## 1. Mission, Audience, and Definition of Done **Outcome:** Within 10 weeks, existing customers of the core project management SaaS who own resource allocation inside their accounts can discover, trial, and purchase the AI-powered resource-scheduling add-on at $15/seat/month, with the public launch timed to the CEO's keynote at the target industry conference. Success is judged by qualified seat activations and pipeline created among the installed base and conference-attending prospects — not by impressions, keynote applause, or press mentions alone. **Stakeholders:** - Marketing lead — owns positioning execution, content/asset production, conference program, and lifecycle/paid channel motions. - Sales lead — owns the sales-assisted expansion motion into existing accounts, account targeting, and the number this launch is judged on: qualified upsell pipeline and closed seat-adds. - Product lead — owns in-app surfacing of the module, trial/pilot instrumentation, and the completed pilot data required to unlock time-savings messaging. - Legal/compliance — approves any public claim before it goes live (Section 12); owns enforcement of both hard constraints below. - Finance — approves total funded-limited budget allocation and any full-tier spend commitment. **Requirements table** | ID | Requirement | Source | |---|---|---| | R1 | Public launch must occur within the 10-week window, timed to the conference keynote | Supplied | | R2 | Add-on priced at $15/seat/month | Supplied | | R3 | No "AI-powered" claim may be positioned as a direct comparison against named competitors | Supplied (hard constraint) | | R4 | No specific time-savings percentage may be promised publicly until a completed pilot confirms it | Supplied (hard constraint) | | R5 | Three existing personas and win/loss notes from the last 20 lost deals must be used as the evidentiary base for targeting and messaging, not re-derived from scratch | Supplied | | R6 | Budget tier is funded-limited — some paid spend exists but is constrained; channel selection must reflect this | Supplied | | R7 | Launch type is a feature launch onto an existing product/customer base, not a new-market or new-product entry | Supplied | | R8 | Total dollar budget amount is not specified and must be confirmed by finance before any full-tier spend line is committed | Gap | | R9 | Installed-base size and account-level fit for the module is not specified and must be pulled from CRM/product data | Gap | | R10 | Sales/CS team bandwidth to execute an upsell motion within 10 weeks is not specified and must be confirmed by the sales lead | Gap | **Explicit exclusions:** This document does not authorize any specific time-savings percentage in public copy; any direct feature or pricing comparison naming a competitor; any new-logo/net-new-market acquisition spend (this is a feature launch into the existing base); any partnership or channel-partner commitment; or any spend beyond pilot scale until Section 12 rows are approved. **Solution shape:** Positioning, message pillars, and channel selection in Sections 4–6 are judgment calls made against supplied persona and win-loss inputs, owned by marketing and sales leadership. Attach-rate targets, pricing acceptance, competitive claims, and channel CPL/CPL-equivalent performance are data-driven and must be resolved through the validations in Section 7 before they inform full-scale budget or public claims. **Completion criteria:** - R1: Launch-week assets and channels are live and trackable no later than the conference date. - R2: Pricing is reflected consistently across every customer-facing asset in Section 6's content map. - R3 & R4: A documented compliance/legal review pass exists for every public asset, verifying no barred comparison and no unproven time-savings figure appears (Section 9, Section 12). - R5: Messaging pillars in Section 4 each cite a specific persona or win-loss reference, not a generic restatement. - R6: Channel contracts in Section 5 total to the funded-limited tier, with kill/scale thresholds defined per channel. - R8, R9, R10: Each gap has an owner and a confirmed value or an explicit "still open" status by the Section 8 sequencing checkpoint that depends on it. A completed strategy document, positioning brief, or slide deck is **not** completion of this launch. Completion requires the evidence described in Section 13 — implemented assets, run pilots, and reported results. ## 2. Implementer Instructions ``` Execute this strategy against the real market, not a simulation of it. Review current pipeline, brand guidelines, and any in-flight campaigns first. Preserve