{"id":"9f1242ec-1caf-4d9f-8d09-c37e0e2dddc5","shortId":"RgtYRF","kind":"skill","title":"Gtm Enterprise Account Planning","tagline":"Awesome Copilot skill by Github","description":"# Enterprise Account Planning\n\nStrategic account planning and execution for enterprise deals. Turn complex sales cycles into systematic wins — or at least know when they're dying before you waste months.\n\n## When to Use\n\n**Triggers:**\n- \"How do I plan this enterprise deal?\"\n- \"This deal has been in motion 3 months, why isn't it closing?\"\n- \"Should I create a full account plan or simplified version?\"\n- \"How do I know if this deal is actually moving?\"\n- \"MEDDICC qualification\"\n- \"Building a mutual action plan\"\n\n**Context:**\n- Strategic deals above your average ACV\n- Multiple stakeholders involved\n- Sales cycle exceeds 60 days\n- Complex buying process (legal, procurement, security)\n- Enterprise or mid-market accounts\n\n---\n\n## Core Frameworks\n\n### 1. If Your MAP Hasn't Been Updated in 3 Weeks, That Deal Is Dead\n\n**The Pattern I've Seen:**\n\nThe Mutual Action Plan (MAP) is the single best indicator of deal health. Not pipeline stage. Not verbal commitments. Not \"they love the product.\"\n\n**The MAP tells you everything:**\n\n**Healthy deal:**\n- MAP updated weekly\n- Customer adding their own action items\n- Both sides completing tasks on schedule\n- New stakeholders appearing in MAP\n- Dates moving up (not pushed out)\n\n**Dying deal:**\n- MAP last updated 3+ weeks ago\n- Only your side has action items\n- Customer tasks marked \"pending\" for weeks\n- No new stakeholders engaged\n- All dates in the past\n\n**Why This Happens:**\n\nWhen a deal is real, the customer wants it to happen. They're doing work. They're involving stakeholders. They're moving through their process.\n\nWhen a deal is dying, you're doing all the work. They're \"too busy.\" They'll \"get back to you next week.\" The economic buyer is \"traveling.\"\n\n**The 3-Week Rule:**\n\nIf your MAP hasn't been updated in 3 weeks, the deal is dead — you just don't know it yet. **I've never seen a deal close with a stale MAP. Not once in 11 years.**\n\n**What to Do:**\n\n**Week 1 of silence:** Send MAP update: \"Here's what we've completed. What's your status on [specific customer action]?\"\n\n**Week 2 of silence:** Escalate to champion: \"Haven't heard back on MAP. Are we still on track for [date]? If priorities shifted, let me know.\"\n\n**Week 3 of silence:** Qualify out or reset: \"It seems like timing might not be right. Should we pause and reconnect in [timeframe], or is there a blocker I can help with?\"\n\n**Common Mistake:**\n\nKeeping deals in pipeline because \"they said they want it.\" Verbal interest ≠ action. If they're not doing work, they're not buying.\n\n---\n\n### 2. The EB Discovery Problem (And Why Deals Die at Week 8)\n\n**The Pattern:**\n\nYou're 8 weeks into a deal. POC went great. Champion loves you. Technical validation complete. You send the proposal.\n\nThen: radio silence.\n\n**What happened?** You never met the Economic Buyer.\n\n**The Economic Buyer (EB) is the person who:**\n- Controls budget allocation\n- Makes final purchase decision\n- Signs the contract\n\n**Not:**\n- Your champion (they influence, don't decide)\n- The technical lead (they validate, don't buy)\n- The VP who attended one demo (they advise, don't sign)\n\n**Why Deals Die Without EB Access:**\n\nYou built the business case with your champion's assumptions. But the EB has different priorities:\n- Champion cares about: solving their team's pain\n- EB cares about: ROI, risk mitigation, strategic alignment\n\nWhen you send proposal to EB through the champion, EB sees:\n- Price tag with no context\n- Solution to a problem they didn't articulate\n- Risk they haven't evaluated\n\n**Result:** Deal stalls or dies.