Translate a buyer-validated problem into a credible, transparent, buyer-defensible economic case while identifying the person or group with authority to approve the investment.
Model C: Hybrid
Use a dedicated value-modeling workspace for Prompts 7.1–7.4, the opportunity and stakeholder workspace for Prompt 7.5, communication workspace for Prompts 7.6–7.7, and the main opportunity workspace for Prompt 7.8.
The chain, in order:
Run these in order. Each one produces a handoff that the next prompt expects as input. Fill in every bracketed field before you send it.
Feeds into: Prompt 7.2
You are acting as a B2B value-engineering analyst, business-case readiness reviewer, financial-evidence auditor, and sales qualification specialist.
OBJECTIVE
Determine whether a credible business case can be built. Assess what is known, what can be quantified, what is qualitative, which assumptions are required, which assumptions are acceptable, which inputs are blocking, and who should validate each input.
INPUTS
Account:
Opportunity:
Buyer-validated problem:
Buyer-validated impact:
Desired outcome:
Current process:
Current workaround:
Proposed solution:
Known buyer metrics:
Known baseline:
Expected investment range:
Known implementation requirements:
Known value owner:
Known economic-buyer hypothesis:
Information that must remain internal:
Workflow 1 context:
Workflow 2 context:
Buyer data:
Public financial data:
Approved pricing:
Implementation estimate:
Approved customer examples:
Approved benchmarks:
Known critical event:
INSTRUCTIONS
1. Inventory and classify all evidence as buyer supplied, seller supplied, public, benchmark, derived, assumed, unknown, or conflicting.
2. Evaluate readiness across baseline, volume, frequency, time, labor, revenue, cost, risk, current cost, implementation, ongoing cost, improvement, adoption, time horizon, and validation owner.
3. Identify potential value drivers.
4. Assess relevance, measurability, baseline, solution influence, attribution difficulty, and double-counting risk.
5. Choose financial, operational, risk-based, strategic, or hybrid case.
6. Identify blocking gaps and nonblocking assumptions.
7. Identify validation stakeholders.
8. Produce verdict:
- READY FOR QUANTITATIVE BUSINESS CASE
- READY FOR HYBRID BUSINESS CASE
- QUALITATIVE CASE ONLY
- GATHER MATERIAL INPUTS FIRST
- RETURN TO DISCOVERY
- BUSINESS CASE NOT CURRENTLY JUSTIFIED
OUTPUT FORMAT
# BUSINESS-CASE EVIDENCE READINESS ASSESSMENT
## 1. Readiness verdict
## 2. Evidence inventory
## 3. Potential value drivers
## 4. Blocking gaps
## 5. Nonblocking assumptions
## 6. Value-model risk
## 7. Recommended case structure
## 8. NEXT-PROMPT HANDOFFFeeds into: Prompt 7.3
You are acting as a B2B value engineer, financial-model designer, operational-metrics analyst, and assumption-control reviewer.
OBJECTIVE
Build a transparent impact and metrics model showing value drivers, baselines, formulas, units, periods, sources, assumptions, scenarios, validation, and double-counting controls.
INPUTS
Paste Prompt 7.1 NEXT-PROMPT HANDOFF:
[PASTE HERE]
Buyer data:
Approved investment:
One-time cost:
Recurring cost:
Implementation cost:
Internal labor required:
Expected time horizon:
Currency:
Information that must remain internal:
INSTRUCTIONS
1. Model each value driver separately.
2. Define baseline, unit, volume, frequency, period, current performance, improvement, attribution, adoption, ramp, formula, gross benefit, net benefit, source, and confidence.
3. Separate revenue increase, revenue protection, cost reduction, cost avoidance, productivity capacity, risk reduction, working capital, and strategic value.
4. Prevent double counting.
5. Create conservative, base, and upside scenarios where appropriate.
6. Do not label base as expected unless buyer validated.
7. Model all one-time and recurring costs.
8. Calculate annual gross benefit, net benefit, total benefit, total cost, payback, ROI, NPV, and break even only when inputs permit.
9. Show formulas.
10. Identify nonquantifiable value.
11. Create buyer-validation list.
OUTPUT FORMAT
# IMPACT AND METRICS MODEL
## 1. Model summary
## 2. Input table
## 3. Value-driver models
## 4. Cost model
## 5. Scenario summary
## 6. Double-counting audit
## 7. Nonquantifiable value
## 8. Sensitivity analysis
## 9. Buyer-validation requirements
## 10. NEXT-PROMPT HANDOFFFeeds into: Prompt 7.4
You are acting as a B2B cost-of-inaction analyst, operational-risk reviewer, strategic-priority analyst, and claims-quality auditor.
OBJECTIVE
Analyze the consequences of maintaining the current state and distinguish recurring cost, avoidable cost, opportunity cost, productivity constraint, revenue exposure, risk exposure, strategic delay, customer or employee impact, qualitative consequence, and speculative consequence.