and reuse work that already fits this plan. Resolve every <VALIDATE> item through real customer conversations, current market data, or an approved pilot — not internal guesswork. Produce actual assets, campaigns, and tracked launches; do not stop at a strategy document. Run the pilot tests defined in Section 9, read the actual results, adjust the plan, and re-test before committing full-tier budget. Stop repeating an unchanged underperforming tactic; report a concrete blocker when progress needs budget, legal sign-off, or data outside your authority. Do not leave required claims unverified in live copy, invented customer quotes or testimonials, fabricated metrics, or "soft launch" pages that go untracked. Continue safe, low-spend work while a spend-critical validation is pending. Commit budget or make public claims only within approved authority. Report progress using actual campaign data, and clearly separate pilot-stage, validated, and full-scale-committed results. Operational defaults (UTM structure, reporting cadence, small-test ticket sizes) may be chosen and documented autonomously. Do not autonomously invent pricing commitments, contractual terms, or authority to spend past an approved pilot budget. ``` In particular: do not assume any specific time-savings percentage for the resource-scheduling module is safe to publish, imply, or hint at in launch-week copy, sales decks, or the keynote script — that figure does not exist until the `<VALIDATE: time-savings-pilot>` pilot in Section 9 is complete and the corresponding Section 12 row is approved. ## 3. Market and Customer Assumption Ledger **Buyer claims** | Assumption ID | Claim | Source | Confidence | Consequence if wrong | |---|---|---|---|---| | A1 | The three existing personas from last year's research remain the primary buyers for this add-on | Supplied | Medium (data is ~1 year old) | Messaging targets the wrong buyer role inside the account | | A2 | Resource-scheduling friction is among the reasons documented in the last 20 lost deals | Supplied (notes exist) — specific frequency/ranking within those notes is `<VALIDATE: winloss-reason-frequency>` | Medium | Positioning leads with a pain point that isn't actually the dominant loss driver | | A3 | $15/seat/month is an acceptable price for this specific capability to the target segment | `<VALIDATE: pricing-wtp>` | Low–Medium | Attach motion stalls on price objection; revenue target missed | | A6 | A defined share of addressable seats convert to the add-on within the first post-launch quarter | `<VALIDATE: attach-rate-projection>` | Low | Revenue math and full-scale budget approvals rest on an unproven number | | A9 | The existing-account upsell sales cycle is short enough to close initial deals inside the 10-week window | `<VALIDATE: upsell-cycle-length>` | Low–Medium | Pipeline built pre-launch doesn't convert to bookings by the keynote deadline | | A10 | The module produces a time-savings effect substantial enough to eventually support a publishable figure | Supplied (hard constraint bars publishing it pre-pilot) — the actual figure is `<VALIDATE: time-savings-pilot>` | Unknown until pilot | Legal risk if surfaced early; value-pillar 1 (Section 4) remains draft-only until resolved | **Competitive landscape claims** | Assumption ID | Claim | Source | Confidence | Consequence if wrong | |---|---|---|---|---| | A4 | Named competitors currently ship comparable AI-assisted scheduling capability | `<VALIDATE: competitor-feature-parity>` (check current competitor sites/pricing before finalizing) | Medium | Differentiation pillar overstates or understates the actual gap, and could invite the exact comparison legal has barred | **Channel performance claims** | Assumption ID | Claim | Source | Confidence | Consequence if wrong | |---|---|---|---|---| | A5 | A defined number of existing accounts/seats fit the profile that makes this module relevant | `<VALIDATE: installed-base-addressable-size>` (check internal CRM/product usage data first) | Low | Email/AE account list and every downstream channel metric is sized against a guess | | A7 | Expected CPL/engagement rate for paid search or paid social targeting resource-scheduling intent in this vertical | `<VALIDATE: paid-channel-cpl-benchmark>` (routine — no historical figures supplied) | Low | Paid test budget is allocated against a hopeful number rather than a sourced one | | A8 | The conference and keynote reach a qualified audience large enough to justify launch-week press/on-site investment | `<VALIDATE: conference-reach-estimate>` (routine) | Medium | On-site program is over- or under-resourced