\n\n**The Framework: EB Validation Checklist**\n\nBefore sending proposal, validate:\n\n- [ ] Have you identified the EB? (Name, title, confirmed by champion)\n- [ ] Have you met the EB? (Video call minimum, in-person ideal)\n- [ ] Does EB agree on the problem? (In their words, not yours)\n- [ ] Does EB agree on success metrics? (How they'll measure ROI)\n- [ ] Does EB know the price range? (Ballpark discussed, not surprised)\n- [ ] Does EB understand timeline? (Implementation, go-live, value realization)\n\n**If you answered \"no\" to any, don't send the proposal yet.**\n\n**How to Get EB Access:**\n\n**Ask your champion:**\n\"Before we finalize pricing, I'd love 15 minutes with [EB name] to make sure we're aligned on outcomes and timeline. Can you intro us?\"\n\n**If champion blocks:** \"I can handle that, you don't need to talk to them\"\n→ This is a red flag. Either champion doesn't have access (not a real champion) or they're afraid EB will kill the deal (which means deal is weak).\n\n**Push back:**\n\"I totally understand. At the same time, I want to make sure [EB] sees the full value before seeing the price. In my experience, when economic buyers aren't involved early, deals get delayed in procurement. Can we do a quick alignment call?\"\n\n**Common Mistake:**\n\nTreating EB meeting as \"nice to have.\" It's mandatory for any deal >$50K. No EB access = no deal.\n\n---\n\n### 3. Personal Win Mapping (People Buy for Themselves)\n\n**The Pattern:**\n\nEnterprise software purchases are made by committees. But committees don't buy. **People buy.**\n\nAnd people buy for personal reasons:\n- Career advancement\n- Looking good to their boss\n- Reducing their workload\n- Covering their ass (CYA)\n- Proving they were right\n- Not looking stupid\n\n**Framework: Personal Win Identification**\n\nFor each stakeholder, map:\n\n**Professional Win:**\n- What do they get credit for if this succeeds?\n- What pain goes away for them personally?\n- How does this make them look good?\n\n**Professional Risk:**\n- What happens to them if this fails?\n- What's their reputation cost if this goes wrong?\n- Who's skeptical of them internally?\n\n**Personal Motivations:**\n- Are they new in role? (Need quick wins)\n- Facing budget cuts? (Need to justify spend)\n- Up for promotion? (Need visible success)\n- Burned by vendors before? (Extra risk-averse)\n\n**Example: VP of Engineering**\n\n**Professional Win:**\n- Reduce on-call burden for team (they'll stop complaining to her)\n- Faster incident response (looks good in QBRs)\n- Attract better eng talent (modern tooling)\n\n**Professional Risk:**\n- Team rejects new tool (she forced it on them)\n- Migration goes badly (downtime, incidents)\n- Vendor fails (she picked them)\n\n**Personal Motivations:**\n- New in role (6 months), needs wins\n- Under pressure to improve uptime metrics\n- Previous monitoring tool she picked failed\n\n**How This Changes Your Pitch:**\n\n**Generic pitch:**\n\"Our platform improves incident response time by 40%.\"\n\n**Personal win pitch:**\n\"You mentioned the on-call burden is burning out your team. We've seen teams reduce on-call pages by 40% in the first month, which helps with retention. And since you're focused on uptime metrics for the board, the improved response time shows up immediately in your QBR dashboards.\"\n\n**The Difference:**\n\nGeneric = business case\nPersonal = career case\n\nBoth matter. But personal wins close deals.\n\n**Common Mistake:**\n\nSelling only to the business problem. \"This saves money. This improves efficiency.\" That's necessary but not sufficient. **People need to see what's in it for them personally.**\n\n---\n\n### 4. Enterprise Account Plan Structure (Four Components)\n\nA complete account plan has four interconnected pieces. Each feeds the others.\n\n**Component 1: Account Summary**\n- Company basics (HQ, size, industry, subsidiaries)\n- Technical landscape (infrastructure, tools, platforms)\n- Top corporate initiatives (from press, annual reports, LinkedIn)\n- Hypothesis: \"How can we help?