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Go-to-Market Strategy: Product Marketing and Revenue
3,035 students
Go-to-Market Strategy: Product Marketing and Revenue
go-to-market strategy | product marketing | revenue operations | product management | cmo | growth | positioning | b2b
Last updated 9/2026
English
English [Auto],
What you'll learn
- Build a go-to-market plan connecting product, positioning, demand generation and sales
- Define product strategy and find product-market fit, then keep it as the market moves
- Manage a portfolio with life-cycle logic and decide what to invest in, keep or retire
- Write a positioning statement and a messaging matrix that survives contact with six audiences
- Build a marketing budget you can defend, and report CAC, LTV, ROMI and CLV credibly
- Design a revenue funnel from lead to retention, with SLAs between marketing, sales and service
- Set a North Star metric and connect team metrics to the profit and loss statement
- Roll out revenue operations in ninety days and sell it to a sceptical executive team
- Learn alongside Mike's 1.6 million students from 185 countries
- Get the author's experience from Preply, Wargaming, iDeals and Alfa-Bank
Explore related topics
Course content
16 sections • 45 lectures • 25h 19m total length
Requirements
- Responsibility for revenue, a product, or a function that feeds one
- Basic commercial literacy: you should be comfortable with the idea of a funnel and a margin
- No specific tooling required, though access to a CRM helps for the operations lessons
- English at intermediate level or above, since all lessons are in English
- A real product or service to plan a route to market for
Description
This course contains the use of artificial intelligence.
Marketing hits its lead target. Sales says the leads are unqualified. Product ships what the roadmap said. Customer service knows exactly why people churn and has told nobody who can act on it.
Every function is performing. Revenue is not.
The problem is between the functions
There is no shared definition of a qualified lead, so the handover between marketing and sales is a monthly argument. Positioning exists in a slide deck and nowhere in the sales conversation. The product roadmap was built from feature requests rather than from the market research anyone actually ran. Nobody owns the funnel end to end, which means nobody owns the leaks in it.
Go-to-market is not a launch plan. It is the operating system connecting six functions that currently optimise separately.
Product, service and brand
Forty-three lessons across six commercial functions. Nine on product leadership: the role, product-market fit, portfolio decisions with life-cycle logic, Jobs to Be Done and journey mapping, product organisation design, North Star and AARRR metrics, monetisation models and unit economics, scaling and risk, and where the discipline is heading.
Eight on customer service as a commercial function rather than a cost centre: NPS, CSAT, CES and FCR, service audits with journey mapping, service strategy and standards, team building, automation with chatbots and AI, SLAs and SOPs, difficult clients, and the omnichannel future.
Six on brand: the message architecture, an AI-assisted audit in a day, the positioning statement formula, the messaging matrix that turns one position into six versions, tone of voice, campaign structure, and brand health dashboards.
Marketing, sales and revenue operations
Eight on marketing leadership: a fourteen-day audit, competitive diagnosis including a competitor's unit economics, strategy with 4P, STP and Ansoff, budget defence with CAC, LTV, ROMI and CLV, the brand plan, the digital funnel with attribution, department structure, and an AI roadmap.
Six on selling itself: AIDA, SPIN, FAB, the value proposition canvas, BANT qualification, the elevator pitch, objection handling with LAER and Feel-Felt-Found, CRM technology, and funnel analysis.
And six on revenue operations, which is where the other five connect: the end-to-end funnel from lead to retention, where revenue leaks, SLAs between functions, a metric system that ties to the profit and loss, CRM as a single source of truth, AI forecasting, and a ninety-day rollout plan you can sell to an executive team.
Who is teaching this
Mike, the number one HR instructor on Udemy. More than 1.6 million course enrolments, over 150,000 professionals trained. I built the people function of the unicorn Preply and worked at Wargaming, Alfa-Bank and iDeals. This particular course draws on the commercial side of that work, and on the executive programmes I built for product, marketing, service and revenue leaders.
What is included
Lifetime access to all course materials
Active instructor support in the Q&A section
Udemy Certificate of Completion
Practical assignments and real business cases
A section with additional courses, tools and resources
One diagnostic
Ask your marketing lead and your sales lead, separately, to define a qualified lead. If the two definitions differ, you have found where the revenue is going, and no amount of extra spend at the top of the funnel will fix it. Enrol now and start the first lesson today.
Who this course is for:
- Product marketing managers who own launches and have never been given the full picture
- Product managers moving into leadership, where commercial ownership starts
- Marketing leaders who need product, service and sales to hold together as one system
- Founders taking a product to market without a commercial team behind them
- Sales and revenue operations specialists building the system rather than working inside it
- Customer success leaders who see churn causes nobody upstream is acting on
- Anyone whose company has good marketing, good sales and no shared definition of a lead