INPUTS
Paste Prompt 7.2 NEXT-PROMPT HANDOFF:
[PASTE HERE]
Buyer-validated current-state problems:
Current workaround:
Current spending:
Current labor:
Known incidents:
Known delays:
Known lost opportunities:
Known risk:
Known strategic priorities:
Known timing:
Information that must remain internal:
INSTRUCTIONS
1. Identify each consequence.
2. Classify as occurring, recurring, probable, possible, speculative, or unknown.
3. Separate direct cost, indirect cost, avoided future cost, capacity, risk, and strategic impact.
4. Quantify only when supported.
5. Separate risk severity, likelihood, exposure, and expected loss.
6. Show productivity capacity without automatically converting it to headcount savings.
7. Describe strategic delay specifically.
8. Compare current-state cost, cost of waiting, cost of change, and benefit of change.
9. Include no-decision case.
10. Identify buyer-validated consequences.
11. Create validation questions.
OUTPUT FORMAT
# COST-OF-INACTION ANALYSIS
## 1. Executive finding
## 2. Current-state consequence matrix
## 3. Quantified current-state cost
## 4. Productivity-capacity impact
## 5. Risk analysis
## 6. Strategic and qualitative consequences
## 7. Cost-of-delay scenarios
## 8. No-decision case
## 9. Cost-of-change comparison
## 10. Buyer-validation questions
## 11. NEXT-PROMPT HANDOFFFeeds into: Prompt 7.5
You are acting as a B2B business-case architect, value-engineering editor, financial-model reviewer, and buyer-decision support specialist.
OBJECTIVE
Build a buyer-defensible case that makes the current problem, consequence, outcome, proposed change, investment, modeled value, assumptions, scenarios, risks, validation needs, and decision options easy to understand and challenge.
INPUTS
Buyer-validated problem:
Desired outcome:
Proposed solution:
Paste Prompt 7.2 NEXT-PROMPT HANDOFF:
[PASTE HERE]
Paste Prompt 7.3 NEXT-PROMPT HANDOFF:
[PASTE HERE]
Investment:
Implementation approach:
Time horizon:
Currency:
Validation status:
Information that must remain internal:
INSTRUCTIONS
1. Use buyer language.
2. Include current state, problem, consequences, future state, proposed change, investment, financial, operational, risk, strategic value, cost of inaction, scenarios, assumptions, sensitivity, risks, and decision options.
3. Separate buyer-validated, modeled, benchmark, assumed, and qualitative value.
4. Present transparent scenarios.
5. Show gross benefit, total cost, net benefit, payback, ROI, and NPV only when supported.
6. Include no-decision comparison.
7. Include sensitivity and implementation/adoption risk.
8. Include validation register.
9. Create full internal case, buyer-review version, one-page summary, and finance checklist.
OUTPUT FORMAT
# BUYER-DEFENSIBLE BUSINESS CASE
## 1. Decision summary
## 2. Current-state case
## 3. Proposed future state
## 4. Value model
## 5. Cost model
## 6. Financial summary
## 7. Nonfinancial value
## 8. Assumption register
## 9. Risk and mitigation
## 10. Decision options
## 11. Validation register
# BUYER-REVIEW VERSION
# ONE-PAGE SUMMARY
# FINANCE-REVIEW CHECKLIST
## NEXT-PROMPT HANDOFFFeeds into: Prompt 7.6
You are acting as a MEDDPICC economic-buyer analyst, executive-access strategist, stakeholder-evidence reviewer, and enterprise account advisor.
OBJECTIVE
Determine who has authority to approve the economic commitment, whether that person or group is confirmed, what evidence supports the conclusion, what role the current contact and champion play, why engagement is useful, which access route is appropriate, and what must be prepared.
INPUTS
Paste Prompt 7.4 NEXT-PROMPT HANDOFF:
[PASTE HERE]
Paste Workflow 2 CONTEXT-TRANSFER BLOCK:
[PASTE HERE]
Known budget owner:
Known business owner:
Known final approver:
Known signer:
Known executive sponsor:
Known champion:
Known coach:
Current access:
Current relationship owners:
Information that must remain internal:
INSTRUCTIONS
1. Define the economic-buyer responsibility.
2. Assess plausible candidates.
3. Separate business owner, budget owner, economic buyer, final approver, signer, executive sponsor, procurement authority, and finance reviewer.
4. Analyze authority, budget, outcome accountability, involvement, relationship, access, counterevidence, and unknowns.
5. Classify confirmed, strong hypothesis, possible, unlikely, unknown, or group decision.
6. Assess access.
7. Determine buyer value of engagement.
8. Create access options.
9. Assess executive-review readiness.
10. Create preparation checklist.
11. Identify relationship risks.
OUTPUT FORMAT
# ECONOMIC BUYER AND ACCESS STRATEGY
## 1. Economic-buyer finding
## 2. Role distinction
## 3. Candidate analysis
## 4. Access analysis
## 5. Recommended access strategy
## 6. Champion alignment
## 7. Executive-review readiness
## 8. Preparation checklist
## 9. Relationship risks
## 10. NEXT-PROMPT HANDOFFFeeds into: Prompt 7.7
You are acting as a B2B executive-communication strategist, value-story architect, board-level editor, and claims-verification reviewer.
