sales tell different stories | No shared messaging framework | messaging-framework |
| Poor-fit customers churn quickly | Aspirational ICP | ideal-customer-profile |
| Messaging based on guesses | No recent customer research | customer-research-interviews |
| Losing to one competitor more often | Outdated or missing battlecards | competitive-intelligence |
| CRM says deals were lost on price | No buyer-verified loss reasons | win-loss-analysis |
| New product or segment with no plan | No go-to-market plan or beachhead | go-to-market-plan |
| Launches get no adoption | No tiering, readiness or follow-through | product-launch |
| Most customers on the cheapest plan | Wrong value metric or packaging | pricing-packaging |
| Reps build their own decks | Enablement not used or not useful | sales-enablement |
| Prospects ask for peers like them | Missing or vague customer proof | case-studies-customer-proof |
| Partners signed, no pipeline | No joint value or enablement | partner-marketing |
The principles behind these skills
| Principle | Why it matters |
|---|---|
| Positioning before messaging | Words can’t fix an unclear category or target customer |
| Start from best-fit customers | They reveal what the product is truly good at |
| Buyers, not reps, explain losses | Rep-entered loss reasons are often wrong or incomplete |
| One story everywhere | Consistency across website, ads, deck and demo builds trust |
| Tier every launch | Effort should match impact, and adoption is the goal |
| Price to value | The value metric should grow as customer value grows |
| Enablement is measured by use | Content sellers never open doesn’t exist |
Example prompts for each skill
Each skill triggers on everyday wording. These prompts are good starting points:
- Audit: “Win rates fell from 28% to 19%. Audit our product marketing.”
- Positioning: “Reposition us for the customers who love us most.”
- Messaging: “Build a messaging house from this positioning.”
- ICP: “Define our ICP from customer retention data.”
- Research: “Write a JTBD interview guide for recent buyers.”
- Competitors: “Build a battlecard for our main competitor.”
- Win-loss: “Set up a quarterly win-loss programme.”
- GTM: “Plan go-to-market for our new AI product.”
- Launch: “Tier this release and write the launch plan.”
- Pricing: “Most customers sit on our cheapest plan. Fix packaging.”
- Enablement: “Rebuild our 60-slide deck into a sales narrative.”
- Proof: “Find and write three mid-market case studies.”
- Partners: “Turn our integration partners into pipeline.”
What the agent needs from you
Product marketing depends on evidence about customers and deals. The most useful inputs are:
- CRM data: win rates, deal sizes, cycles and loss reasons by segment and competitor.
- Customer data: retention, expansion and satisfaction by segment.
- Research: interview notes, reviews, survey results and call recordings.
- Current story: positioning, homepage, pricing page, sales deck and demo script.
- Competitor information: existing battlecards and public pricing.
- Launch and enablement history: what shipped, how it was launched and what sellers use.
If something is missing, the skill works with what you have and says which conclusions would change with more evidence.
What an agent cannot do, and myths to ignore
An agent can analyse, draft and plan, but it can’t interview your buyers for you without access, and it can’t make strategic choices such as which segment to bet on or which price to set. Those stay with you and your leadership; the skills supply evidence, options and trade-offs.
| Myth | What the evidence says |
|---|---|
| Positioning is a tagline | It is an internal strategy: customers, alternatives, differentiators, value and category |
| We lose on price | Buyer interviews often show unclear value, irrelevant demos or no case for change |
| More content helps sales | Fewer, better assets inside sellers’ tools get used |
| Every release needs a big launch | Tiering matches effort to impact |
| Copy competitor pricing | Price to the value your best customers get |
Frequently asked questions
What is product marketing?
The function that decides who a product is for, how it is positioned and described, how it is priced and launched and how sales is equipped to sell it.
What is positioning?
How a product is the best choice for a specific set of customers who care about specific value, defined by alternatives, unique attributes, value, best-fit customers and market category.
How is messaging different from positioning?
Positioning is the internal strategy; messaging turns it into the words used on the website, in ads and in sales conversations.
What is a go-to-market plan?
A plan for how a product reaches customers: target segment, positioning, pricing, motion, channels, enablement, launch and metrics.
What is win-loss analysis?
Interviewing buyers after decisions to learn why deals were won or lost, then changing positioning, product, pricing or enablement accordingly.
How should pricing be set?
Around the value customers get, with a value metric that grows as their value grows and tiers that fit clear segments, informed by research rather than copying competitors.
What makes sales enablement work?
A clear narrative, a few strong assets mapped to deal stages inside sellers’ tools, practice through role-plays and measurement of use and win rates.
How do these skills relate to the other marketing skills?
Product marketing sets the story and plan; SEO, Performance, CRM and Growth skills carry it into each channel.
Sources and more marketing skills
- April Dunford, Obviously Awesome (2019) and Sales Pitch (2023)
- Bob Moesta, Demand-Side Sales 101 (2020)
- Geoffrey Moore, Crossing the Chasm (3rd edition, 2014)
- Madhavan Ramanujam and Georg Tacke, Monetizing Innovation (2016)
- Product Marketing Alliance
Checked on 11 October 2026. Pair this set with the Growth Marketing skills and the Performance Marketing skills. See every subcategory on the Marketing Skills-md page.