\" (write this before engaging)\n- LinkedIn keyword analysis (quantify their investment in your domain)\n\n**Component 2: Org Chart**\n- Map all relevant contacts: name, title, location, LinkedIn, email, phone, notes\n- Notes capture: domain of responsibility, technical specialties, personal win\n- Include people across levels: C-suite, directors, architects, leads, specialists\n- Don't just map buyer — map influencers, users, potential blockers\n\n**Component 3: Opportunity Plan (MEDDICC)**\n- **M - Metrics**: How will the customer measure success? (Validated with EB)\n- **E - Economic Buyer**: Who has budget authority? Have you met them?\n- **D - Decision Criteria**: What criteria will they use to decide? (Technical, business, political)\n- **D - Decision Process**: What's their buying process? (Procurement, legal, security review)\n- **I - Identified Pain**: What specific pain have they articulated? (Their words, not yours)\n- **C - Champion**: Who inside the account is actively selling on your behalf?\n- **C - Competition**: Who else are they evaluating? What's the competitive dynamic?\n\nPlus: Issues/Risks table with mitigation plans, help needed, responsible parties\n\n**Component 4: Mutual Action Plan (MAP)**\n- Joint timeline with: Action, Your Owner, Customer Owner, Others Involved, Due Date\n- Both sides must have actions — if only your team has actions, it's not a deal, it's a demo\n- Track status (complete/in-progress)\n- Use MAP as running agenda for check-in calls\n- **If MAP isn't updated in 3 weeks, deal is dead**\n\n**Decision Criteria:**\n\nFull account plans worth investment for top 10-20% of accounts by potential deal size. For rest, use simplified version (summary + MEDDICC + next steps).\n\n**Common Mistakes:**\n- Creating account plan after deal is in motion (build before first engagement)\n- Not maintaining MAP weekly (stale MAP = stale deal)\n- Filling MEDDICC with assumptions instead of validated info\n- Mapping only obvious contacts instead of full org chart\n- Not tracking personal win for each stakeholder\n\n---\n\n### 5. LinkedIn Keyword Analysis for Account Intelligence\n\nBefore engaging strategic account, quantify their investment in your domain via LinkedIn.\n\n**How to Execute:**\n\n1. Define 8-10 keywords relevant to your space (e.g., category terms, technical roles, workflow keywords)\n2. Search LinkedIn for \"[company name] + [keyword]\" and record count\n3. Map concentrations: Which locations? Which departments?\n4. Identify outliers (high keyword concentration in specific departments signals maturity)\n\n**Why This Works:**\n\nIf a company has 50 employees with \"SRE\" in their profile, they're mature in site reliability. If they have 2, they're not ready for advanced observability tools.\n\nThis tells you:\n- Whether to pursue the account (do they have the team?)\n- Who to target (where are the concentrations?)\n- How to personalize outreach (reference their specific context)\n\n**Example:**\n\nSearching \"[Company] + DevOps\":\n- 120 results → Mature DevOps org, good fit\n- 5 results → Early, not ready\n\nSearching \"[Company] + SRE\":\n- 50 results → They care about reliability, pitch uptime/incident reduction\n- 0 results → Don't lead with SRE value prop\n\n**Common Mistakes:**\n- Just searching job titles (vary wildly) instead of keywords (consistent)\n- Not comparing counts to total employee count\n- Not refreshing analysis (hiring trends change quarterly)\n\n---\n\n### 6. The Unified Sales Process (Stage Gates)\n\nEnterprise sales follows defined stages with clear exit criteria. Don't advance stages without meeting criteria.