relative to actual attendance and media pickup | The three assumptions whose failure would most invalidate this plan, in order, are: **A3 (pricing-wtp)** — the entire revenue model assumes the price holds; **A6 (attach-rate-projection)** — every budget line in Section 5 and 12 is sized against an unproven conversion rate; and **A10 (time-savings-pilot)** — it is both the core value pillar and a hard legal gate, so an unfavorable or delayed pilot result forces a full rewrite of Section 4's messaging. Section 9's pilots test these first. ## 4. Positioning and Messaging Brief ``` POSITIONING STATEMENT (DRAFT — NOT CLEARED FOR PUBLIC USE) For the resource/operations-owning buyer among [PRODUCT]'s existing customers, the new resource-scheduling module removes the manual, spreadsheet-driven allocation work that the platform's own persona research and recent lost-deal notes point to as a recurring pain point — without asking the team to adopt a second system, since it lives inside the project management tool they already use. MESSAGE PILLARS 1. "Stop reconciling schedules by hand." Targets the manual-allocation pain point referenced in win/loss notes. [Ledger: A2 — draft-only, pending confirmation of actual frequency in the notes.] 2. "Already inside the tool your team runs on." Targets the installed- base switching-cost advantage — no new login, no new system to roll out. [Ledger: A1.] 3. "A straightforward per-seat add-on, not a renegotiated contract." Targets buyers who want predictable pricing. [Ledger: A3 — draft- only, pricing acceptance unverified.] 4. "Built by the team the industry is hearing from at [conference]." Credibility pillar tied to the keynote. [Ledger: A8.] ONE CLAIM THIS LAUNCH WILL NOT MAKE No claim will compare this module's "AI-powered" capability directly against any named competitor, and no specific time-savings percentage will be stated or implied until a completed pilot confirms it. Compliance review should treat any draft that violates either line as non-compliant regardless of how the claim is phrased. ``` **Evidence rule:** This brief is a draft for internal review, not cleared copy. No pillar above may be used in public-facing material until it clears the Section 12 approval register — finishing this brief is not the same as clearing it. ## 5. Segment, Channel, and Motion Contracts **Contract: Existing-Customer Lifecycle Marketing (email + in-app)** - Target segment: accounts matching the primary persona (A1) with usage signals consistent with resource-allocation friction. - Hypothesis: a targeted in-app prompt plus an email nurture sequence drives trial activation ahead of the conference launch. - Primary metric: trial-activation rate among the addressable base defined by A5. - Cost/effort estimate and source: low direct cost (owned channels); effort estimate pending marketing ops sizing once A5 resolves. - Kill threshold: activation rate materially below the internal minimum-viable rate agreed by marketing and finance before the pilot starts (Section 12 decision, not invented here). - Scale threshold: activation rate at or above that same agreed rate, sustained across the pilot window. - Owner: Marketing lead. **Contract: Sales-Assisted Expansion Motion** - Target segment: mid/enterprise accounts flagged in CRM as fitting the primary persona and showing win/loss-relevant pain signals. - Hypothesis: proactive AE/CS outreach with a personalized demo converts at a materially higher rate than self-serve alone, within the 10-week window (A9). - Primary metric: qualified upsell opportunities created. - Cost/effort estimate and source: existing sales/CS headcount reallocation; no new hiring assumed unless the sales lead confirms otherwise (R10). - Kill threshold: opportunity creation rate that would not close before the conference deadline given typical account-team capacity, as confirmed by the sales lead. - Scale threshold: opportunity velocity on pace to hit a bookings target the sales lead sets and Section 12 approves. - Owner: Sales lead. **Contract: Executive Keynote & Conference Launch Program** - Target segment: press, analysts, and prospects attending the conference. - Hypothesis: the keynote plus a press briefing generates qualified inbound interest and coverage without triggering the barred competitor comparison. - Primary metric: inbound demo requests attributable to the conference push during launch week. - Cost/effort estimate and source: on-site program cost sized against A8 (conference-reach-estimate) once resolved. - Kill threshold: inbound volume too low to justify on-site spend relative to the lifecycle and