How the product is sold and distributed to reach the ICP.

• →setsPricing strategy
• →drivesCustomer acquisition cost
• ←executed viaMarket entry strategy
• ←is a kind ofProduct-led growth
• ←is a kind ofSales-led growth
• ←testsLTV:CAC ratio
• ←constrainsRegulatory compliance (HIPAA)

The average cost to win one new customer.

• →weighed inLTV:CAC ratio
• →feedsBurn rate
• ←drivesGo-to-market motion
• ←lowersProduct-led growth
• ←raisesSales-led growth
• ←lengthensProcurement cycle
• ←lowersReference customer

The durable advantage that keeps competitors from copying the position.

• →reducesChurn
• →defends againstIncumbent EHR vendor
• ←createsDifferentiation
• ←strengthensSwitching costs
• ←strengthensNetwork effects
• ←strengthensRegulatory compliance (HIPAA)

Total revenue expected from a customer over the relationship.

• →weighed inLTV:CAC ratio
• ←drivesPricing strategy
• ←liftsNet revenue retention
• ←erodesChurn

Revenue retained and expanded from existing customers, net of churn.

• →liftsLifetime value
• ←evidenced byProduct–market fit
• ←erodesChurn
• ←drivesLand and expand

Evidence the product solves an urgent problem for the ICP, shown by retention and pull.

• →evidenced byNet revenue retention
• ←requiresMarket entry strategy
• ←provesValue proposition
• ←validates60-day clinic pilot

The concrete outcome promised: less admin time, faster reimbursement.

• →provesProduct–market fit
• →targetsIdeal customer profile
• →shapesPositioning
• ←anchored toPricing strategy
• ←demonstrates60-day clinic pilot

The entrenched record system already sitting in every clinic.

• →threatensMarket entry strategy
• ←defends againstCompetitive moat
• ←countersDifferentiation

The core efficiency test of whether the go-to-market motion pays back.

• →testsGo-to-market motion
• ←weighed inCustomer acquisition cost
• ←weighed inLifetime value

How the product is framed against the alternatives in the buyer's mind.

• →rests onDifferentiation
• ←anchorsIdeal customer profile
• ←shapesValue proposition

The realistic slice of the TAM the product can reach given its focus and channels.

• →focuses onBeachhead market
• ←narrows toTotal addressable market
• ←growsStrategic adjacencies

Nearby segments or products to expand into once the beachhead is won.

• →growsServiceable addressable market
• ←expands intoBeachhead market
• ←reachesLand and expand

A narrow first segment chosen to win decisively before expanding.

• →defined byIdeal customer profile
• →expands intoStrategic adjacencies
• ←targetsMarket entry strategy
• ←focuses onServiceable addressable market

The buyer most likely to adopt and stay — here, mid-size outpatient clinics.

• →splits intoBuyer vs. user
• →anchorsPositioning
• ←defined byBeachhead market
• ←targetsValue proposition

How fast the company spends cash each month.

• →shortensRunway
• ←feedsCustomer acquisition cost

The person who pays (a clinic administrator) is not the person who uses it (a clinician).

• →complicatesProcurement cycle
• ←splits intoIdeal customer profile

How many months of operation remain at the current burn rate.

• →constrainsMarket entry strategy
• ←shortensBurn rate

What it costs a customer to rip the product out once it's embedded.

• →strengthensCompetitive moat
• ←raisesRegulatory compliance (HIPAA)

The full revenue opportunity if every potential healthcare buyer adopted the product.

• →narrows toServiceable addressable market
• ←sized byHealthcare SaaS market

The rate at which customers cancel — the silent killer of SaaS economics.

• →erodesNet revenue retention
• →erodesLifetime value
• ←reducesCompetitive moat

The reasons the product is hard to substitute.

• →createsCompetitive moat
• →countersIncumbent EHR vendor
• ←rests onPositioning

The overall market being entered — software sold to clinics, hospitals, and payers.

• →sized byTotal addressable market
• →requiresRegulatory compliance (HIPAA)
• ←entersMarket entry strategy

Win a small footprint in an account, then grow seats and usage over time.

• →drivesNet revenue retention
• →reachesStrategic adjacencies
• ←supportsProduct-led growth

How the product captures value — per-seat, per-provider, or usage-based.

• →anchored toValue proposition
• →drivesLifetime value
• ←setsGo-to-market motion

The slow, multi-stakeholder buying process typical of healthcare.

• →slowsSales-led growth
• →lengthensCustomer acquisition cost
• ←complicatesBuyer vs. user

An early, credible logo whose success de-risks the next sale.

• →acceleratesSales-led growth
• →lowersCustomer acquisition cost
• ←produces60-day clinic pilot

Value that compounds as more providers and data join the platform.

• →strengthensCompetitive moat

The plan for how the product enters the healthcare market and wins its first accounts.

• →targetsBeachhead market
• →entersHealthcare SaaS market
• →requiresProduct–market fit
• →executed viaGo-to-market motion
• ←threatensIncumbent EHR vendor
• ←constrainsRunway

Meeting healthcare data rules — both a cost to enter and a barrier to imitate.

• →strengthensCompetitive moat
• →raisesSwitching costs
• →constrainsGo-to-market motion
• ←requiresHealthcare SaaS market

Acquisition driven by a sales team, demos, and account executives.

• →is a kind ofGo-to-market motion
• →raisesCustomer acquisition cost
• ←slowsProcurement cycle
• ←acceleratesReference customer

A paid pilot with a regional clinic group used to prove value before rollout.

• →validatesProduct–market fit
• →demonstratesValue proposition
• →producesReference customer

Acquisition driven by the product itself — free trial, self-serve onboarding.

• →is a kind ofGo-to-market motion
• →lowersCustomer acquisition cost
• →supportsLand and expand