# GTM enterprise onboarding Human Guide

## What This Is For
Four-phase framework for onboarding enterprise customers from contract to value realization. It gives the agent a clearer input/output frame for go-to-market work: what context to ask for, what decisions to make, and what usable artifact to return.

Use this as a human-readable version of the GTM enterprise onboarding agent skill. It is meant for marketers, operators, founders, and other non-coders who want the workflow without reading agent-specific implementation instructions.

## When To Use This
- Use this when you need a repeatable process for GTM enterprise onboarding.
- Use this when the task needs judgment, examples, constraints, or a clear output format rather than a one-off prompt.
- Use this when you want to hand an AI assistant enough context to produce a usable marketing artifact.

## When Not To Use This
- Do not use this when you only need a quick factual answer.
- Do not use this when the work depends on private data you cannot share with the assistant.
- Do not use this as a replacement for legal, compliance, financial, or medical review.

## What You Need Before Starting
- The goal or business outcome you want.
- The audience, customer segment, or market context.
- Any source material the assistant should respect, such as notes, briefs, examples, URLs, or brand guidance.
- Constraints such as tone, length, channel, deadline, region, or approval requirements.
- A clear definition of what a good final answer should look like.

## Step-By-Step Workflow
1. State the job clearly: "Use the GTM enterprise onboarding guide to help me with..."
2. Add context: audience, goal, offer, channel, source material, and constraints.
3. Ask the assistant to identify missing inputs before producing the final output.
4. Have the assistant follow the skill-specific guidance below.
5. Review the result against the final checklist and ask for revisions where needed.

## Skill-Specific Guidance
- "How do we onboard this enterprise customer?"
- "Customer went live but adoption is weak"
- "We keep losing customers 3 months after go-live"
- "POC to production transition"
- "How do I prevent Week 4 ghosting?"
- "Customer success onboarding framework"
- Enterprise or mid-market deals
- Complex technical requirements
- Multiple stakeholders involved
- 30-90 day implementation timelines
- Risk of churn during first year
- Sales rep? (Already moved to next deal)

## Decision Points And Nuance
The original skill emphasizes: When to Use, Core Frameworks, The Week 4 Ghosting Problem (And How to Prevent It), The Adoption Cliff (Week 12 Problem), Pre-Onboarding: Success Is Built Before First Customer Call, The Four-Phase Onboarding Flow, The Parallel Tracks Anti-Pattern, Decision Trees, Should I Start Customer Onboarding?, Is This Onboarding At Risk?.

Use these questions to steer the work:
- What is the intended audience or buyer?
- What source material must be preserved?
- What should the assistant optimize for: clarity, persuasion, accuracy, speed, creativity, or conversion?
- What examples represent the desired quality bar?
- What should the assistant avoid?

## Common Mistakes
- If you can't name a specific person for each, you don't have a project owner. You have a signed contract with nobody driving it.
- Sales rep must identify:
- Don't start onboarding yet. Have sales introduce you to economic buyer:
- Decisions don't propagate across teams, rework happens

## Copy-And-Paste Prompt
```text
Use the GTM enterprise onboarding human guide.

My goal:
[Describe the business outcome]

Audience:
[Describe who this is for]

Context and source material:
[Paste notes, examples, links, or existing copy]

Constraints:
[Tone, length, channel, timeline, must-include items, must-avoid items]

Before producing the final output, ask me for any missing information that would materially improve the result.
```

## Final Checklist
- [ ] The output matches the original goal.
- [ ] The audience and context are reflected in the answer.
- [ ] Important constraints and source material were preserved.
- [ ] The assistant made the relevant decisions explicit.
- [ ] The final artifact is ready to use, review, or hand to the next person.

## Source
This guide was generated from the github/awesome-copilot skill entry for `gtm-enterprise-onboarding`.

## Source Skill Notes
These notes preserve the nuance from the original skill. Use them as supporting reference when the workflow above feels too generic.

# Enterprise Onboarding

Four-phase framework for onboarding enterprise customers from contract to value realization. The goal isn't just go-live — it's sustained adoption that doesn't cliff at Week 12.

## When to Use

**Triggers:**
- "How do we onboard this enterprise customer?"
- "Customer went live but adoption is weak"
- "We keep losing customers 3 months after go-live"
- "POC to production transition"
- "How do I prevent Week 4 ghosting?"
- "Customer success onboarding framework"

**Context:**
- Enterprise or mid-market deals
- Complex technical requirements
- Multiple stakeholders involved
- 30-90 day implementation timelines
- Risk of churn during first year

---

## Core Frameworks

### 1. The Week 4 Ghosting Problem (And How to Prevent It)

**The Pattern:**

Week 1: Kickoff call goes great. Everyone's excited.
Week 2-3: Technical discovery, requirements gathering. Still good.
Week 4: Customer stops responding. Meetings get cancelled. "Too busy."

**What Happened?**

You started customer onboarding before internal alignment on their side.

**Who Owns This Project Internally?**
- Sales rep? (Already moved to next deal)
- Technical champion? (Day job took over)
- Executive sponsor? (Delegates, doesn't drive)
- Nobody? (**This is why they're ghosting**)

**The Framework: Internal Owner Validation**

Before kickoff call, answer:

**Who on customer side will:**
- Attend weekly project meetings? (Not "invited" — will actually show up)
- Unblock issues with procurement/legal/security? (Has authority)
- Drive adoption with end users? (Has influence)
- Escalate when things stall? (Has executive access)

**If you can't name a specific person for each, you don't have a project owner. You have a signed contract with nobody driving it.**

**How to Fix It:**

**During sales → CS handoff (before customer kickoff):**

Sales rep must identify:
- Primary project owner (name, not role)
- Their capacity (dedicated or side project?)
- Their authority (can they unblock?)
- Their motivation (what's in it for them?)

**If there's no clear owner:**

Don't start onboarding yet. Have sales introduce you to economic buyer:

"Before we kick off implementation, we want to make sure we have the right project owner on your side. In our experience, implementations succeed when someone owns driving this forward week-to-week. Who on your team should we partner with?"

**Common Mistake:**

Assuming someone will own it. Ask explicitly. If they can't name someone, the deal is at risk.

---

### 2. The Adoption Cliff (Week 12 Problem)

**The Pattern:**