sales-assisted channels above. - Scale threshold: inbound volume and press pickup that justify a post-launch follow-up press cycle. - Owner: Marketing lead (with Sales lead for on-site demo staffing). **Contract: Content/SEO Enablement** - Target segment: existing customers and prospects researching resource-scheduling or resource-management capability. - Hypothesis: educational, non-comparative content (guides, use-case pages) supports both expansion and inbound at low incremental cost. - Primary metric: organic sessions to the launch landing page and resulting demo requests. - Cost/effort estimate and source: primarily internal content-production time; no material paid spend. - Kill threshold: negligible organic traffic or demo-request lift after the standard indexing/ramp period. - Scale threshold: organic traffic and demo requests that justify expanding the content set post-launch. - Owner: Marketing lead. **Contract: Small-Scale Paid Search/Paid Social Test** - Target segment: prospects actively searching for resource-scheduling or PM-tool capability. - Hypothesis: a narrow, capped paid test can establish a real CPL benchmark (A7) before any larger commitment. - Primary metric: CPL against the benchmark once A7 resolves. - Cost/effort estimate and source: capped, small-pilot ticket size chosen by marketing ops as an operational default; not scaled until A7 and A6 resolve. - Kill threshold: CPL that cannot be justified against the sales-assisted and lifecycle channels' cost-to-opportunity. - Scale threshold: CPL in line with or better than the sales-assisted motion's blended cost, sustained across the pilot. - Owner: Marketing lead. **Explicitly out of scope for this budget tier:** - Broad brand/paid advertising (TV, OOH, sponsorships) — funded-limited tier does not support brand-scale spend for a feature launch into an existing base. - Channel/reseller partnerships — no partner program exists today, and standing one up exceeds the 10-week window. - Influencer or community-seeding spend — low expected fit and ROI for an enterprise B2B PM buyer at this budget level. - Net-new-logo outbound prospecting — this is a feature launch into the existing base and active pipeline, not a new-market acquisition motion. **Internal vs. external claim separation:** Attach-rate targets, CPL thresholds, kill/scale thresholds, and any specific time-savings figure discussed in pilots stay internal planning detail. Only the four message pillars in Section 4, once cleared through Section 12, may reach a prospect or the public — and pillar 1 (manual-allocation pain) and pillar 3 (pricing) remain internal-only until A2 and A3 resolve respectively; pillar text referencing time savings may never reach the public until A10 clears. ## 6. Program Architecture and Content Map **Motion comparison** | Motion | Time-to-first-revenue | Operational burden | Scalability | Fit to feature launch | |---|---|---|---|---| | Sales-led (AE/CS-driven expansion) | Fast — leverages existing account relationships | Medium — depends on confirmed account-team bandwidth (R10) | Limited by headcount, not budget | Strong fit — existing base with known accounts | | Product-led self-serve trial (in-app + lifecycle email) | Medium — depends on activation rate (A6) | Low — mostly automated | High — scales with installed base | Strong fit — no new acquisition motion needed | | Event-led (conference keynote) | Slow-to-medium — inbound needs follow-up to convert | Medium — concentrated effort in launch week | Low on its own; high as an amplifier for the other two | Strong fit given the fixed keynote deadline (R1) | | Rejected: outbound net-new-logo prospecting | Slow | High | Would require new SDR capacity not confirmed | Poor fit — off-strategy for a feature launch into the existing base | | Rejected: partner/reseller channel | Very slow | High (program stand-up) | High long-term, but outside the 10-week window | Poor fit — no time to establish agreements | **Selected:** a blended motion — sales-assisted expansion as the primary driver, supported by product-led self-serve trial and the conference as the launch anchor. This satisfies R1 (fixed deadline), R7 (feature launch into existing base), and R6 (funded-limited tier, which cannot support a new acquisition motion). **Content/asset map** | Asset | Serves channel contract | Owner | |---|---|---| | Landing page (module overview, pricing, trial CTA) | Lifecycle marketing; Content/SEO; Paid test | Marketing lead | | In-app trial prompt and onboarding flow | Lifecycle marketing | Product lead | | Email nurture sequence (3–5 touches) | Lifecycle marketing | Marketing lead | | Sales one-pager and demo script | Sales-assisted expansion | Sales lead | | Compliance-reviewed battlecard (no named-competitor comparison, no time-savings figure) | Sales-assisted expansion | Sales lead + Legal | | Press briefing document and keynote demo script | Conference launch program | Marketing lead | | Use-case/educational content set | Content/SEO | Marketing lead | | Paid search/social ad creative (capped test) | Paid test | Marketing lead | Deliberately not used at this budget tier: paid brand-awareness creative, a dedicated partner co-marketing kit, and any customer-testimonial asset (no completed pilot exists yet to source a real quote from). No channel or claim beyond what is listed in Section 5 is authorized under this plan. ## 7. Validation and Research Requirements | Item | What must be established | How to establish it | Dependent tasks/actions | Status until resolved (spend-critical only) | |---|---|---|---|---| | `<VALIDATE: winloss-reason-frequency>` (routine) | How often resource-scheduling friction actually appears among the last 20 lost deals | Check the existing win/loss notes already in hand before finalizing pillar 1 | Blocks finalizing Message Pillar 1 (Section 4) | — | | `<VALIDATE: pricing-wtp>` (spend-critical) | Whether $15/seat/month is acceptable to the target segment for this capability | Run real customer conversations or a paid pilot | Blocks full-tier budget for Sales-Assisted Expansion and Paid Test contracts; blocks Section 12 pricing-claim approval | A small-scale sales-assisted pilot (Section 9) stands in; must not receive full-tier budget until resolved | | `<VALIDATE: competitor-feature-parity>` (routine) | Current state of comparable AI-scheduling capability among named competitors | Check current public competitor sites/pricing pages before finalizing differentiation language | Blocks finalizing any differentiation claim in Section 4 | — | | `<VALIDATE: installed-base-addressable-size>` (routine) | Number of existing accounts/seats fitting the module's target profile | Check existing CRM/product usage data first | Blocks sizing the Lifecycle Marketing and Sales-Assisted account lists | — | | `<VALIDATE: attach-rate-projection>` (spend-critical) | Expected share of addressable seats converting within the first post-launch quarter | Run a real small-scale pilot across a subset of the addressable base | Blocks full-tier budget across all Section 5 channels and every Section 12 full-scale action | A small-pilot cohort (Section 9) stands in; full-tier spend blocked until resolved | | `<VALIDATE: paid-channel-cpl-benchmark>` (routine) | Expected CPL for paid search/social in this vertical | Check current market/competitor advertising benchmarks before finalizing | Blocks scaling the Paid Test contract beyond its capped pilot | — | | `<VALIDATE: conference-reach-estimate>` (routine) | Expected qualified audience reach of the conference and keynote | Check current conference attendance/media data before finalizing | Blocks sizing the on-site program budget | — | | `<VALIDATE: upsell-cycle-length>` (routine) | Typical time-to-close for an existing-account upsell of this kind | Check historical CRM data on prior upsell/expansion deals first | Blocks the Section 8 sequencing assumption that pipeline built pre-launch converts within the window | — | | `<VALIDATE: time-savings-pilot>` (spend-critical) | The actual, measurable time-savings effect of the module | Run a real completed pilot with real customers — this is the hard constraint's explicit gate | Blocks Message Pillar 1's time-savings framing and every Section 12 row involving a time-savings claim | No stand-in is permitted; no time-savings language may appear in any live copy until this pilot completes | Before commissioning any new research, check existing customer data, win/loss notes, CRM history, and prior campaign results already in hand — several items above (`winloss-reason-frequency`, `installed-base-addressable-size`, `upsell-cycle-length`) should be resolvable from data the organization already holds. Any market-size or competitor figure quoted anywhere in this document is sourced at the time it is checked or flagged `<VALIDATE>` — never invented for plausibility. ## 8. Implementation Sequence and Requirement Traceability 1. Finalize positioning and message pillars pending A2 and A4 resolution. [R5, A2, A4] 2. Pull installed-base sizing and account-fit data from CRM/product usage (`installed-base-addressable-size`). [A5; depends on: 1] 3. Confirm sales/CS capacity for the upsell motion with the sales lead (R10). [R10; depends