OBJECTIVE
Create a concise executive narrative covering business problem, consequence, outcome, decision, investment, value, assumptions, risks, and the input or approval required. Do not create a product presentation.
INPUTS
Paste Prompt 7.5 NEXT-PROMPT HANDOFF:
[PASTE HERE]
Validated business-case summary:
Executive name:
Verified title:
Verified responsibility:
Meeting or communication format:
Time available:
Decision required:
Approved investment:
Approved proof:
Known executive priority:
Known concern:
Information that must remain internal:
Claims that must not be used:
INSTRUCTIONS
1. Build narrative in context, problem, consequence, outcome, decision, investment, value, risk, and ask order.
2. Use verified responsibility.
3. Distinguish facts, modeled figures, assumptions, strategic value, and questions.
4. Keep product detail minimal.
5. Create 60-second narrative, three-minute narrative, one-page brief, executive email, five questions, five likely challenges, and response guidance.
6. Include no-decision fairly.
7. Include decision options.
8. Identify numbers safe to headline and numbers for backup.
9. Identify language to avoid.
OUTPUT FORMAT
# EXECUTIVE VALUE NARRATIVE PACKAGE
## 1. Narrative strategy
## 2. 60-second narrative
## 3. Three-minute narrative
## 4. One-page executive brief
## 5. Executive email
## 6. Executive questions
## 7. Likely challenges
## 8. Number-use guidance
## 9. Language to avoid
## 10. NEXT-PROMPT HANDOFFFeeds into: Prompt 7.8
You are acting as a B2B champion-enablement strategist, internal-selling support designer, stakeholder-alignment specialist, and claims-control editor.
OBJECTIVE
Create a practical package helping the champion explain the problem, outcome, business case, likely questions, decision participants, correct internal action, and uncertainties without misrepresenting evidence, violating policy, or carrying the entire deal alone.
INPUTS
Paste Prompt 7.6 NEXT-PROMPT HANDOFF:
[PASTE HERE]
Champion name:
Champion classification:
Champion role:
Champion's verified influence:
Champion's stake:
Known internal audience:
Known decision process:
Known objections:
Approved business case:
Information that must remain internal:
Information the champion must not share:
INSTRUCTIONS
1. Confirm appropriate champion role.
2. Create a simple internal story.
3. Create a forwardable executive summary.
4. Create stakeholder message map.
5. Create internal FAQ.
6. Create objections and evidence-based responses.
7. Create data and assumption reference.
8. Create internal meeting-preparation guide.
9. Create appropriate introduction or meeting request.
10. Create feedback form.
11. Define return-to-seller rules.
12. Create seller-support plan.
OUTPUT FORMAT
# CHAMPION ENABLEMENT PACKAGE
## 1. Champion-role assessment
## 2. Internal value story
## 3. Forwardable executive summary
## 4. Stakeholder message map
## 5. Internal FAQ
## 6. Objection matrix
## 7. Data and assumption reference
## 8. Internal meeting-preparation guide
## 9. Introduction or meeting request
## 10. Champion feedback form
## 11. Return-to-seller rules
## 12. Seller-support plan
## 13. NEXT-PROMPT HANDOFFFeeds into: your CRM and the next workflow
You are acting as a B2B business-case validation analyst, financial-model revision specialist, stakeholder-feedback synthesizer, and opportunity-readiness reviewer.
OBJECTIVE
Update the business case using new buyer, champion, executive, finance, technical, or commercial evidence. Determine what was validated, changed, rejected, or remains assumed; how the model changed; whether the case strengthened or weakened; and whether the opportunity is ready for mutual planning, proposal, or further validation.
INPUTS
Account:
Opportunity:
Current stage:
Previous business case:
Previous assumptions:
New buyer feedback:
New champion feedback:
New executive feedback:
New finance feedback:
New technical feedback:
Updated pricing:
Updated implementation:
Updated timeline:
Current economic-buyer status:
Information that must remain internal:
INSTRUCTIONS
1. Compare previous and current evidence.
2. Classify every element as validated, revised, rejected, unvalidated, conflicting, or irrelevant.
3. Update baselines, formulas, assumptions, improvement, adoption, costs, scenarios, timing, risks, and options.
4. Recalculate only where appropriate.
5. Show how and why results changed.
6. Assess validation by business owner, finance, economic buyer, champion, technical owner, and implementation owner.
7. Assess readiness for executive approval, mutual action plan, proposal, further validation, or exit.
8. Identify remaining risks.
9. Create final business case, executive summary, validation register, CRM update, and transfer.
OUTPUT FORMAT
# VALIDATED BUSINESS-CASE PACKAGE
## 1. Validation status
## 2. Change log
## 3. Updated value model
## 4. Updated cost model
## 5. Updated financial summary
## 6. Stakeholder validation register
## 7. Remaining assumptions
## 8. Remaining risks
## 9. Final executive summary
## 10. CRM-ready update
## 11. Recommended next workflow
## 12. CONTEXT-TRANSFER BLOCK
## 13. Quality-control report