\n\n**Stage 0 — Pipeline Generation:** Prospecting → Qualified interest confirmed\n**Stage 1 — Discovery:** Environment/pain/requirements → Pain identified, stakeholders mapped\n**Stage 2 — Demonstrating:** Product demo, champion building → Champion identified\n**Stage 3 — Proving Value:** POC/trial → Technical validation complete\n**Stage 4 — Proposal:** Pricing, terms, scope → Proposal delivered, EB aligned\n**Stage 5 — Paper Process:** Legal, procurement, security → Approvals secured\n**Stage 6 — Closed Won:** Deal signed → Customer success handoff\n\n**Exit Criteria Matter:**\n\nDon't move from Stage 2 → Stage 3 until you have a champion.\nDon't move from Stage 3 → Stage 4 until POC success criteria are met.\nDon't move from Stage 4 → Stage 5 until EB has approved.\n\n**Common Mistake:**\n\nAdvancing stages based on activity, not criteria. \"We demoed, so we're in Stage 3\" — but if they haven't agreed to POC, you're still in Stage 2.\n\n---\n\n## Decision Trees\n\n### Do I Need a Full Account Plan?\n\n```\nIs deal size above average ACV?\n├─ No → Simplified plan (summary + MEDDICC)\n└─ Yes → Continue...\n    │\n    Sales cycle >60 days?\n    ├─ Yes → Full account plan\n    └─ No → Simplified plan\n```\n\n### Is This Deal Actually Moving?\n\n```\nIs MAP being updated weekly?\n├─ Yes → Healthy\n└─ No → Continue...\n    │\n    Has it been >3 weeks since last MAP update?\n    ├─ Yes → Dead deal (qualify out or reset)\n    └─ No → At risk (escalate to champion)\n```\n\n### Should I Send the Proposal?\n\n```\nHave you met the Economic Buyer?\n├─ No → Don't send yet (get EB access first)\n└─ Yes → Continue...\n    │\n    Does EB agree on problem and success metrics?\n    ├─ Yes → Send proposal\n    └─ No → Align with EB before sending\n```\n\n---\n\n## Common Mistakes\n\n**1. Creating account plan too late**\n   - Build before first engagement, not after deal is in motion\n\n**2. MEDDICC filled with assumptions**\n   - Validate each element with customer, don't guess\n\n**3. Stale Mutual Action Plan**\n   - If MAP isn't updated weekly, deal is stalling. 3+ weeks = dead.\n\n**4. Mapping only the buyer**\n   - Need full org chart: influencers, users, blockers\n\n**5. Ignoring personal wins**\n   - People buy for career/reputation reasons, not just business ROI\n\n**6. Not tracking deal health**\n   - Green/yellow/red indicators catch dying deals early\n\n**7. Skipping champion validation**\n   - Without internal champion, you're selling alone\n\n---\n\n## Quick Reference\n\n**MAP Health Check:**\n- Green: Updated weekly, both sides have actions, customer completing tasks\n- Yellow: Updated bi-weekly, mostly your actions, customer slow to respond\n- Red: 3+ weeks stale, only your actions, customer unresponsive → **Dead deal**\n\n**MEDDICC Validation:**\n- [ ] Metrics: Success criteria agreed with EB\n- [ ] Economic Buyer: Met them, validated problem/solution\n- [ ] Decision Criteria: Understand their evaluation rubric\n- [ ] Decision Process: Know procurement/legal/security steps\n- [ ] Identified Pain: In customer's words, not yours\n- [ ] Champion: Actively selling internally on your behalf\n- [ ] Competition: Know alternatives they're considering\n\n**Personal Win Questions:**\n- \"What does success look like for you personally?\"\n- \"What happens to your team if this works? If it doesn't?\"\n- \"What are you being measured on this year?\"\n- \"Who internally is skeptical? Why?\"\n\n**Account Plan Checklist:**\n- [ ] Account summary with hypothesis\n- [ ] Org chart with personal wins mapped\n- [ ] MEDDICC fully validated (not assumed)\n- [ ] MAP with customer actions (not just yours)\n- [ ] Weekly MAP update cadence scheduled\n\n---\n\n## Related Skills\n\n- **enterprise-onboarding**: Post-close customer implementation\n- **partnership-architecture**: Deals involving partner relationships\n- **technical-product-pricing**: Enterprise pricing strategy\n\n---\n\n*Based on enterprise sales at a platform company during hypergrowth, with patterns from closing strategic accounts, navigating complex procurement processes, and learning the hard way that stale MAPs = dead deals. 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