on: 1] 4. Produce launch assets per the Section 6 content map. [R1, R5; depends on: 1, 2] 5. Instrument tracking (landing page, in-app prompt, email sequence, ad UTM structure) — operational defaults may be set autonomously. [R1; depends on: 4] 6. Run the small-scale sales-assisted pilot to begin resolving `pricing-wtp` and `attach-rate-projection`. [A3, A6; depends on: 2, 3, 4, 5] 7. Run the completed time-savings pilot required by R4 (`time-savings-pilot`). [R4, A10; depends on: 4] 8. Run the capped paid-search/social test to begin resolving `paid-channel-cpl-benchmark`. [A7; depends on: 4, 5] 9. Compliance/legal review of every live and near-live asset against R3 and R4 — a deterministic check on top of the drafting rules already applied in Section 4 and Section 6. [R3, R4; depends on: 4] 10. Confirm conference program scope against `conference-reach-estimate`. [A8; depends on: 2] 11. Execute the conference launch-week program (keynote support, press briefing, on-site demo). [R1; depends on: 4, 9, 10] 12. Where routine validations (`winloss-reason-frequency`, `competitor-feature-parity`, `paid-channel-cpl-benchmark`, `conference-reach-estimate`, `upsell-cycle-length`) have resolved, move the corresponding channel from pilot to full-scale per Section 12 approval. [depends on: 6, 7, 8, 10] 13. Report status of every unresolved spend-critical item (`pricing-wtp`, `attach-rate-projection`, `time-savings-pilot`) before any full-tier budget commitment is made. [depends on: 6, 7] **Traceability table** | Requirement/Assumption | Behavior/Channel | Owner | Acceptance Check | |---|---|---|---| | R1 | Conference Launch Program | Marketing lead | Launch-week assets live and tracked by the conference date | | R2 | Landing page, sales one-pager | Marketing/Sales leads | Pricing displayed consistently across both assets | | R3 | Battlecard, all public copy | Legal + Marketing lead | Compliance sign-off logged per asset (Section 9 check) | | R4 | Battlecard, landing page, keynote script | Legal + Marketing lead | Compliance sign-off logged; no figure present pre-pilot | | R5 | Message pillars, sales targeting list | Marketing/Sales leads | Each pillar cites a persona or win/loss reference | | A2 | Message Pillar 1 | Marketing lead | Win/loss notes reviewed; frequency documented | | A3 | Sales-Assisted Expansion, Paid Test | Sales/Marketing leads | Pilot conversion data reviewed against agreed threshold | | A5 | Lifecycle Marketing, Sales-Assisted Expansion | Marketing/Sales leads | Addressable account list produced from CRM/product data | | A6 | All Section 5 channels | Marketing/Sales leads | Pilot attach-rate data reviewed | | A9 | Sales-Assisted Expansion | Sales lead | Pipeline velocity tracked against the 10-week window | | A10 | Message Pillar 1, all public copy | Product lead | Completed pilot report produced and reviewed by Legal | ## 9. Pilot Tests and Launch-Readiness Checks All pilot budgets, audiences, and cohorts referenced below are small-scale test allocations, not the full funded-limited budget — none of the figures in this section authorize full-tier spend. Any customer quote, conversion rate, or CPL figure is real pilot data only once the corresponding pilot has actually run; nothing here should be treated as a result yet. Where a `<VALIDATE>` item needed a stand-in pilot, passing that pilot leaves full-scale performance for that item UNVERIFIED — it only shows the mechanics work at small scale. | Assumption/Req | Test level | Audience/spend | Expected result | Pass condition | Prerequisites | |---|---|---|---|---|---| | R1 (timeline) | staged-rollout | Internal launch-readiness review, full team | Assets and tracking confirmed ready ahead of conference date | All Section 6 assets live and tracked | Section 8 tasks 1–5 complete | | R3/R4 (compliance) | internal-review | Legal review of every asset in the content map | No barred comparison or unproven figure present | 100% of assets pass compliance sign-off | Assets drafted | | A2 (winloss-reason-frequency) | internal-review | Review of existing 20 win/loss notes | Frequency of the resource-scheduling pain point documented | A cited frequency/ranking exists, sourced to the actual notes | None | | A3 (pricing-wtp) — no-response variant | small-pilot | Small cohort of sales-assisted target accounts | Some accounts do not respond to outreach | Non-response rate does not exceed what the sales lead considers workable at scale | Task 3 (capacity confirmed) | | A3 (pricing-wtp) — negative-response variant | small-pilot | Same small cohort | Some accounts raise a price objection | Objection pattern is documented and fed back into pricing/positioning review | Task 3 | | A6 (attach-rate-projection) | small-pilot | Capped subset of the addressable base (sized once A5 resolves) | Some measurable share activate a trial | A pilot activation rate is recorded, whatever it is — NOT presented as the full-scale rate | Tasks 2, 4, 5 | | A7 (paid-channel-cpl-benchmark) | small-pilot | Capped paid-test budget, narrow keyword/audience set | A real CPL figure is recorded | CPL is recorded and compared to the category benchmark once checked | Task 8 | | A10 (time-savings-pilot) | small-pilot | Real customer pilot cohort, module usage measured directly | A real, measured time-savings figure (or lack thereof) is produced | Pilot completes and produces a documented, Legal-reviewed figure | Task 7; module instrumented | | Fallback check | internal-review | Marketing/Sales leads | Contingency plan exists if the primary channel (Sales-Assisted Expansion) underperforms | A documented fallback (shift weight to Lifecycle Marketing) exists before launch | Section 5 contracts finalized | | Full-launch: all channels at scale | full-launch | Full funded-limited budget | NOT RUN until Section 12 approvals granted | All Section 12 rows approved and all spend-critical Section 7 items resolved | Every pilot row above passing | A small-pilot PASS above proves the mechanics work — that outreach can be sent, that a trial can activate, that a pilot cohort can be measured. It does not prove the number holds at full scale; only full-launch data, gated by Section 12, proves that. ## 10. Budget, Risk, and Compliance Boundaries - **[BLOCKING]** Committing full-tier budget to any channel while `pricing-wtp`, `attach-rate-projection`, or `time-savings-pilot` remains unresolved is not permitted; the explicit rule is no full-tier spend until each clears its Section 7 requirement. - **[BLOCKING]** No claim reaches public copy, ads, the keynote script, or sales collateral before it passes the Legal/compliance review gated at Section 12 — this review, not general care, is the actual backstop for R3 and R4. - **[BOUNDARY]** Channel targeting (email, in-app, paid) may use existing product-usage and CRM data already governed by the organization's existing data-use terms; no sensitive-attribute targeting (e.g., inferred personal characteristics) is authorized for this launch. - **[BOUNDARY]** No unverified statistic, fabricated testimonial, or competitor claim lacking a current source may appear in public copy, ads, sales collateral, or this document itself. - **[PROCESS]** Because Lifecycle Marketing, Sales-Assisted Expansion, and the Conference Program can all reach the same account simultaneously, marketing and sales leads must review the account-targeting lists jointly before launch-week send to catch duplicate or conflicting messaging before it reaches a buyer. - **[SCOPE]** This launch does not touch a regulated claim category (health, finance, children's data); no additional regulatory review beyond standard Legal/compliance sign-off is triggered. - **Genuinely unassessable until Section 7 resolves:** the actual revenue outcome of this launch. Both the attach rate (A6) and price acceptance (A3) are unresolved, so any revenue projection stated before their pilots complete is a placeholder, not a risk-assessed number. ## 11. Launch, Verification, and Rollback Plan **Local preparation (runnable now):** asset production (Section 6), tracking instrumentation, internal compliance review process setup, CRM/product data pulls for A5/A9. **Blocked on validation:** any copy referencing time savings (A10) or specific pricing-acceptance claims (A3); any full-tier spend commitment. **Approved pilot execution (→ Section 12):** each pilot in Section 9 executes only once its corresponding Section 12 action is marked READY FOR HUMAN REVIEW and approved; block status is carried row-by-row, not assumed complete because the plan lists it. **Staged rollout checks:** before any full-budget spend, confirm full tracking instrumentation is live end-to-end (landing page → CRM → reporting) and that every pilot in Section 9 has a recorded result, not just a "run" status. **Approved full launch requires ALL of the following:** every Section 9 pilot has passed at its stated level; every relevant Section 12 action is approved; every spend-critical Section 7 item (`pricing-wtp`, `attach-rate-projection`, `time-savings-pilot`) is fully resolved — not merely pilot-stubbed. **Bounded post-launch verification:** within the first reporting window after the conference, run one concrete, low-spend check — confirm actual trial-activation and demo-request counts against the tracked pilot baseline — and separately verify that no excluded claim or channel from Section 1 (e.g., a named-competitor comparison, an untested time-savings figure, or a partnership commitment) was accidentally activated in any live asset. **Rollback:** before assuming any "pause" reverts spend, confirm the current live state of every channel (ad spend committed, press briefings sent, on-site materials printed). A paused campaign does not undo brand exposure already delivered — press coverage, keynote statements, and distributed collateral cannot be recalled. Containment means pausing further spend and pulling live creative, not "rolling back" impressions or attendees already reached. No refund or make-good from a media or conference partner may be assumed unless explicitly confirmed with that partner. ## 12. Spend and Public-Claim Approval Register | Action ID | Purpose | Channel/Budget/Audience | Expected Effect | Trigger Condition | Status | Approved by / Date | |---|---|---|---|---|---|---| | AP1 | Commit pilot budget: Lifecycle Marketing | Owned channels; capped test list from A5 | Trial activations among addressable base | A5 resolved | READY FOR HUMAN REVIEW | ____ / ____ | | AP2 | Commit pilot budget: Sales-Assisted Expansion | Existing accounts flagged by sales lead | Qualified upsell opportunities | R10 confirmed | READY FOR HUMAN REVIEW | ____ / ____ | | AP3 | Commit pilot budget: Paid Search/Social test | Capped ticket size, narrow audience | Recorded CPL figure | Task 8 ready | BLOCKED BY VALIDATION (`paid-channel-cpl-benchmark` needed to size test meaningfully) | ____ / ____ | | AP4 | Approve landing page and sales one-pager copy for public use | All channels | Public-facing conversion asset live | Legal/compliance sign-off (R3, R4) | BLOCKED BY VALIDATION (`time-savings-pilot`, `competitor-feature-parity`) | ____ / ____ | | AP5 | Approve battlecard for sales use | Sales-Assisted Expansion | Reps can reference in live conversations | Legal/compliance sign-off (R3, R4) | BLOCKED BY VALIDATION (`time-savings-pilot`) | ____ / ____ | | AP6 | Approve keynote/press-briefing script | Conference Launch Program | CEO and spokespeople have cleared language | Legal/compliance sign-off (R3, R4) | BLOCKED BY VALIDATION (`time-savings-pilot`, `competitor-feature-parity`) | ____ / ____ | | AP7 | Execute conference on-site program commitment | Conference Launch Program | On-site demo and press logistics confirmed | `conference-reach-estimate` resolved | BLOCKED BY VALIDATION (`conference-reach-estimate`) | ____ / ____ | | AP8 | Commit full-tier spend across all channels | Full funded-limited budget | Full-scale launch execution | All Section 9 pilots pass; all spend-critical items resolved | BLOCKED BY VALIDATION (`pricing-wtp`, `attach-rate-projection`, `time-savings-pilot`) | ____ / ____ | | AP9 | Pause/kill any underperforming channel | Any Section 5 channel | Spend halted, creative pulled | Channel hits its stated kill threshold | Blocked on prior action (AP1–AP3 execution) | ____ / ____ | Approving one action above never implies approval of another — each row is judged independently. Listing AP9 (pause/kill) here does not mean it should be executed now; it is a standing contingency, not a current instruction. ## 13. Completion Evidence and Handoff A final report for this launch must contain: every implemented asset and live channel mapped to its real name/URL (landing page, email sequence, ad account, battlecard, press materials); every Section 9 check itemized as PASS, FAIL, NOT RUN, or BLOCKED, each with one line of real evidence; pilot-stage and full-scale results reported separately, with an explicit statement that no pilot PASS is presented as proof of full-scale performance; actual spend to date and who approved it, or the plain statement "NO SPEND COMMITTED" if none occurred; the current status of every unresolved Section 7 item, named individually (`winloss-reason-frequency`, `pricing-wtp`, `competitor-feature-parity`, `installed-base-addressable-size`, `attach-rate-projection`, `paid-channel-cpl-benchmark`, `conference-reach-estimate`, `upsell-cycle-length`, `time-savings-pilot`); any residual limitation still true at handoff (e.g., an unresolved price objection pattern, an incomplete pilot); and exact next steps for continuing any outstanding validation or approval item. No campaign screenshot, metric, or approval may be fabricated in this report. A completed strategy document or a single clean pilot result is not, by itself, evidence that this go-to-market motion works at full scale.